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2001-03-06 Support Documentation Town Council Evening Session
VAIL TOWN COUNCIL EVENING MEETING TUESDAY, March 6, 2001 7:00 P.M. TOV COUNCIL CHAMBERS NOTE: Times of items are approximate, subject to change, and cannot be relied upon to determine at what time Council will consider an item. 1) CITIZEN PARTICIPATION (5 min.) 2) Courtesy and Information Update on Pre-approved Booth Creek John Gulick Prescribed Burn. (30 min.) Phil Bowden, (U.S. Forest Service Fire Management Officer) 3) Vail Center Budget. (1 hour.) Russell Forrest Steve Thompson ITEM/TOPIC: Preliminary Budget for the Vail Center. ACTION REQUESTED OF COUNCIL: Modify and approve the preliminary budget and program. BACKGROUND RATIONALE: A concept paper has been prepared that provides a vision for the center and a description of how learning can provide a unifying vision for the recreational, meeting, cultural, and community uses contemplated in the center. This concept simply builds upon the significant public input that has occurred to date and originated from the Vail Tomorrow process. On December 12th the Town Council indicated their support for the "concept." On December 19th the Town Council developed a square footage and use "wish list." Based on that wish list staff has developed a budget that includes both anticipated revenue and costs. Staff will also review the costs and implications of modifying the Lionshead parking structure and the parking demand for the Vail Center. Specifically staff would like to receive Councils input on: • Revenue options & • Preferred uses and square footage Council may choose to give direction to modify the program and staff would then come back at a following work session or evening meeting with a revised budget. After a budget and program has been approved, the design team would begin developing a schematic architectural plan. 4) ITEM/TOPIC: Second Reading of Ordinance #3, Series of 2001: Allison Ochs an ordinance amending the Town Code, Title 12, Chapter 6 to the Town of Vail Zoning Regulations to allow for the addition of Article I. Housing (H) District; amending Chapter 4, Districts established; amending Section 12-15-2: GRFA Requirements by Zone District; amending Title 12 Sign Regulations, Chapter 4, Sign Categories, Section 11-4A-1: Signs Permitted in Zoning Districts and Setting forth details in regard thereto. (10 min.) ACTION REQUESTED OF COUNCIL: Approve, approve with conditions, or deny Ordinance #3, Series of 2001, on first reading. STAFF RECOMMENDATION: The Community Development Department recommends that the Town Council approve Ordinance #3, Series of 2001, on second reading 5) ITEMITOPIC: Second Reading of Ordinance #6, Series of 2001: George Ruther an ordinance amending the Official Town of Vail Zoning Map and rezoning of the proposed Lot 1 and 2, Timber Vail Subdivision from Residential Cluster zone district to Single-Family Residential zone district; and setting forth details in regard thereto. (5 min.) ACTION REQUESTED OF COUNCIL: Approve, approve with conditions, or deny Ordinance No.6, Series of 2001, on second reading. BACKGROUND RATIONALE: The property owner, David Hilb, requested a rezoning of the proposed Lots 1 and 2, Timber Vail Subdivision from Residential Cluster Zone District to Single-Family Residential Zone District. The Planning and Environmental Commission reviewed and recommended approval of this request to the Town Council at their January 22, 2001 meeting. The Town Council approved the First Reading of the proposed Ordinance 6, Series 2001 (by a vote of 7-0) at their February 20, 2001 evening meeting with the following findings: That the proposal is consistent with the Town's development objectives, development standards for adjacent properties and the provisions/intent of the Single-Family Residential District regulations. That the proposed zone district is compatible with and suitable to adjacent uses, consistent with the Town's Land Use Plan and Zoning Regulations, and appropriate for the area. STAFF RECOMMENDATION: The Community Development Department recommends that the Town Council approve Ordinance No. 6, Series of 2001, on second reading. 6) Town Manager's Report. (5 min.) Bob McLaunn 7) Adjournment (9:00 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, 3/13/01, BEGINNING AT 2:00 P.M. IN TOV COUNCIL CHAMBERS. THE NEXT VAIL TOWN COUNCIL REGULAR WORK SESSION WILL BE ON TUESDAY, 3/20/01, BEGINNING AT 2:00 P.M. IN TOV COUNCIL CHAMBERS. THE NEXT VAIL TOWN COUNCIL REGULAR EVENING MEETING WILL BE ON TUESDAY, 3/20/01, BEGINNING AT 7:00 P.M. IN TOV COUNCIL Sign language interpretation available upon request with 24-hour notification. Please call 479-2332 voice or 479-2356 TDD for information. . „•(x•61 WS Donovan COmmunity Park Purpose of Presentation: Summary of 2/27/01 meeting. Review of project budget. Cost comparison with other buildings. Preserve impacts. Questions and-feedback. Donovan Community Park Summary Vail Town Council Meeting February 27, 2001 $10,3505000 - $5705000 = $105350,000 (estimate) - (savings) _ (total) Donovan Co un'ity Budget History Worksheet Original overall project estimate $10,350,000 Issues and oversights Incorporate site restroom $ 100,000 Incorporate storm sewer and frontage rd'. overlay $ 1509000 Additional holy cross electrical fees $ 50,000 Potential CDOT, ALOE, and escalation impacts 100`,000 Design team's estimate on 27 Feb 01 $10,750,000 Change to surface parking from structured $ (578,2641 Revised project total budget $102171,736 ¦ Donovan Co unity Current Budget Status as of 2/27/01 • Revised project total budget $10,171,736 • 4% construction contingency $ (397,669) • 5.17% design development contingency $ (513,677) • Design and engineering fees $ (1,400,000) • Net budget available for completion $ 7,860,390 *Adjusted to balance with current construction estimate. Desired overall project contingency at design development is 9%o to 10% of total budget "Includes $66,000 as an estimate to complete redesign of parking Donovan Current Project Construction Cost Estimate Breakdown PROJECT AREAF PAVILION SITEWORK PARK AREA (PARKING LOT; TOTAL TOTAL COST I $ 21671,612 $ 1,406,560 $ 1,9931373 $ 1,788,845 $ 71860,390 „sx Donovan unity Park Cost Comparison with other Buildings Donovan pavilion Total pavilion cost $ 2,671,612 Less FF&E and owner start-up $ (152,300) Total construction. cost. $ 2,519,312 / 6200 SF $ 406.24 / SF Cost comparison 1PROJECT NEAR ORIGINAL COST ESCALATION TODAY'S COST SIZE (SF COST / SF Eagle Library 1996 $ 3,156,00 = 46°~0 $ 4,607,760 15,172 $ 304 'Avon Library 1994; $ 31255,063 55% $ 5,0381838 18465, $ 273 ;Vail Library 1983 $ 310001000 207% $ 61198,000 1 16,000 $ 387 ¦ Donovan uni a What does this mean? This means that a premium is being paid for the following reasons... •Economy of scale. Referenced buildings are 2.5 to 3 times larger -Efficiency of building type. Referenced buildings are multiple story structures •"World class" design elements such as high structure- roof, wood wall finish, more glazing, acoustical wall treatments, and hardwood flooring. *"Vail factor" meaning that, in general, construction costs more in Vail than. in other places in the valley. s Donovan unity Ar" J-- Ina* NArea s e EdWafF 3f- 7980 Area e . 3htlstlcs .soot PwMrv~ taa~ as . (Nfto bvm Ow{moe ftk &U~ Pan k 3tTlSat . SoW Ma p Dspleblk 7~79ls t rar..nma~.Mof hodecoW XIM66L •Protlon ,ofLOhl,, i6% ® I t •peTatill ro POeoontwaoodu NOt ..7.7U at - an. Wteml, a1k ZS.5% r ~ y MOUTH a 2or ~o ert ,4eaov F NOUTH 0 W sw w 44r- W } Donovan Co ¦ l r l it L } ~y 1 jj t jt i J t 1Y t ~ j ! ~ f Enwa~fmwrrt f l f i 1 rea t / Amm, Edge of P . , k fl£ Area statistics • ToW Pmarw Amu as Oapkaa(hieseaa Oagran Park MmwW Plan Amonamnak 3Z795 *A ToW Phow"Am as 3ZM S& TOW unaat of ,2,100 I•ToW ..lmm of ..3rM" -Pwant . tawmtatoOY. anae 0.0% ~ r •Ftirasrt ..i dt~IWwarv+anac t0.6x Y'.~ 7L rartTN o so ,o eo u m w w famm s ~naar ~ti4mam 105 34-01 ~'K . ~ j•4~~ t , i ~Y ~ x r r. t Encroachment r ' • a t-~wr.~n»~ r:'Area TY ~f f IN i ~1 . } ['ktl „Edge of Piraaerve ~ Area t Impact Statistics Total Preserve Area as Depleted: 32,795 a.f. w Total encroachment of hardscap e:1,470 a.f. * Percent encroachment of total pFraserve area: 10.6 % NORTH 0 20' 40' 80' 1*= 40'-aEH7" + A T) l~J ~ CG wC ''~EQS~~,~/1R1Ct2 . T---70 i 4SO '-u o M TQb N ~ So'~Trl of 0 .s' • ~v C) ,v (Y i LIF E , OF Wes vq ? ~ Z/L A c I lEtvvATI W, -30 r WALL I { fi o O j a I ^1.V t't,E dF WEST , o ti ~ o N ~ ~oLT1l a'F ~ d • n C~,v t~1c~E ~F l~Es + ')A,L Zf i Aluc It it V / ~ Ct IJO 14D 'IJ ~ YYttL~ s~ f A7, L s U ty v o r- A, U A-0, r.. a~1 t e JA LL- l:. lkl j zl~ t - I r • C) it OF - -i 0 u.0 1 ® ® ® ® ® ® ® ® ® 0 ® © 63 ~ ~ 3i e s a a A ft n i 16 µ o tt it s D i 6 9 sw, +~4 0 TIP a • ~4L :r 0.ly ' Dc t1 / DL. D6 9` yL ~9 Ili vi r ~ ,a. i`R ~ iE ti DL A4D ND ~<NT p0 . .i . . EA P L+ll es 7'ry L.'. . G ~ a 0 sUat DpE^' etppe io G DL ~ 3 T7T 'r u ~y TOWN OF VAIL Office of the Town Manager 1WORLD CHAMPIONSHIPS 75 South Frontage Road Vail, Colorado 81657 1999-VAIL-BEAVER CREEK 970-479-2105/Fax 970-479-2157 MEMORANDUM ' ' TM TO: Vail Town Council FROM: Bob McLaurin, Town Manager RE: Town Manager's Report DATE: March 1, 2001 NEXT BUS SYSTEM IMPLEMENTATION We are in the process of executing a contract to provide for the installation of the Next Bus system. We will be installing GPS transmitters on all the in-town buses next week and will begin collecting the data necessary to allow the prediction software to be calibrated prior to the summer season. I will keep you posted as this project progresses. RELOCATION OF GYMNASTICS FACILITY As you are aware, we have been discussing with the Eagle County School District the possibility of adding a second floor on the Red Sandstone Gymnasium. This space would be utilized for the Vail Recreation District Gymnastics Program, which is currently housed at the old Public Works shops. Several weeks ago I contacted Bill Pierce to perform a preliminary investigation as to the feasibility (from a construction perspective) of doing this. Following a review of the construction plans and after meeting with VRD personnel to understand the program, Bill believes that this project would be feasible without a significant retrofit of the existing Red Sandstone building. Attached to this memo is a letter from Bill Pierce to me concerning this project. As indicated, the fees to complete the diagrammatic floor plan would generate additional cost. If you wish to proceed with this project, please let me know and I will execute an agreement with Fritzlen and Pierce to conduct this work. Please note that that this $4,000 is not budgeted and would need to be added to the Supplemental, which you will be seeing March 20th. DOBSON ICE ARENA CONSTRUCTION The VRD is currently preparing to renovate the ice surface at the Dobson Ice Arena. This work is scheduled to begin on April 15t". During the initial phase of the construction the existing concrete floor will be demolished and removed. This activity is expected to last approximately two weeks. During this time, we would be rerouting RECYCLED PAPER -2- buses from Meadow Drive on to the Frontage Road to allow this construction to proceed as quickly as possible. Pedestrians will be rerouted either to the immediate front of the library or to the bike path on the south side of the library. Because of the noise, dust, and congestion, we are contemplating closing down the library for a portion of this two-week period. We are currently evaluating this situation and will advise you as to the library schedule during this period. FOLLOW UP Staff wanted to follow up in writing with the results of three items from the previous Town Manager's Report. They are: ICE REQUESTS FOR DOBSON Based on responses from Rod, Sybill, Diana, and Ludi, Council has taken note of the VRD request but will still entertain requests for ice time, per the TOVNRD Management Agreement, on a case-by-case basis. COUNCIL CONTRIBUTIONS In regard to a proposal from the Rocky Mountain Planning Group to clarify both the criteria and process used for Council Contributions, staff has received direction to stay the course. Staff will schedule a work session item prior to disbursement of applications this summer to verify the current criteria. Council reactions were: Diana, Sybill, and Ludi - yes. Rod and Kevin - no. Greg and Chuck were inclined to wait until after the upcoming November election. SPECIAL GUEST SHOPPING A proposal to continue a once-monthly "secret shopper" review was a tie vote, with Chuck, Ludi, and Rod voting in favor, and Kevin Diana, and Sybill voting no. Greg did not have strong feelings either way. Staff will not move forward with this unless further directed by Council. TOV COMMUNITY SURVEY Plans are underway to develop a Web-based version of the 2001 TOV Community survey to be posted on-line before the end of ski season. Our intent is to measure TOV municipal service level ratings, such as snow plowing, street maintenance, etc. During our review of the 2000 survey results, it was suggested we scale-back to an every- other-year cycle with the next full-blown survey conducted in 2002. Therefore, our intent is to focus the 2001 survey on annual TOV benchmark ratings. However, if you see value in probing a particular public policy topic, please contact me at your earliest convenience. Attachment UPCOMING ITEMS: March 13. 2001 - WS Council Work Session/Retreat with Michael McNally March 20, 2001 - WS PEC (1); DRB (2); and AIPP (3) Interviews Discussion of Ordinance #5, Housekeeping Ordinance Fire Station Discussion Eagle Valley Regional Trails Plan March 20, 2001 - TC PEC, DRB, and AIPP Appointments First Reading of Ordinance #5, Housekeeping Ordinance First Reading, First Supplemental of Ordinance #7 Minutes - February 6c" and 20th Environmental Partnerships Bear Issues March 27. 2001 - WS Vail Village Walkabout DRB/PEC Report Special Events Process 02 2712021 11:34 9704764901 FPS PAGE 01 Fax Cover Sheet F R I TZ L E N Date: Feb 27, zoo 1 P I E R C E ARCHITECTS Tu: Bob Mc auxin Fair: 479 2157 Re: Gymnastics Facility- Red Sandstone Elementary Sender: Bill Pierce Bob, I had a good meeting with Joshua Denmark (Director of 'the Gymnastics Program for the VRD) yesterday. We reviewed the existing School plans available and it seems that the dimensional requirements for the Gymnastics facility (based on the Pro&.,.. prepared for Donovan Park) are ;favorable. We would need the space above the existing Gym, Cafeteria Kitchen, and Stage to meet the Program needs. The existing-roofs above these three areas are at different levels which will be a benefit for insertion of foam block pits below the floor surface to absorb impacts from vaulting and uneven bar dismounting. It appears that primary access to the space above the Gym can be achieved east of the Building from the east.. There is about a 25 foot rise from the parking lot to the roof of the existing Gym. It appears that there will be a number of options for internal circulation based on access from the parking lot east of the Building. Emergency exiting can be accomplished at the north end of the existing Gym roof which is close to existing grade along the north side. If you want to pursue this matter further, Joshua and I agree that we should develop a background floor plan of the areas above the Gym, C4.1%.i a. Kitchen, and Stage, which delineates the relative heights of the existing roofs. We would then meet with Joshua and create a schematic layout o£ the Gymnastics equipment with the goal of inserting the foam block pits in areas that will mmimize disruption of existing structural systems. At the conclusion of this effort we will have diagrammatic floor plans that will provide some answers toward assessing feasibility of a Project. Fees t complete this diagrammatic floor plan will not exceed four thousand dollars ($4000.00). If ou would like us to proceed with this effort please sign below and fax this letter back to me at 764901. We c accomplish this effort within 3 weeks of your authorization based on the availability of oshua. You should receive 1 page(s) including this cover sheet. If you do not receive all the pages, olease call (970) 476-6342 Ext. 11. CAMyFiles\gymawfi 2.wpd Planning • Architecture • interiors 1650 Fast Vail V (ley Drive Fallridge C-1 • Vail, CO a1657 • fpsav ovlorado.net 9 fax (970) 476-4901 • (970) 476-6342 M ORDINANCE NO.3 SERIES OF 2001 AN ORDINANCE AMENDING THE TOWN CODE, TITLE 12, CHAPTER 6 TO THE TOWN OF VAIL ZONING REGULATIONS TO ALLOW FOR THE ADDITION OF ARTICLE I. HOUSING (H) DISTRICT; AMENDING CHAPTER 4, DISTRICTS ESTABLISHED; AMENDING SECTION 12-15-2: GRFA REQUIREMENTS BY ZONE DISTRICT; AMENDING TITLE 12 SIGN REGULATIONS, CHAPTER 4, SIGN CATEGORIES, SECTION 11-4A-1: SIGNS PERMITTED IN ZONING DISTRICTS AND SETTING FORTH DETAILS IN REGARD THERETO. WHEREAS, the Planning and Environmental Commission of the Town of Vail has held public hearings on the proposed amendments in accordance with the provisions of the Town Code of the Town of Vail; and WHEREAS, the Planning and Environmental Commission of the Town of Vail has recommended approval of these amendments at its January 22, 2001 meeting, and has submitted its recommendation to the Vail Town Council; and WHEREAS, the Planning and Environmental Commission finds that the proposed amendments further the development objectives of the Town of Vail; and WHEREAS, the Vail Town Council considers housing a high priority and recognizes the Town's role in providing quality living conditions for the community's workforce. WHEREAS, the Vail Town Council recognizes the need to provide for adequate sites for employee housing within the Town; and WHEREAS, the Vail Town Council considers it reasonable, appropriate, and necessary to adopt a new zone district to encourage and facilitate the development of employee housing; and WHEREAS, the Vail Town Council considers it in the interest of the public health, safety, and welfare to adopt these amendments to the Zoning Regulations. NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF VAIL, COLORADO, THAT: Section 1. The purpose of this ordinance is to adopt the Housing Zone District, which is intended to provide for adequate sites for employee housing, which, because of the nature and characteristics of employee housing, cannot be adequately regulated by the development standards of other residential zoning districts. Section 2. Title 12, Chapter 6, adding new Article I. Housing District, to read as follows: ARTICLE I. HOUSING (H) DISTRICT SECTION: 12-61-1: Purpose 12-61-2: Permitted Uses 12-61-3: Conditional Uses 12-61-4: Accessory Uses 12-61-5: Setbacks 12-61-6: Site Coverage 12-61-7: Landscaping and Site Development 12-61-8: Parking and Loading 12-61-9: Location of Business Activity 12-61-10: Other Development Standards 12-61-11: Development Plan Required 12-61-12: Development Plan Contents 12-61-13: Development Standards/Criteria for Evaluation 12-61-1: PURPOSE: The Housing District is intended to provide adequate sites for deed restricted employee housing which, because of the nature and characteristics of employee housing, cannot be adequately regulated by the development standards prescribed for other residential zoning districts. It is necessary in this district to provide development standards specifically prescribed for each development proposal or project to achieve the purposes prescribed in Section 12-1-2 of this Title and to provide for the public welfare. Certain nonresidential uses are allowed as conditional uses, which are intended to be incidental and secondary to the residential uses of the District. The Housing District is intended to ensure that employee housing permitted in the District is appropriately located and designed to meet the needs of residents of Vail, to harmonize with surrounding uses, and to ensure adequate light, air, open spaces, and other amenities appropriate to the allowed types of uses. 12-61-2: PERMITTED USES: The following uses shall be permitted in the H District: Deed restricted employee housing units. Passive outdoor recreation areas, and open space. Pedestrian and bike paths. 12-61-3: CONDITIONAL USES: Generally: The following conditional uses shall be permitted in the H District, subject to issuance of a conditional use permit in accordance with the provisions of Chapter 16 of this Title: Commercial uses which are secondary and incidental (as determined by the Planning and Environmental Commission ) to the use of deed restricted employee housing and specifically serving the needs of the residents, and developed in conjunction with deed restricted employee housing, in which case the following uses may be allowed subject to a conditional use permit: Banks and financial institutions. Eating and drinking establishments. Health clubs. Personal services, including but not limited to, laundromats, beauty and barber shops, tailor shops, and similar services. Retail stores and establishments. Dwelling units (not employee housing units) subject to the following criteria to be evaluated by the Planning and Environmental Commission: A. Dwelling units are created solely for the purpose of subsidizing employee housing on the property. B. Dwelling units are not the primary use of the property. The GRFA for dwelling units shall not exceed 30% of the total GRFA constructed on the property. C. Dwelling units are only created in conjunction with deed restricted employee housing. D. Dwelling units are compatible with the proposed uses and buildings on the site and are compatible with buildings and uses on adjacent properties. Outdoor Patios Public and private schools and educational institutions, including day-care facilities. Public buildings and grounds. Public parks. Public utilities installations including transmission lines and appurtenant equipment. -2- ORDINANCE NO. 3 SERIES OF 2001 AN ORDINANCE AMENDING THE TOWN CODE, TITLE 12, CHAPTER 6 TO THE TOWN OF VAIL ZONING REGULATIONS TO ALLOW FOR THE ADDITION OF ARTICLE I. HOUSING (H) DISTRICT; AMENDING CHAPTER 4, DISTRICTS ESTABLISHED; AMENDING SECTION 12-15-2: GRFA REQUIREMENTS BY ZONE DISTRICT; AMENDING TITLE 12 SIGN REGULATIONS, CHAPTER 4, SIGN CATEGORIES, SECTION 11-4A-1: SIGNS PERMITTED IN ZONING DISTRICTS AND SETTING FORTH DETAILS IN REGARD THERETO. WHEREAS, the Planning and Environmental Commission of the Town of Vail has held public hearings on the proposed amendments in accordance with the provisions of the Town Code of the Town of Vail; and WHEREAS, the Planning and Environmental Commission of the Town of Vail has recommended approval of these amendments at its January 22, 2001 meeting, and has submitted its recommendation to the Vail Town Council; and WHEREAS, the Planning and Environmental Commission finds that the proposed amendments further the development objectives of the Town of Vail; and WHEREAS, the Vail Town Council considers housing a high priority and recognizes the Town's role in providing quality living conditions for the community's workforce. WHEREAS, the Vail Town Council recognizes the' need to provide for adequate sites for employee housing within the Town; and WHEREAS, the Vail Town Council considers it reasonable, appropriate, and necessary to adopt a new zone district to encourage and facilitate the development of employee housing; and WHEREAS, the Vail Town Council considers it in the interest of the public health, safety, and welfare to adopt these amendments to the Zoning Regulations. NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF VAIL, COLORADO, THAT: Section 1. The purpose of this ordinance is to adopt the Housing Zone District, which is intended to provide for adequate sites for employee housing, which, because of the nature and characteristics of employee housing, cannot be adequately regulated by the development standards of other residential zoning districts. Section 2. Title 12, Chapter 6, adding new Article I. Housing District, to read as follows: ARTICLE I. HOUSING (H) DISTRICT SECTION: 12-61-4: ACCESSORY USES: The following accessory uses shall be permitted in the H District: Home occupations, subject to issuance of a home occupation permit in accordance with the provisions of Section 12-14-12 of this Title. Minor Arcades Private greenhouses, tool sheds, playhouses, attached garages or carports, swimming pools, or recreation facilities customarily incidental to permitted residential uses. Other uses customarily incidental and accessory to permitted or conditional uses, and necessary for the operation thereof. 12-61-5: SETBACKS: The setbacks in this district shall be 20' from the perimeter of the zone district. At the discretion of the Planning and Environmental Commission, variations to the setback standards may be approved during the review of a development plan subject to the applicant demonstrating compliance with the following criteria: A. Proposed building setbacks provide necessary separation between buildings and riparian areas, geologically sensitive areas and other environmentally sensitive areas. B. Proposed building setbacks will provide adequate availability of light, air and open space. C. Proposed building setbacks will provide a compatible relationship with buildings and uses on adjacent properties. D. Proposed building setbacks will result in creative design solutions or other public benefits that could not otherwise be achieved by conformance with prescribed setback standards. Variations to the 20 ft. setback shall not be allowed on property lines adjacent to HR, SFR, R, PS, and RC zoned properties, unless a variance is approved by the Planning and Environmental Commission pursuant to Chapter 17 of this Title. 12-61-6: SITE COVERAGE: Site coverage shall not exceed fifty-five percent (55%) of the total site area. At the discretion of the Planning and Environmental Commission, site coverage may be increased if 75% of the required parking spaces are underground or enclosed, thus reducing the impacts of surface paving provided within a development, and that the minimum landscape area requirement is met. 12-61-7: LANDSCAPING AND SITE DEVELOPMENT: At least thirty percent (30%) of the total site area shall be landscaped. The minimum width and length of any area qualifying as landscaping shall be fifteen feet (16) with a minimum area not less than three hundred (300) square feet. 12-61-8: PARKING AND LOADING Off-street parking shall be provided in accordance with Chapter 10 of this Title. No parking or loading area shall be located within any required setback area. At the discretion of the Planning and Environmental Commission, variations to the parking standards outlined in Chapter 10 may be approved during the review of a development plan subject to a Parking Management Plan. The Parking Management Plan shall be approved by the Planning and Environmental Commission and shall provide for a reduction in the parking requirements based on a demonstrated need for fewer parking spaces than Chapter 10 of this title would require. For example, a demonstrated need for a reduction in the required parking could include: A. Proximity or availability of alternative modes of transportation including, but not limited to, public transit or shuttle services. B. A limitation placed in the deed restrictions limiting the number of cars for each unit. C. A demonstrated permanent program including, but not limited to, rideshare programs, carshare programs, shuttle service, or staggered work shifts. 12-61-9: LOCATION OF BUSINESS ACTIVITY: A. Limitation; Exception: All conditional uses by 12-61-3 of this Article, shall be operated and conducted entirely within a building, except for permitted loading areas and such activities as may be specifically authorized to be unenclosed by a conditional use permit and the outdoor display of goods. B. Outdoor Display Areas: The area to be used for outdoor display must be located directly in front of the establishment displaying the goods and entirely upon the establishment's own property. Sidewalks, building entrances and exits, driveways and streets shall not be obstructed by outdoor display. 3 12-61-10: OTHER DEVELOPMENT STANDARDS: Prescribed By Planning and Environmental Commission: In the H District, development standards in each of the following categories shall be as prescribed by the Planning and Environmental Commission: A. Lot area and site dimensions. B. Building height. C. Density control (including gross residential floor area). 12-61-11: DEVELOPMENT PLAN REQUIRED: A. Compatibility With Intent: To ensure the unified development, the protection of the natural environment, the compatibility with the surrounding area and to assure that development in the Housing District will meet the intent of the District, a development plan shall be required. B. Plan Process And Procedures: The proposed development plan shall be in accordance with Section 12-61-12 of this Article and shall be submitted by the developer to the Administrator, who shall refer it to the Planning and Environmental Commission, which shall consider the plan at a regularly scheduled meeting. C. Hearing: The public hearing before the Planning and Environmental Commission shall be held in accordance with Section 12-3-6 of this Title. The Planning and Environmental Commission may approve the application as submitted, approve the application with conditions or modifications, or deny the application. The decision of the Planning and Environmental Commission may be appealed to the Town Council in accordance with Section 12-3-3 of this Title. D. Plan As Guide: The approved development plan shall be used as the principal guide for all development within the Housing District. E. Amendment Process: Amendments to the approved development plan will be considered in accordance with the provisions of Section 12-9A-10 of this Title. F. Design Review Board Approval Required: The development plan and any subsequent amendments thereto shall require the approval of the Design Review Board in accordance with the applicable provisions of Chapter 11 of this Title prior to the commencement of site preparation. 12-61-12: DEVELOPMENT PLAN CONTENTS: A. Submit With Application: The following information and materials shall be submitted with an application for a proposed development plan. Certain submittal requirements may be waived or modified by the Administrator if it is demonstrated that the material to be waived or modified is not applicable to the review criteria, or that other practical solutions have been reached. 1. Application form and filing fee. 2. A written statement describing the project including information on the nature of the development proposed, proposed uses, and phasing plans. 3. A survey stamped by a licensed surveyor indicating existing conditions of the property to be included in the development plan, including the location of improvements, existing contours, natural features, existing vegetation, watercourses, and perimeter property lines of the parcel. 4. A title report, including Schedules A and B4. 5. Plans depicting existing conditions of the parcel (site plan, floor plans, elevations, etc.), if applicable. 6. A complete zoning analysis of the existing and proposed development including a square footage analysis of all proposed uses, parking spaces, etc. 7. A site plan at a scale not smaller than one inch equals twenty feet (1" = 20'), showing the location and dimensions of all existing and proposed buildings and structures, all principal site development features, vehicular and pedestrian circulation systems and proposed contours and drainage plans. 8. Building elevations, sections and floor plans at a scale not smaller than one- eighth inch equals one foot (1/8" = 1'), in sufficient detail to determine floor area, circulation, location of uses and scale and appearance of the proposed development. -4- 1 12-61-4: ACCESSORY USES: The following accessory uses shall be permitted in the H District: Home occupations, subject to issuance of a home occupation permit in accordance with the provisions of Section 12-14-12 of this Title. Minor Arcades Private greenhouses, tool sheds, playhouses, attached garages or carports, swimming pools, or recreation facilities customarily incidental to permitted residential uses. Other uses customarily incidental and accessory to permitted or conditional uses, and necessary for the operation thereof. 12-61-5: SETBACKS: The setbacks in this district shall be 20' from the perimeter of the zone district. At the discretion of the Planning and Environmental Commission, variations to the setback standards may be approved during the review of a development plan subject to the applicant demonstrating compliance with the following criteria: A. Proposed building setbacks provide necessary separation between buildings and riparian areas, geologically sensitive areas and other environmentally sensitive areas. B. Proposed building setbacks will provide adequate availability of light, air and open space. C. Proposed building setbacks will provide a compatible relationship with buildings and uses on adjacent properties. D. Proposed building setbacks will result in creative design solutions or other public benefits that could not otherwise be achieved by conformance with prescribed setback standards. Variations to the 20 ft. setback shall not be allowed on property lines adjacent to HR, SFR, R, PS, and RC zoned properties, unless a variance is approved by the Planning and Environmental Commission pursuant to Chapter 17 of this Title. 12-61-6: SITE COVERAGE: Site coverage shall not exceed fifty-five percent (55%) of the total site area. At the discretion of the Planning and Environmental Commission, site coverage may be increased if 75% of the required parking spaces are underground or enclosed, thus reducing the impacts of surface paving provided within a development, and that the minimum landscape area requirement is met. 12-61-7: LANDSCAPING AND SITE DEVELOPMENT: At least thirty percent (30%) of the total site area shall be landscaped. The minimum width and length of any area qualifying as landscaping shall be fifteen feet (15') with a minimum area not less than three hundred (300) square feet. 12-61-8: PARKING AND LOADING Off-street parking shall be provided in accordance with Chapter 10 of this Title. No parking or loading area shall be located within any required setback area. At the discretion of the Planning and Environmental Commission, variations to the parking standards outlined in Chapter 10 may be approved during the review of a development plan subject to a Parking Management Plan. The Parking Management Plan shall be approved by the Planning and Environmental Commission and shall provide for a reduction in the parking requirements based on a demonstrated need for fewer parking spaces than Chapter 10 of this title would require. For example, a demonstrated need for a reduction in the required parking could include: A. Proximity or availability of alternative modes of transportation including, but not limited to, public transit or shuttle services. B. A limitation placed in the deed restrictions limiting the number of cars for each unit. C. A demonstrated permanent program including, but not limited to, rideshare programs, carshare programs, shuttle service, or staggered work shifts. 12-61-9: LOCATION OF BUSINESS ACTIVITY: A. Limitation; Exception: All conditional uses by 12-61-3 of this Article, shall be operated and conducted entirely within a building, except for permitted loading areas and such activities as may be specifically authorized to be unenclosed by a conditional use permit and the outdoor display of goods. B. Outdoor Display Areas: The area to be used for outdoor display must be located directly in front of the establishment displaying the goods and entirely upon the establishment's own property. Sidewalks, building entrances and exits, driveways and streets shall not be obstructed by outdoor display. -3- A 9. A vicinity plan showing existing and proposed improvements in relation to all adjacent properties at a scale not smaller than one inch equals fifty feet (1" _ 50'). 10. Photo overlays and/or other acceptable visual techniques for demonstrating the visual impact of the proposed development on public and private property in the vicinity of the proposed development plan. 11. An architectural or massing model at a scale sufficient to depict the proposed development in relationship to existing development on the site and on adjacent parcels. 12. A landscape plan'at a scale not smaller than one inch equals twenty feet (1" = 20'), showing existing landscape features to be retained and removed, proposed landscaping and other site development features such as recreation facilities, paths and trails, plazas, walkways and water features. 13. An environmental impact report in accordance with Chapter 12 of this Title unless waived by Section 12-12-3 of this Title. 14. Any additional information or material as deemed necessary by Administrator. B. Copies Required; Model: With the exception of the model, four (4) complete copies of the above information shall be submitted at the time of the application. When a model is required, it shall be submitted a minimum of two (2) weeks prior to the first formal review of the Planning and Environmental Commission. At the discretion of the Administrator, reduced copies in eight and one-half inches by eleven inches (8 1/2" x 11 format of all of the above information and additional copies for distribution to the Planning and Environmental Commission, Design Review Board and Town Council may be required. 12-61-13: DEVELOPMENT STANDARDS/CRITERIA FOR EVALUATION: The following criteria shall be used as the principal means for evaluating a proposed development plan. It shall be the burden of the applicant to demonstrate that the proposed development plan complies with all applicable design criteria: A. Building design with respect to architecture, character, scale, massing and orientation is compatible with the site, adjacent properties and the surrounding neighborhood. B. Buildings, improvements, uses and activities are designed and located to produce a functional development plan responsive to the site, the surrounding neighborhood and uses, and the community as a whole. C. Open space and landscaping are both functional and aesthetic, are designed to preserve and enhance the natural features of the site, maximize opportunities for access and use by the public, provide adequate buffering between the proposed uses and surrounding properties, and when possible, are integrated with existing open space and recreation areas. D. A pedestrian and vehicular circulation system designed to provide safe, efficient and aesthetically pleasing circulation to the site and throughout the development. E. Environmental impacts resulting from the proposal have been identified in the project's environmental impact report, if not waived, and all necessary mitigating measures are implemented as a part of the proposed development plan. F. Compliance with the Vail Comprehensive Plan and other applicable plans. Section 3. Title 12, Chapter 4, Section 12-4-1: Designated is hereby amended to add the following zone district: Housing District (H) Section 4. Title 12, Chapter 15, Section 12-15-2: GRFA Requirements by Zone District is hereby amended as follows: -5- Modify by adding the Housing Zone District to table as follows: Section 12-15-2: GRFA Requirements by Zone District Zone District GRFA Ratio/Percentaae GRFA Credits H Housing Per PEC approval none Section 5. Title 11, Chapter 4, Section 11-4A-1: Signs Permitted in Zoning Districts, is hereby amended by adding the Housing Zone District to the first category of signs. Section 6. If any part, section, subsection, sentence, clause or phrase of this ordinance is for any reason held to be invalid, such decision shall not effect the validity of the remaining portions of this ordinance; and the Town Council hereby declares it would have passed this ordinance, and each part, section, subsection, sentence, clause or phrase thereof, regardless of the fact that any one or more parts, sections, subsections, sentences, clauses or phrases be declared invalid. Section 7. The Town Council hereby finds, determines and declares that this ordinance is necessary and proper for the health, safety and welfare of the Town of Vail and the inhabitants thereof. Section 8. The amendment of any provision of the Town Code as provided in this ordinance shall not affect any right which has accrued, any duty imposed, any violation that occurred prior to the effective date hereof, any prosecution commenced, nor any other action or proceeding as commenced under or by virtue of the provision amended. The amendment of any provision hereby shall not revive any provision or any ordinance previously repealed or superseded unless expressly stated herein. Section 9. All bylaws, orders, resolutions and ordinances, or parts thereof, inconsistent herewith are repealed to the extent only of such inconsistency. This repealer shall not be construed to revise any bylaw, order, resolution or ordinance, or part thereof, theretofore repealed. INTRODUCED, READ ON FIRST READING, APPROVED, AND ORDERED PUBLISHED ONCE IN FULL ON FIRST READING this 20th day of February, 2001 and a public hearing for second reading of this Ordinance set for the 6th day of March, 2001, in the Council Chambers of the Vail Municipal Building, Vail, Colorado. -6- 10 9. A vicinity plan showing existing and proposed improvements in relation to all adjacent properties at a scale not smaller than one inch equals fifty feet (1" _ 50'). 10. Photo overlays and/or other acceptable visual techniques for demonstrating the visual impact of the proposed development on public and private property in the vicinity of the proposed development plan. 11. An architectural or massing model at a scale sufficient to depict the proposed development in relationship to existing development on the site and on adjacent parcels. 12. A landscape plan gat a scale not smaller than one inch equals twenty feet (1" = 20'), showing existing landscape features to be retained and removed, proposed landscaping and other site development features such as recreation facilities, paths and trails, plazas, walkways and water features. 13. An environmental impact report in accordance with Chapter 12 of this Title unless waived by Section 12-12-3 of this Title. 14. Any additional information or material as deemed necessary by Administrator. B. Copies Required; Model: With the exception of the model, four (4) complete copies of the above information shall be submitted at the time of the application. When a model is required, it shall be submitted a minimum of two (2) weeks prior to the first formal review of the Planning and Environmental Commission. At the discretion of the Administrator, reduced copies in eight and one-half inches by eleven inches (8 1/2" x 11 format of all of the above information and additional copies for distribution to the Planning and Environmental Commission, Design Review Board and Town Council may be required. 12-61-13: DEVELOPMENT STANDARDS/CRITERIA FOR EVALUATION: The following criteria shall be used as the principal means for evaluating a proposed development plan. It shall be the burden of the applicant to demonstrate that the proposed development plan complies with all applicable design criteria: A. Building design with respect to architecture, character, scale, massing and orientation is compatible with the site, adjacent properties and the surrounding neighborhood. B. Buildings, improvements, uses and activities are designed and located to produce a functional development plan responsive to the site, the surrounding neighborhood and uses, and the community as a whole. C. Open space and landscaping are both functional and aesthetic, are designed to preserve and enhance the natural features of the site, maximize opportunities for access and use by the public, provide adequate buffering between the proposed uses and surrounding properties, and when possible, are integrated with existing open space and recreation areas. D. A pedestrian and vehicular circulation system designed to provide safe, efficient and aesthetically pleasing circulation to the site and throughout the development. E. Environmental impacts resulting from the proposal have been identified in the project's environmental impact report, if not waived, and all necessary mitigating measures are implemented as a part of the proposed development plan. F. Compliance with the Vail Comprehensive Plan and other applicable plans. Section 3. Title 12, Chapter 4, Section 12-4-1: Designated is hereby amended to add the following zone district: Housing District (H) Section 4. Title 12, Chapter 15, Section 12-15-2: GRFA Requirements by Zone District is hereby amended as follows: -5- Ludwig Kurz, Mayor Attest: Lorelei Donaldson, Town Clerk READ AND APPROVED ON SECOND READING AND ORDERED PUBLISHED this 6`h day of March, 2001. Ludwig Kurz, Mayor Attest: Lorelei Donaldson, Town Clerk ORDINANCE NO. 6 Series of 2001 AN ORDINANCE AMENDING THE OFFICIAL ZONING MAP FOR THE TOWN OF VAIL IN ACCORDANCE WITH TITLE 12, ZONING REGULATIONS, CHAPTER 5, ZONING MAP; REZONING LOTS 1 AND 2, TIMBER VAIL SUBDIVISION FROM RESIDENTIAL CLUSTER (RC) DISTRICT TO SINGLE-FAMILY RESIDENTIAL (SFR) DISTRICT. WHEREAS, the Town Council finds that this zoning designation is compatible with and suitable to adjacent uses, is consistent with the Town's Land Use Plan and Zoning Regulations, and is appropriate for the area; and WHEREAS, the Planning and Environmental Commission of the Town of Vail has recommended approval of this zoning map amendment at its January 22, 2001, meeting, and has submitted its recommendation to the Town Council; and WHEREAS, the Town Council considers it in the interest of the public health, safety, and welfare to amend the official Town of Vail Official Zoning Map. NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF VAIL, COLORADO, THAT: Section 1. The Official Zoning Map of the Town of Vail is hereby amended as follows: SW'/ of Section 12, Township 5 South, Range 81 / West of the 6th Principle Meridian (Lots 1 and 2, Timber Vail Subdivision) shall be rezoned to Single-Family Residential District. Section 2. If any part, section, subsection, sentence, clause or phrase of this ordinance is for any reason held to be invalid, such decision shall not effect the validity of the remaining portions of this ordinance; and the Town Council hereby declares it would have passed this ordinance, and each part, section, subsection, sentence, clause or phrase thereof, regardless of the fact that any one or more parts, sections, subsections, sentences, clauses or phrases be declared invalid. Section 3. The Town Council hereby finds, determines and declares that this ordinance is necessary and proper for the health, safety and welfare of the Town of Vail and the inhabitants thereof. Section 4. The amendment of any provision of the Town Code as provided in this ordinance shall not affect any right which has accrued, any duty imposed, any violation that occurred prior to the effective date hereof, any prosecution commenced, nor any other action or proceeding as commenced under or by virtue of the provision amended. The amendment of any provision hereby shall not revive any provision or any ordinance previously repealed or superseded unless expressly stated herein. Section 5. All bylaws, orders, resolutions and ordinances, or parts thereof, inconsistent herewith are repealed to the extent only of such inconsistency. This repealer shall not be construed to revise any bylaw, order, resolution or ordinance, or part thereof, theretofore repealed. INTRODUCED, READ ON FIRST READING, APPROVED, AND ORDERED PUBLISHED ONCE IN FULL ON FIRST READING this 20th day of February, 2001 and a public hearing for second reading of this Ordinance set for the 6 th day of March, 2001, in the Council Chambers of the Vail Municipal Building, Vail, Colorado. Ludwig Kurz, Mayor Attest: Lorelei Donaldson, Town Clerk READ AND APPROVED ON SECOND READING AND ORDERED PUBLISHED this 6th day of March, 2001. d To: Vail Town Council From: Russ Forrest Date: March 6, 2001 Subject Vail Center Capital and Operating Budget 1. PURPOSE The purpose of the March 6th worksession and evening meeting is to review the attached business plan for developing the Vail Center and to ask for the Town Council's direction on that plan. Specifically staff is requesting Council direction on: • The uses and square footage of those uses that should be included in the directions to the design team • The budget for the Vail Center and specifically direction on the revenue plan including the use of property tax, RETT revenue, capital funds, private donations, naming rights, and how parking spaces can be used for a fund raising campaign. 2. PROJECT OBJECTIVES • The facilities plan will build upon the community facility ideas and lands that have been identified through the Vail Tomorrow, Common Ground, Lionshead Master Plan, and other community processes. • The facilities programming will complement both recreational (e.g., skiing and mountain sports) and cultural (e.g., art, performing arts) amenities that exist in the Vail Valley so as to create a world class network of community facilities in the Valley. • The facilities shall be outstanding in their design and programming. Potential residents and guests would be drawn to Vail because of them. These should be unique facilities. • The facilities will serve both Vail Valley residents and guests. • Public-private partnerships will be pursued to finance the development of the facilities. 3. SUMMARY OF COUNCIL DECISIONS TO-DATE: • On September 21, 1999; November 16, 1999; and on March 14, 2000 the Town Council affirmed the list of public uses that would be considered further, primarily a 2"d sheet of ice, a family activity center, learning/meeting/performing arts facility 1 I f V (convertible floor space which can convert into either a meeting space or a performing arts/event venue), and affordable housing. • On July 18, 2000 the Town Council eliminated alternative 3 from further consideration. • On August 1, 2000 the Town Council directed staff to move forward with a 2001 ballot initiative. • On August 1, 2000 the Town Council directed staff to: - Foster the redevelopment and enhancement of existing hotel properties near the project site. - Work with VVTCB to encourage existing hotels to commit rooms at a 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 it 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, 2000 the Town Council directed the Town Manager to sign a contract with the White River Institute to assist in the development of a fund raising campaign for all the public uses and to also help refine the concept of a "learning center." • On May 23, 2000 and on September 5, 2000, the Town Council decided to stay with the existing design team. The Council did indicate that obtaining a third party designer to provide a critique of the design and to enrich the thinking of the design team would be valuable. • On December 12, 2000 the Town Council indicated their support for the concept on paper. • On December 19, 2000 the Town Council developed a square footage and use "wish list." 4. COST ESTIMATES Two different cost estimators, ARC and Hansel Phelps, have reviewed the Vail Center program elements identified by Council in December and developed cost estimates for those uses. Pleasantly, the estimates only varied by 2%. In addition, an operational budget has been prepared that identifies the economic impacts of the project and the operational costs and revenue for each use. Over the last 2 months, staff and the finance team has also been working with the cost estimators and Arnie Ullvig (the Town's parking consultant) on how much parking is required for the Vail Center. Staff has also received input on how much it would cost to build parking to accommodate the demand generated by the Vail Center and how much it would cost to develop above the parking structure. The following are several of the critical questions and answers that have been addressed over the last several months: A. How much parking is required by the Vail Center? Arnie Ullivig calculates that approximately 250 additional spaces are needed at the Lionshead Parking structure based on the predicted usage of the facility. The most significant demand comes from community events that draws locals into the facility versus meetings or events that attract guests. 2 B. How much is it to create one additional plate of parking above the existing parking structure? The cost for one additional plate of parking that results in a net increase of 350 spaces above the existing parking structure is approximately $10 million dollars. This upgrade could also trigger the need to make other improvements to the structure to comply with the Americans with Disabilities Act. Additional cost estimating would need to occur to identify those costs associated with upgrading the existing structure. This alternative assumes that 250 spaces are used by the Vail Center and approximately 100 spaces are used in the fund raising program. C. How much is it to create one additional plate of parking and develop over the existing structure? This was a relatively complex question to determine what additional reinforcement is required to develop an additional plate of parking and development above that plate to help pay for the public uses. This alternative would remove 60 feet on the east end of the parking structure to allow more space for the Vail Center. The total cost for this alternative was $28 million and created additional 388 spaces. Paying an additional $18 million for the opportunity to build above the existing structure and only receive approximately 38 more spaces does not appear to be viable. D. How much would it be to create a new parking structure that generated 2300 spaces? The cost for the demolition of the existing structure and rebuilding a new structure of 2300 spaces or 1100 more spaces gives the best price per parking space. This alternative assumes that approximately 200 spaces would be used as part of the fund raising program and 100 spaces would be needed for fractional fee or condominium development above the parking structure to help pay for the parking structure. This alternative does provide a significant amount of new parking to help address the Frontage Road overflow. However, this alternative is only viable if a private developer chose to develop private development over the parking structure and use the revenue to pay for the new structure. This alternative bifurcates the parking from the Vail Center from a budget standpoint. It could provide additional flexibility for the design of the Vail Center and eliminate the parking cost for the Vail Center program. Based on the above analysis of parking costs, the most viable alternative without private assistance to create a new structure, is to create 1 new plate of parking above the existing structure and limit the Vail Center development to the approximately 66,000 square foot area between Dobson and the parking structure. If a new structure could be built with private assistance then, this could reduce the parking cost for the Vail Center and significantly address the current parking shortfall in the Town of Vail during the ski season. 3 5. BENEFITS OF DEVELOPING THE VAIL CENTER • Development of a community cross roads where residents and guests can enjoy recreation, learning, and culture. • $26 million in additional spending per year by additional business that would be generated from the facility and $1 million in additional sales tax. • The facility will generate an additional 90,000 room nights. • This facility will provide additional business in shoulder seasons and provide greater stability for our employee base. • This will provide additional amenities for guests and residents which will be critical to achieve the Town's vision of being "The premier mountain resort community." • Multiple funding sources will be used to fund the Center and the plan leverages private funding. The Finance team would propose that public funding or the actual collection of additional taxes be contingent upon raising private funds. • Younger seasonal employees have identified creating additional activities as a critical need along with affordable housing to their overall satisfaction. In other words this could help attract and retain quality employees based on survey work the Vail Village merchants conducted. Attachments: A. Business Plan FAcdev\C0UNCIL\MEM0S\01\com 0306 costupdate.doc 4 theVailCenter; A COMMUNITY CROSSROADS Where culture, recreation and learning meet BUSINESS PLAN MARCH 2001 MEMORANDUM To: Vail Town Council From: John Horan-Kates White River Institute Subject: The Vail Center Busines lan Date: March 2, 2001 The purpose of this plan is to convey the planning team's collective recommended starting point for a more public dialogue on the facility program of the Vail Center. While intended initially for the Vail Town Council, a modified and shorter version of this document will be used in the fund raising campaign. The planning groups are in consensus around, and have confidence in, this starting point. Many people have spent hundreds of hours in the development of this plan. The Financial Team has included Stan Bernstein, Steve Thompson, Frank Johnson, Stan Cope, John Garth, Bob Trautz, Porter Wharton and Russ Forrest, and has drawn on a various contractors, cost estimators and investment bankers. The Fund Raising Team includes Lawrence Pierce-Durance, Montine Hansl, Joel Heath and Porter Wharton. ' The Communications Team has been led by Suzanne Silverthorn and involved Kristin Yantis, Alan Danson, Kelly Ladyga, and Linda Hill, Tim Campbell and Anna-Marie Ray from Hill & Tashiro Marketing who have donated considerable time and resources. Beyond these formal teams, hundreds of people have been involved in the more detailed ~rogram planning for the various "centers" and in public presentations and community dialogues. To all of these people, a big thank you is in order. It is through their energy and commitment that community is built ! The planning team would like direction from the Town Council on the following; ¦ Facility Scope ¦ 'Funding sources, specifically naming strategy and for-sale parking. theVailCenter • A COMMUNITY CROSSROADS Where culture, recreation and learning meet BUSINESS PLAN MARCH 2001 • TABLE OF CONTENTS I. Executive Summary II. Concept Overview III. Capital Financing Plan IV. Operating Plan V. Fund Raising Plan VI. Communications Plan - Executive Summary VII. Appendix A. Capital Financing Detail B. Preliminary Space Chart C. Operating Financing Detail D. Communications Plan - Detail E. Survey Results: Public Opinion Strategies F. Naming Comparables Chart • EXECUTIVE SUMMARY The purpose of this document is to show that the Vail Center plan is sound, and that it is doable, supportable and worth our effort ! As outlined in the enclosed communications plan, the Vail Center is best described as a "community crossroads - a unique blend of recreation, culture and learning facilities and programs designed to assure that Vail remains the world's foremost mountain resort into the 21s` century." This plan outlines a $97 million facility with approximately 162,000 square feet of functional space. It is a starting point scenario that includes virtually everything requested including; F¦`,- 7l~OD i?square feet of; np#esenee;anducanun$ space tcfgther tvittt air erihsiici!` iitcMn~g- e> a:I3pStlteskrFr;. ' V09 opo fe f'of'i iresfiriicsp Via I £D4 CA ft(SCSQl1C 8~1?RLt1 1E1~,:tlt $1Cat ' -1 -i `rt"r r lg pWsquare feet A£ants space,-ru'cluditzg (gFk .w t, _.1, ~RJ4Hff x.~t~t:5xl ~^i.,'.;w..a by•,~.Y.rNy.r..a x'A.. "~:%.t.'.-V'z~" .~;$Cji~$E'~:,UC,OIIttd1CYTi1C;ty This plan does not include any real estate development or non-profit offices. A Preferred scenario that includes a new 2300 sPace Parkins structure, funded lareely by fractional fee housine, that could Potentially be developed is still being carefully studied by Vail Resorts. This scenario would provide for more breathing room for the core facilities as well as potential expansion of the conference and learning space. With this plan... wt r - We_cWitivoter a}sprbval or; 52'rii non in ta7s iejnpt :bondsfsir-conferezicanasrtiteicreatxtiial:facilities:r; + We- should -9 1 dOtl:of 'tT fiuicls;an?ittallY „t6°,' service deb fOr ieGCCatlbn ~aCilltie;specifly tlae_,: ; SkateParkii6dtlterlce.Ceiiter'`e We'can raise $:45 Contdbutions for,- i learning and ciiiIttiral:fai . The plan shows that operations will generally pay for themselves, assuming a $7 million endowment built into the capital campaign. This endowment will help pay for artistic performances as well as use by local community groups. Our fund raising plan calls for a compelling case being made that Vail has plateaued, and that if nothing is done, we could slip into mediocrity. Among many messages, the communications plan will respond to early marketing survey results which suggest particular focus on "vear-round economic generation" and the "communitv crossroads" nature of the Vail Center for us and our families. A report of Key Findings from this mid-February survey is included in the Appendix. • CONCEPT OVERVIEW The Vail Center is a complex concept designed to address a variety of needs that have really evolved over many years. Our work is preceded by several rejected efforts to build community facilities on the LionsHead site. As we embark on this effort, it's probably valuable to also remember the struggles we had with Dobson Arena, Ford Park and the Amphitheater. Looking back, each of these projects was fraught with difficulty and resistance. But each of these community assets, just like the Vail Center, support the Town's vision to be "the premier mountain resort community." If we keep this vision in mind, we will do great things ! The goals of the Vail Center as outlined over the years, and as refined in the past few months, are as follows; ;M i r 4TdtitrICd ~~idCIS~` ~r Y -k i[ fiv r S ~.£~s Our basic premise is that Vail has plateaued and that a bold response is needed to iumv- start a community renaissance. And that in order to get public faculties built, we must partner with private donors to build learning and cultural facilities. A fundamental strategy asks "social entrepreneurs" to help us build a learning and cultural economy to compliment and enhance our remarkable recreational economy. The plan leverages tax dollars with private contributions and models the Banff approach usine a "centers" concept. The primary benefit for locals, including both full and part-time residents, is the enriched experiences that will be available in these integrated, multi-use facilities. For the business community, the benefit is a growing year-round economy with more visitors during shoulder seasons, providing more year-round employment and more income for our employees. And for the donor community, the benefit will be a wide array of cultural and educational programs that will make Vail a more interesting place to live and visit. We refer to this approach as the "three legged stool" and these benefiting community segments are depicted in graphic below. thevadcentff A COMWUNITY CROSSROADS Wi1Wle&l*% +ecrelonandCU rneet h C? w N Q ~ ~'Irx Ccuuter' Y" Ceaw 1bUW/Au&o(hW • dace Pack . Tom Ebg . Lbary * Conference Spam • Tech Caner t Loam gCenter As the planning has progressed various reductions in scope have been made, specifically from an original 200,000 square feet of functional space to just over 160,000. Those reductions include the following; ¦ Dedicated space for health and wellness could move to the Evergreen Lodge/Vail Valley Medical Center site. The Center for Health & Wellness will hold most of its community events and programs at the Vail Center's learning, facilities. ¦ Responsibility for building non-profit offices will be taken up, hopefully, by a charitable underwriter ¦ Various conference spaces have been reduced in size or eliminated; for example the pre-function lobby has been scaled back. ¦ Five Learning Center rooms have been eliminated or scaled back ¦ Outside plazas have been considerably reduced ¦ The commercial space has been reduced from 15,000 square feet originally to 3000 feet in this plan The planning work is by no means complete. The issues still needing work include; refining both capital and operating costs; seeking ways to ensure delivery of promised programs; and writing a detailed "Community Access Policy." CAPITAL FINANCING PLAN The following financial data attempts to balance public and private sources. The plan presumes a modest b% increase in property taxes, reasonable use of sales tax revenues for debt service, use of RETT funds to support recreation, and success in a private fund raising campaign. The financing approach includes; '"T MID ~"~.x a. 2-~Fgr-@:'ka~e~$'~nk~~~'. ~ c rrt~"r3• ~n'~.r'ui~~y Rs ! l'{~g My,csll proem} EnCteBsf'utS 4K..?`.Y`hrK` -ti =r. ~1 i~.y x y w ~ ;yc~ $7,y ~"I~;~~ ofsW es~~ea~' msdseva[tc~y ~3 ~t "3 oY ...'r 4F ^~1'ys.,j,{Fp{~r 4~p~lgFyk "`t4i l~ 'r,4 V' 3a. tic ~~~t{1G A key source document for much of the Capital Financing Plan is the Preliminary Space Chum in the Appendix THE VAIL CENT . PLAN A: CHARTE US SITE - (INCLUDES 400 PARKING SPACES AND NO RESIDENTIAL DEVELOPMENT) CAPITAL COSTS AND FUNDING SOURCES - SUMMARY FACILITY/COST DESCRIPTION ESTIMATED CAPITAL COSTS BY FACILITY SQ. EST. BASE INT/EXT. SOFT PARKING FINANCE/ OPERATING EEEI COSTS COSTS SPACE COSTS COSTS W. CAPITAL ENDOWMT. TOTAL CONFERENCE SPACE 41,808 $12,937,840 $12,937,840 $2,443,165 $8,315,336 $2,460,000 $2,095,951 $0 $28,252,292 LEARNING CTR./BREAKOUT SPACE 29,520 $7,447,720 $7,447,720 $1,725,082 $5,421,816 $2,460,000 $250,000 $1,000,000 $18,304,618 ARTS 19,200 $5,925,400 $5,925,400 $1,122,005 $3,458,302 $0 $250,000 $6,000,000 $16,755,707 RECREATION 69,000 $13,795,000 $13,795,000 $2,629,698 $9,948,337 $4,920,000 $1,635,103 $0 $32,928,139 RETAIL (CAFt/COFFEE SHOP) am S739.500 $739.500 0 5344.666 $Q $54.208 SD $1.138.374 SUB-TOTAL BUILDING SPACE 162.528 So Ras d6Q 140.845.460 57,919.950 527.488.458 $9.840.000 54.285.263 57.000.000 597.379.130 PARKING 130,000 $9,840,000 OTHER INTERIOR SPACES 4,950 $1,418,950 OTHER EXTERIOR SPACES 40.000 56.501.000 SUBTOTAL WITH INT/EXT. SPACES 337.478 558.605.410 SOFT COSTS (DESIGN, ENG., CONTT. MGMT.) 13% $7,618,703 FFE 6% $3,657,273 ESCALATION (INFLATION) 12% $8,385,766 CONTINGENCY 1D% $7.826.715 SUB-TOTAL 471a 127.488.458 FINANCING/BONDING COSTS WA $2.656.005 WORKING CAPITAL 51.629.258 OPERATING ENDOWMENT FUND 57.000.000 TOTAL ALL COSTS 597.379.130 ESTIMATED FUNDING SOURCES ESTIMATED FUNDING SOURCES BY FACILITY CONFER, LEARNING RETAIL ARTS EWDL TOTALS TOV TAX-EXEMPT BONDS (25 YEARS15.5%) $52.026.104 $21.800.561 ,$Q 51.138.374 IQ $29.087.169 552.026.104 PRIVATE DONATIONS - CAPITAL (INCLUDES PKG.) $38,353,026 $6,451,732 $17,304,618 $0 $10,755,707 $3,840,969 $38,353,026 PRIVATE DONATIONS - OPERATING ENDOWMENT 57.000.000 SD $1.000.000 SD 56.000.000 $0 $7.000.000 SUBTOTAL - PRIVATE FUNDING $45.353.026 $6,451.732 518.304.618 SD 516.755.707 S3,840.969 545.353.026 TOTAL FUNDING SOURCES 597.379.130 S28.252292 $18.304.618 51.138.374 $16.755.707 532.928.139 397.379.130 ESTIMATED TAX IMPACTS ESTIMATED TAX IMPACTS BY FACILITY 2,75 TOV MILL LEVY INCREASE (6% INCREASE TOTAL PROP. TAXES): CONFER, LEARNING RETAIL AM E ff TOTALS ANNUAL INCREASE PER $100,000 RESID. MKT VALUE $27 $13 $0 $0 $0 $13 $27 ANNUAL INCR. PER $100,000 COMMERCIAL MKT VALUE $80 $40 $0 $0 $0 $40 $80 PROPERTY TAXES GENERATED FOR DEBT SERVICE $1,375,000 $687,500 $0 $0 $0 $687,500 $1,375,000 NO INCREASE IN TOWN OF VAIL SALES TAX RATE: ANNUAL TOV SALES TAXES NEEDED FOR DEBT SERVICE $1,500,000 $947,542 0 0 0 $552,458 $1,500,000 NO INCREASE IN TOWN OF VAIL RETT RATE: ANNUAL TOV RETT TAXES NEEDED FOR DEBT SERVICE $941,580 $0 $0 $0 $0 $941,580 $941,580 PAGE 1 Plan Ails 3/1/01 9:15 PM OPERATING PLAN While it may seem premature to think about operations at this point, the reality is that major contributors will want to see how we intend to run the Vail Center as Dart of their assessment of its viability for sumort. The planning group recommends a structure similar to that outlined on the following Operating Structure chart. A key component of this approach is the creation of the Renaissance Foundation. This new 501 c-3 organization is the independent coalition that will be needed to attract charitable contributions. It is contemplated at this time that the Town Council will be represented on this Board by two council members. The Vail Center will generate over $ 20 million in new spending resulting in approximately $ 900,000 new sales tax revenue. The key Doint in the attached Summary of Net Operating Revenues is that, in total, the various uses will generally Day for themselves, assuming a $ 7 million endowment. The detail for full Operating Financing Plan is included in the Appendix • • EXHIBIT I• • THE VAIL CENTER - PLAN A SUMMARY OF NET OPERATING REVENUES (DEFICITS), OUT-OF TOWN VISITORS, SALES TAX AND LODGERS TAX IMPACTS CONFER. LEARNING ICE FAMILY ARTS VAIL CENTER CENTER CEN i hR RECREATION CENTER CENTER JS CH. A,) (SCH. B) "H. C) (SCH. DI f SCH. F,) TOTALS 1. NET OPERATING REVENUES: OPERATING REVENUES $1,731,664 $264,486 $532,600 $75,000 $300,000 $2,903,750 OPERATING EXPENSES 11.583.507 $206.293 SA76.400 175.000 $300.000 $2.641.200 NET OPERTING REVENUES (DEFICIT) $148.157 558.192 $56.200 so $0 $262.550 2. ROOM NIGHTS - LODGES, CONDOS (NET) 59,700 2.756 3.330 0 0 65.786 3. OUT-OF TOWN VISITOR DAYS/NIGHTS (NET) 89,550 4.134 8,200 0 0 101.884 4. INCREMENTAL SALES TAXES @ 4% J892.109 548.747 $38.365 SQ _0 $979.221 5. INCREMENTAL LODGERS TAXES @ 1.4% $125.370. $5.788 $5.839 50 $0 $136.997 PAGE 1 VAILCENTEROPERATINGIMPACTS.xls 3/1/01 9:25 PM THE VAIL CENTER Operating Structure TOWN OF VAIL THE RENAISSANCE FOUNDATION Community Access Guidelines 501 © 3 Parking Board of Governors Parking Structure (2 from TOiq Library Fund Raising, Policy & Direction Vail Recreation District Executive Committee Center for Conferences Operational Oversight 10 Recreational Programs Conference Marketing & Booking Dobson, Practice Ice, Facility Operations SkatePark, Youth Center Food & Beverage Services Providers Audio/Visual Fractional Fee Mgt. Concierge Services 10 Technology Support Repair & Maintenance Conference & Cleaning Learning Centers Others Theater `i V Recreation Users Community User Groups Conference Users Learning Center Users Vail Skating Club Vail Theater Company Corporate and Association Health & Wellness Vail Hockey Club Children's Theater Workshop Meeting Groups Leadership Others Bravo Colorado Mountain Stewardship Vail Mountain School Others Individual Guests Others Tenants Offices Retail outlets OPERATING PRINCIPLES • The Renaissance Foundation (TRF) is the new independent community coalition that both owns the charitable portions of the complex and also controls the non-recreation facilities owned by the Town through an operating lease at $1 per year • TRF contracts with an outside entity to operate the Conference & Learning Center and the theater • The Town contracts with VRD to operate the new recreation facilities on a similar basis as Dobson • Create equal blend of affordable community access with overall economic gain (Detailed Guidelines need to be written) • Establish a seemless, first quality perception (First quality is defined as simple elegance delivered with a sense of taste and value) • Operate as a condominium of multiple owners; billing for contracted common services and costs; Repairs, cleaning, technical support, etc. • The Vail Center is open to the general public within regularly scheduled hours of operation COMMUNITY ACCESS GUIDELINES (DRAFT) • Selected dates are guaranteed for community groups • Guidelines are reviewed by Vail Town Council every (3) years • Rate structure reflects seasonality and profit versus non-profit status • All users have open access to reserve space, including local users, assuming hotel rooms are being booked and deposits are made. Local groups, not booking hotel rooms, have access within (12) months and are required to pay a full deposit. The policy will allow flexibility for the operator to make "reasonable exceptions" to serve the overall benefit of the community. ISSUES • Should VVTCB be the overall operator ? Should we solicit RFP's to run TVC ? • Should F&B be kept in-house or contracted ? Audio/Visual ? • Central power plant • FUND RAISING PLAN The fund raising plan that follows suggests that it will be necessary to make a compelling case that Vail has plateaued, and that if nothing is done, we could slip into mediocrity. This approach is the medicine we need to motivate people to act. The Group that developed this elan believes we can raise substantial funds for the Vail Center, and this group has considerable experience in this area. While no one can guarantee what donors will support, we believe that a compelling case made to the right people coupled with a professional "ask" is the right approach. In support of our projections, a Naming Comparables Chart in the Appendix outlines what other cultural and educational facilities have garnered from donors with a passion for their cause. The average naming gift for comparable facilities has been 40%. • DRAFT - DRAFT - DRAFT The Vail Center Fundraising Plan February - November, 2001 Drafted by Lawrence Pierce-Durance Although this draft focuses on private fundraising, including funds needed for the political campaign 501(c)(4), it is understood that this project is truly a public-private joint venture. It is essential that the messages for public (the vote) and private (fundraising) support be consistent with each other. The fundraising task has two essential parts: (1) creating a rock-hard case for support and (2) identifying, cultivating and soliciting major gift prospects. These two tasks must command the lion's share of TUC's fundraising attention. Anything else is cost-inefficient In this memo, I review the primary fundraising tools that I expect to be used in this campaign and the primary markets we are likely to turn to for support, including comments regarding budgets (pre-November), timing and coordination. The following, in no particular order, are tools to help with developing the case for support and with major gift prospects. 1. Business Plan this plan must persuade major gift prospects that TVC is a well-thought-out project, worthy of major investment The plan will be used with major corporate prospects, major • individual prospects and private foundations. The business plan should include an operations and financial plan, a communications plan, plus the fundraising plan. Those involved with corporate sponsorship prospects and major individual prospects will need to have this plan in hand soon. Responsibility for identifying the writer of this plan rests with the overall JHK and Lawrence. 2. Community Dialogues - these sessions primarily help the public (vote) process, but can also be used to help test TUC's case for fundraising purposes. The primary purpose behind these sessions is to present current thinking of TVC and reaction to that thinking. These sessions should challenge the participants to think how TVC can move the community forward. If enough sessions are held, the process itself will help generate momentum for fundraising. The responsibility for these sessions rests with JHK. 3. Case for Support -the case statement helps to inspire and convince prospects they should consider making major investments in TVC. At the outset, the case should answer the basic question "what real difference will it make to the community if the TVC does not get built?". Much of the case has been well articulated by John, and a solid effort to grasp the essence of TVC is included in the first two pages of the Communication Plan. It may be that more effort is needed to create a unifying theme/rationale to pull all the pieces of TVC into a coherent whole. In addition, the case must present evidence that Vail's development is flagging and could slip into mediocrity - ie, that something must be done and money spent - and that TVC is the best response to this problem. Responsibility for case development rests with JHK, Lawrence and Linda Hill. 4. Feasibility Study - this study is a wonderful tool to help express the case, identify major gift prospects and cultivate major gift prospects. The study allows key potential investors to comment on the plans for TVC before they are cast in stone, and helps to create a legitimate sense of ownership among some of those who will be called upon to make significant inv--.,L. .ents in TVC. In addition, if there are any significant weaknesses in the case, the study usually uncovers them. Responsibility for enlisting someone or group to conduct the study rests with JHK. 1 5. Major Benefits - individual donors, especially in the $100,000+ categories, often will appreciate, and in some instances feel a real need for, special attention and benefits in making their • donations. Several possible benefits to consider include specific naming rights in the facilities, dedicated parking spaces or lifetime ski passes. Dedicated parking spaces could provide an opportunity to have TVC appropriately support the efforts of the parking structure developer. Responsibility for recommending benefit packages rests with JHK and Lawrence. 6. 501(c)(3) Board this governing board for TVC fundraising will serve both to cultivate major gifts prospects within the board itself, and to provide the primary volunteer leadership to help design and implement the fundraising plan. Responsibility for establishing this board rests with JHK. Establishing this board will include enlisting key staff to direct the work of the board. 7. 501(c)(4) Board - the purpose of this board is to help secure funding of, and direction for, the effort to pass Novembers ballot. At the same time, board participation could serve as a means to identify some major gift prospects. This board will do market research and utilize focus groups in helping to educate the voters as to the merits of TVC. In addition, to help involve residents in the community, it should consider establishing and supporting a "Millennium Trust' which could help create a groundswell of support throughout the community. Trust members should be recognized in a permanent way in the TVC. Obviously, the 501(c)(4) Board must be successful (ie, win the ballot) for any other fundraising to go forward. Responsibility for this board rests with Porter. 8. Prospect Identification/Cultivation Committee - for those involved in this committee, it serves to both identify and cultivate major individual prospects, and to elevate the giving sights of individual committee members. The basic tenet for this committee is to understand that every major gift prospect is a campaign in and of itself. Responsibility for this committee rests with Lawrence. 9. Naming Right Opportunities - there are many potential naming right opportunities ranging from TVC itself, down to lobbies and small meeting rooms. Prices could range from $100,000 up to • $10,000,000 to $20,000,000! (see naming right comparables and gift range tables in the appendix) Again, John has done some extensive preliminary work in this area. There are two gift range tables in the appendix to show different examples of gift level approaches required to ensure fundraising success. The feasibility study report should help clarify the most appropriate gift range table for TVC. Until the feasibility study report is completed and the corporate sponsorship prospects canvassed, overall gift range planning is quite speculative. Responsibility for the initial designing of the comparables, naming rights and gift range tables rests with JHK and Lawrence. These tools will be useful in varying degrees and ways with the potential funding markets described in this next section. For now, the primary timing issues are described as pre-November and post November. The major markets are: A. Major Individual Prospects - these are people capable of a minimum of $250,000 payable over time. They will have strong personal ties to Vail whether they are new to or long-standing members of the community. They will be part of the heart and soul of making TVC real and meaningful to the community. Tools to use with these people may include naming rights, participating on one of the two boards, involvement with the feasibility study, reviewing the business plan and other ways identified as each prospect is reviewed for what should be done to, for and with them to bring them along to a major gift decision. • Timeline: identification and cultivation needs to begin as soon as possible and will continue on for at least a year after November. Most solicitation will occur post-November. • Budget: See fundraising campaign budget 0 Page 2 • Coordinator: Lawrence B. Corporate Prospects- this will include traditional corporate sponsorship types as well as those corporations with strong executive ties to Vail. It may well be that Porter's successful past ties with SFX and their previous links to Vail will make SFX the logical prime mover with these prospects, especially pre-November. Their efforts would include helping to design, and then canvassing key corporate prospects with, the business plan and the marketing SL c6gies as they relate to corporate sponsorship and naming rights. SFX has said its preliminary impression is that TVC represents a unique involvement opportunity for successful people and organizations. As with other aspects of the fundraising plan, it is essential that the work with corporate prospects be coordinated with, and an integral part of, the overall fundraising effort. • Timeline: canvassing key corporations needs to begin as soon as possible to develop potential sponsorships and to identify possible significant issues with the case for TVC support so that any appropriate modifications can be made - not dissimilar to what the feasibility study with major individual prospects may uncover. • Budget: See fundraising campaign budget • Coordinator: JHK and Porter C. Private Foundations - there are over 8,000 private foundations in America. Research and time will determine how many would identify with TVC. Most, if not all, of the work . with these foundations will be post November. • Timeline: post-November • Budget: to be determined post-November • Coordinator. Lawrence D. Smaller Donors - it may be unfair to call these smaller donors in that they may give up to $100,000! But it is key to remember that these prospects should only be dealt with when the bulk of the work with major donors is completed - probably a year after the election. To do otherwise would be to dilute time and energy away from the top prospects. These smaller donors will, however, be a central part of the long-term community acceptance of TVC. • Timeline: post November by approximately a year. • Budget: to be determined post-November • Coordinator: to be determined post-November • Page 3 I Before closing, let me comment further as to costs. This memo addresses pre-November costs. This information is needed now so that funders understand and endorse the preliminary costs and have . confidence TVC fundraising plans are in good hands. The overall fundraising costs by the time TVC is completed, including all studies, materials, marketing, publicity, public relations, staffing and other related expenses can be expected to total 5% to 10% of the total private dollars to be raised. This wide range is influenced by the state of readiness to seek funds, primarily dependent on its case for support, volunteer leadership, prospect cult'nration and professional staff support. Finally, once the strategy group has provided its advice and counsel as to this fundraising plan, it will need to address the presentation of this material, including flowcharts, color etc. But at this stage, it is most important that the strategy group agrees on the basic elements of this memo. 0 Page 4 THE VAIL CENTER PRO FORMA $46,500,000 GIFT RANGE TABLE Three to Five Year Pledges (Individuals and Corporations) Gift Range $ # of Gifts # of Prospects Total $ Cumulative Total $ 20,000,000 1 3 20,000,000 2090009000 295009000 2 8 590009000 2590009000 195009000 3 12 495009000 2995009000 5009000 4 24 290009000 3195009000 2509000 6 40 195009000 3390009000 1509000 14 60 291009000 3591009000 1009000 100 400 1090009000 4591009000 Under 100,000 Many Numerous 5009000 45,600,000 Timetable and Tasks for Fundraising Plan In reviewing the timetable below, it is important to note that the timing for some of the tasks (noted with an ) are such that if those items slip in time, most, if not all related items will also slip in time. In my experience, it is not unusual for groups to have a key task slip on a timeline, but still want everything else to stay on the original timeline ! It just does not work. TASK TIME FRAME 1. Update Business Plan * * February - March 2. Complete Case Statement February - March 3. Conduct Focus Groups & Community Dialogues March - August 4.501(C) (3) established May 5. Canvas Corporate sponsorship prospects * * April - May 6. Establish Cultivation Committee April - November • 7. Conduct Feasibility Study * * April - May 8.501(C)(4) established May 9. Launch Platinum Campaign (Parking Spaces) June - November 10. Millennium Club established June i COMMUNICATIONS PLAN EXECUTIVE SUMMARY The goal of the Vail Center communication plan is to develop the infrastructure for creation of peer-to-peer grassroots networking among targeted audiences to create a basic understanding of The Vail Center components and its associated benefits. This platform of increased understanding will serve as the foundation in garnering multiple levels of support. Those outcomes include: ¦ Continued momentum in project decision-making ¦ A "yes" vote at the polls ¦ Private-sector financial contributions at all levels and well beyond Vail's boundaries ¦ Recruitment of volunteers at all levels and well beyond Vail's boundaries The Vail Center communication plan outlines the development of a meaningful description of the project, associated benefits, target audiences, core messages, strategies and tactics, timetables, communication tools and budget. The program will be executed in three phases: pre-election (February-August, 2001); election (August-November, 2001); and post-election (November, 2001 forward). Target Audiences Five primary target audiences have been identified as part of this plan. Each audience includes its own set of sub-markets that are considered key influencers to the Vail Center project. Audience 1 Registered voters in Vail Registered voters in Vail Recreation District Audience 2 Vail Part-time residents ¦ Part-time homeowners/ Front Range ¦ Part-timers from N.Y., Chicago, Dallas, LA Audience 3 Residents of Eagle County, outside of the Town of Vail City limits Part time Eagle County residents Audience 4 Public Opinion Leaders & Supporters Influencers to the project Audience 5 Philanthropic/Corporate Sponsorship 1 Core Messages Audience communications will emphasize the Vail Center's key benefits in balancing resort and community needs, which tested strongly in the February telephone survey of registered voters. Core messages will include: ¦ The Vail Center will strengthen our economy and community. ¦ We've all learned these past few years that everyone suffers in low snow years and we can't just rely on skiing alone. Vail needs to invest in drawing visitors here year-round to keep our local businesses consistently thriving. ¦ This initiative will fund recreational features like the climbing wall, teen center and youth programs to give kids in the Vail Valley something positive like sports and the arts to get involved in-AND keep them busy and out of trouble after school. ¦ Vail Center will be a year-round community crossroads, where learning, recreation and culture come together. This project is for US-it is not just for those with two homes, but for those with two jobs as well. ¦ The Vail Center project will help strengthen our economy and nurture our community because it is designed with local needs in mind. ¦ The new conference and learning center will generate visitors coming in the off- season. It is estimated that there will be 65,000 additional hotel room nights and an additional 15 to 20 million dollars in revenue generated by this project. ¦ Considerable thought has been given to the blend of recreational, cultural and educational elements to assure the economic viability of the project. S ¦ The project will be funded in a variety of ways. Although local taxpayers will be asked to approve a property tax increase, this increase will be limited to not more than 2.75 mills, or $27 per $100,000 assessed valuation for residential property, and will not go into effect unless and until the balance of the funding is assured from the private sector. ¦ By including educational programs designed to appeal to private donors and charitable foundations, the planners expect to obtain a significant share of the total facility cost from non-public sources. ¦ The educational programs-including "centers" for environmental study, health and wellness, and leadership training-will be a magnet for non-peak season guests as well as a wonderful new educational resource for residents. ¦ Local businesses and employees can be expected to benefit from reduced dependence on snow-related activities, increased year-round tourism and permanent employment opportunities. By including the meeting and conference facility, the project will become self-staining and contribute to, rather than divert town revenues needed for other purposes. ¦ The Vail Center project is critical to revitalizing the town and providing a thriving year-round economy. It also provides for desirable community facilities at the same time. ¦ A telephone survey of 250 registered voters in Vail, conducted in February, shows overwhelming support for the project. ¦ The Vail Center project is doable... supportable..and worth the effort. • See the Appendix for additional Communications Plan detail 2 APPENDIX A. Capital Financing Detail B. Preliminary Space Chart C. Operating Financing Detail D. Communications Plan - Detail E. Survey Results: Public Opinion Strategies F. Naming Comparables Chart THE VAIL CENTER - CAPITAL FINANCING PLAN - PLAN A SUMMARY OF CAPITAL COSTS, FUNDING SOURCES, AND TAX IMPACTS SCHEDULE PAGE ALL FACILITIES COMBINED 1 MEETINGS (CONFERENCE, LEARNING & RETAIL) 2 MEETINGS (CONFERENCE ONLY) 3 MEETINGS (LEARNING CENTER ONLY) 4 MEETINGS (RETAIL RENTAL PROPERTI) 5 ARTS CENTER 6 RECREATION CENTER 7 Plan A.As 3/1/01 THE VAL PLAN A' CHARIUS SITE - (INCLUDES 400 PARKING SPACES • AND NO RESIDENTIAL DEVELOPMENT) CAPITAL COSTS AND FUNDING SOURCES - SUMMARY FACILITY/COST DESCRIPTION ESTIMATED CAPITAL COSTS BY FACILITY SQ. EST. BASE INT/EXT. SOFT PARKING FINANCE/ OPERATING FEET COSTS COSTS SPACE COSTS COSTS W. CAPITAL ENDOWMT. TOTAL CONFERENCE SPACE 41,808 $12,937,840 $12,937,840 $2,443,165 $8,315,336 $2,460,000 $2,095,951 $0 $28,252,292 LEARNING CTR./BREAKOUT SPACE 29,520 $7,447,720 $7,447,720 $1,725,082 $5,421,816 $2,460,000 $250,000 $1,000,000 $18,304,618 ARTS 19,200 $5,925,400 $5,925,400 $1,122,005 $3,458,302 $0 $250,000 $6,000,000 $16,755,707 RECREATION 69,000 $13,795,000 $13,795,000 $2,629,698 $9,948,337 $4,920,000 $1,635,103 $0 $32,928,139 RETAIL (CAFt/COFFEE SHOP) 8,000 $739.500 $739.500 $.Q $344.666 SD $54.208 $Q $1-13A374 SUB-TOTAL BUILDING SPACE 162.528 $40.845.460 $40.845.460 $_7.919.9$0 X7.488.45$ $9.840.000 $4.285.263 $7.000.000 $97.379.130 PARKING 130,000 $9,840,000 OTHER INTERIOR SPACES 4,950 $1,418,950 OTHER EXTERIOR SPACES 40.000 $6.501.000 SUBTOTAL WITH INT/EXT. SPACES 337.478 $58.605.410 SOFT COSTS (DESIGN, ENG., CONTT. MGMT.) 13% $7,618,703 FFE 6% $3,657,273 ESCALATION (INFLATION) 12% $8,385,766 CONTINGENCY 10% $7.826.715 SUB-TOTAL 9M° . $27.481458 FINANCING/BONDING COSTS 5% $2.656.005 WORKING CAPITAL $1.629.258 OPERATING ENDOWMENT FUND $7.000.000 TOTAL ALL COSTS $97.379.130 ESTIMATED FUNDING SOURCES ESTIMATED FUNDING SOURCES BY FACILITY CONFER. LEARNING RED ABTA $ ~ TOTALS TOV TAX-EXEMPT BONDS (25 YEARS15.5%) $52.026.104 $21 R00 561 $D $1.138.374 $D $29.087.169 $52.026.104 PRIVATE DONATIONS - CAPITAL (INCLUDES PKG.) $38,353,026 $6,451,732 $17,304,618 $0 $10,755,707 $3,840,969 $38,353,026 PRIVATE DONATIONS - OPERATING ENDOWMENT $7.000.000 $D $1.000.000 $D $6.000.000 $Q $7.000.000 SUBTOTAL - PRIVATE FUNDING $45353.026 W 451.7 2 $18.304.618 $D $16.755.707 13.840.969 $45.353.026 TOTAL FUNDING SOURCES $97.379.130 $28,252,292 $18.304 618 $1.138.374 $16.755.707 $32.928.139 $97.379.130 ESTIMATED TAX IMPACTS ESTIMATED TAX IMPACTS BY FACILITY 2.75 TOV MILL LEVY INCREASE (6% INCREASE TOTAL PROP. TAB): CONFER. LEARNING RETAIL AM RM TOTALS ANNUAL INCREASE PER $100,000 RESID. MKT VALUE $27 $13 $0 $0 $0 $13 $27 ANNUAL INCR. PER $100,000 COMMERCIAL MKT VALUE $80 $40 $0 $0 $0 $40 $80 PROPERTY TAXES GENERATED FOR DEBT SERVICE $1,375,000 $687,500 $0 $0 $0 $687,500 $1,375,000 NO INCREASE IN TOVJIN OF VAIL SALES TAX RATE: ANNUAL TOV SALES TAXES NEEDED FOR DEBT SERVICE $1,500,000 $947,542 0 0 0 $552,458 $1,500,000 NQ INCREASE IN TOWN OF VAIL RETT RATE: ANNUAL TOV RETT TAXES NEEDED FOR DEBT SERVICE $941,580 $0 $0 $0 $0 $941,580 $941,580 PAGE1 Plan Axis 3/1/01 9:24 PM SUMNINY OF CAPITAL COSTS AND FUN DING SOURCES AND TAX IMPACT • I. SUMMARY OF CAPITAL COSTS - MEETING SPACE (INC. RETILI SQUARE FT. COSTISQ.FT COST CONSTRUCTION COSTS (INCL. MECH/CIRC.) 74,328 284.21 21,125,060 PARKING SPACES 200 65,000 75.69 4,920,000 OTHER INTERIOR PUBLIC SPACES 2,605 286.66 746,789 OTHER EXTERIOR PUBLIC SPACES 21.052 162.53 3,421.458 TOTAL CONSTRUCTION COSTS 162.985 185.32 3Q,213.307 DESIGN, ENGINEERING, OTHER 13% 24.10 3,927,730 FF&E 6% 11.12 1,812,798 INFLATION FACTOR 12% 26.47 4,314,460 CONTINGENCY 10% 24.71 4,026,830 PROVISION FOR YEAR-ONE WORKING CAPITAL rM 1.129.258 TOTAL SOFT COSTS & CONTINGENCY 162.985 93.33 jU11.07f, TOTAL COSTS - MEETING SPACE (INC. RETAIL) 162.985 278.70 45.424.383 FINANCING COSTS - MEETING SPACE 5m Z AZ 1,2.16.693 FINANCING COSTS - RETAIL 5% 54.208 TOTAL COSTS - MEETING SPACE (INC. RETAIL) 162.985 286.50 46.695.285 11. SUAWRY OF FUNDING SOURCES - MEETING SPACE (INC. RET/U PRIVATE CONTRIBUTIONS - CAPITAL - 100 PARKING SPACES 100 75,000 7,500,000 PRIVATE CONTRIBUTIONS - CAPITAL @ 15% CONST/DESIGN - CONFERENCE 2,701,732 PRIVATE CONTRIBUTIONS - CAPITAL @ 100% CONST/DESIGN - LEARNING BONDS ALLOCATION 13,554,618 TOWN OF VAIL REVENUE BONDS 21,800,561 1,138,3741 22,938.9U TOTAL FUNDING SOURCES - MEETING SPACE (INC. RETAIUOFFICES) 46.695285 111. TAX IMPACTS - MEETING AND RETAIL SPACE, CONF. CTR_ RETAIL ANNUAL DEBT SERVICE (5.50%/25 YEARS) 1,720-42,Q 1.635.042 85.378 MILL LEVY INCREASE 687,500 1.375 MILLS 0.000 ANNUAL SALES TAX CONTRIBUTION FROM TOWN OF VAIL 947,542 947,542 0 OFFICE/RETAIL RENTAL INCOME @ $34.15 PER SQUARE FOOT 85.378 Q 85.378 SOURCES OF REVENUE FOR DEBT SERVICE 1,720.420 ],935.042 85378 % INCREASE IN OVERALL PROPERTY TAXES 3.06% DOLLAR IMPACT PER $100,000 RESID. MKT. VALUE $ 13 DEBT SERVICE & SALES TAX DOLLAR IMPACT PER $100,000 COMMERCIAL MKT. VALUE $ 40 ALLOCATION Page 2 • 0 • CONFERENCE SPACE SUMMARY OF CAPITAL COSTS AND FUNDING SOURCES 1. SUMMARY OF CAPITA COSTS - CONFERENCE SPACE SQUARE FT, COST/SO.FT COST CONSTRUCTION COSTS (INCL. 15% MECH/CIRC) 41,808 309.46 12,937,840 PARKING SPACES 100 32,500 75.69 2,460,000 OTHER INTERIOR PUBLIC SPACES 1,527 286.66 437,721 OTHER EXTERIOR PUBLIC SPACES 12.33Q 162.53 2.005 444 TOTAL CONSTRUCTION COSTS 88.124 202.34 17.841.005 DESIGN, ENGINEERING, OTHER 13% 26.30 2,319,331 FF&E 6% 12.14 1,070,460 INFLATION FACTOR 12% 28.89 2,547,696 CONTINGENCY 10% 26.97 2,377,849 PROVISION FOR YEAR-ONE WORKING CAPITALZ 879.258 TOTAL SOFT COSTS & CONTINGENCY & WORK. CAPITAL 88.174 104.28 9.194.594 TOTAL COSTS - CONFERENCE SPACE 88.174 306.62 27.035.599 FINANCING COSTS 5y, 13.80 1.216.693 TOTAL COSTS - CONFERENCE SPACE 88.174 320.41 28,252.292 II. SUMMARY OF FUNDING SOURCES - CONFE$1 NCE SPACE PRIVATE CONTRIBUTIONS - 50 PARKING SPACES 50 75,000 3,750.000 PRIVATE CONTRIBUTIONS @ 15% CONST/DESIGN 2,701,732 TOWN OF VAIL REVENUE BONDS 21.800.561 TOTAL FUNDING SOURCES - CONFERENCE CENTER 28.252.M III. TAX IMPACTS - CONFERENCE CENTE& ANNUAL DEBT SERVICE (5.50%/25 YEARS) 1.635.042 MILL LEVY INCREASE (PROPERTY TAX REVENUES) 687,500 1.375 ANNUAL SALES TAX CONTRIBUTION FROM TOWN OF VAIL 947.542 REVENUES AVAILABLE FOR DEBT SERVICE ],935.042 % INCREASE IN OVERALL PROPERTY TAXES 3.06% DOLLAR IMPACT PER $100,000 RESID. MKT. VALUE 13 DOLLAR IMPACT PER $100,000 COMMERCIAL MKT. VALUE 40 Page 3 LEARNING CENTER SUMMARY OF CAPITAL COSTS AND FUNDING SOURCES 1. SUMMARY OF CAPITA COSTS - LEARNING CENTE@ SQUARE FT. COST/SQ.FT COST CONSTRUCTION COSTS (INCL. 20% MECH/CIRC) 29,520 252.29 7,447,720 PARKING SPACES 100 32,500 75.69 2,460,000 OTHER INTERIOR PUBLIC SPACES 1,078 286.66 309,068 OTHER EXTERIOR PUBLIC SPACES $,713 162.53 1-416014 TOTAL CONSTRUCTION COSTS 71.811 161.99. 11.6$2.802 DESIGN, ENGINEERING, OTHER 13% 21.06 1,512,264 FF&E 6% 9.72 697,968 INFLATION FACTOR 12% 23.13 1,661,164 CONTINGENCY (INC. $1,000,000 FOR TECHNOLOGY EQUIP.) 10% 21.59 1,550,420 PROVISION FOR YEAR-ONE WORKING CAPITAL 3.4$ 250.o0Q TOTAL SOFT COSTS & CONTINGENCY & WORK. CAPITAL 71.811 78.98 5,671,816 TOTAL COSTS - LEARNING CENTER 71,811 240.98 17,304,618 FINANCING COSTS 91ffa om Q TOTAL COSTS - LEARNING CENTER 71.811 240.9$ 17.304.61$ JJ. SUNWARY OF FUNDING SOURCES - LEARNING CENTE$ PRIVATE CONTRIBUTIONS - CAPITAL @ 100% 13,554,618 PRIVATE CONTRIBUTIONS - 50 PARKING SPACES 50 75,000 3,750,000 TOWN OF VAIL REVENUE BONDS Q TOTAL FUNDING SOURCES - LEARNING CENTER 17,304,618 1111. SUMMARY OF OPERATING ENDOWMENT FUND REQUIRED TO GENERATE $50,000 ANNUALLY 1,000,000 I Page 4 • i ! RETAIL RENTAL PROPERTY SUMMARY OF CAPITAL COSTS AND FUNDING SOURCES J. SUMMARY OF CAPITAL COSTS - RETAIL RENTAL PROP, SQUARE FT. COST/SQXI COST CONSTRUCTION COSTS (INCLUDING CIRC. & MECH.) 3,000 246.50 739,500 PARKING SPACES 0 0 0.00 0 OTHER INTERIOR PUBLIC SPACES - ALLOC. TO OTHER USES 0 0.00 0 OTHER EXTERIOR PUBLIC SPACES - ALLOC. TO OTHER USES Q om Q TOTAL CONSTRUCTION COSTS 3,000 246.50 739,500 DESIGN, ENGINEERING, OTHER 13% 32.05 96,135 FF&E 6% 14.79 44,370 INFLATION FACTOR 12% 35.20 105,601 CONTINGENCY 10% 32.85 98,561 PROVISIONS FOR SIX MONTH LEASE/UP 0.00 Q TOTAL SOFT COSTS & CONTINGENCY & LEASE/UP 3.000 114.89 -344.6q¢ TOTAL COSTS - RETAIL RENTAL PROPERTY 3.000 361.39 JM4.166 FINANCING COSTS @ 5% 18.07 54.208 TOTAL COSTS - RETAIL RENTAL PROPERTY $,000 379.46 1.138.374 U. SUNNAARY OF FUNQWG SOURCES - RETAIL RENTAL TOV REVENUE BONDS 1.138.374 TOTAL FUNDING SOURCES - RETAIL RENTAL 1.138.374 III. RENTAL IMPACTS - RUAIL RENTAL (EXCL. UTILITIES) ANNUAL DEBT SERVICE (5.50%/25 YEARS) 85,378 ANNUAL RENTAL REQUIRED PER SQUARE FOOT 34.15 ANNUAL RENTAL RATE PER SQUARE FOOT OF USEABLE SPACE 34.15 ANNUAL RENTAL INCOME 85,378 ANNUAL DEBT SERVICE SALES TAX SUBSIDY REQUIRED 0 IV. RENTABLE SQUARE FEET (NET OF CIRCULATION1 GROSS SQUARE FEET 3,000 CIRCULATION & MECHANICAL 500 NET RENTABLE SQUARE FEET 2.500 PAGE 5 • • i ARTS CENTER SUMMARY OF CAPITAL COSTS AND FUNDING SOURCES J,. SUMMARY OF CAPITAL COSTS - ARTS SQUARE FT. _QOST/SQ.FT COST CONSTRUCTION COSTS (INCL. 20% CIRC/MECH) 19,200 308.61 5,925,400 PARKING SPACES 0 0 68.00 0 OTHER INTERIOR PUBLIC SPACES 701 286.66 201,020 OTHER EXTERIOR PUBLIC SPACES 5,667 162.53 Q20.9U TOTAL CONSTRUCTION COSTS 25.568 275.63 7,047,405 DESIGN, ENGINEERING, OTHER 13% 35.83 916,163 FF&E 8% 22.05 563,792 INFLATION FACTOR 12% 40.02 1,023,283 CONTINGENCY 10% 37.35 955,064 PROVISION FOR YEAR-ONE WORKING CAPITAL Qs$ 250.000 TOTAL SOFT COSTS & CONTINGENCY & WORK. CAPITAL 25,568 145.04 3,708.302 TOTAL COSTS - ARTS 25,568 420.67 10,755.707 FINANCING COSTS Q14 Q.QQ Q TOTAL COSTS - ARTS - CAPITAL 25.568 420.67 10,755.707 Ii. SUMMARY OF FURONG SOURCES - ARTS PRIVATE CONTRIBUTIONS - CAPITAL @ 100% 10,755,707 TOWN OF VAIL REVENUE BONDS Q TOTAL FUNDING SOURCES - ARTS 10,755,707 1111. SUMMARY OF OPERATING ENDOWMENT FUND REQUIRED TO GENERATE $300,000 ANNUALLY U90.000 Page 6 RECREATION CENTER (SECOND SHEET OF ICE & FAMILY CTR) SUMMARY OF CAPITAL COSTS AND FUNDING SOURCES I. SUMMARY OF CAPITA, COSTS - RECREATION Cog SQUARE FT. COST/SQ.FT COST CONSTRUCTION COSTS (INCLUDING 15% CIRC/MECH) 69,000 199.93 13,795,000 PARKING SPACES 200 65,000 68.00 4,920,000 OTHER INTERIOR PUBLIC SPACES 1,644 286.66 471,141 OTHER EXTERIOR PUBLIC SPACES 13,281 162.53 2 158.5$ TOTAL CONSTRUCTION COSTS 148.925 143.33 21,344.698 DESIGN, ENGINEERING, OTHER 13% 18.63 2,774,811 FF&E 6% 8.60 1,280,682 INFLATION FACTOR 12% 20.47 3,048,023 CONTINGENCY 10% 19.10 2,844,821 PROVISION FOR YEAR-ONE WORKING CAPITAL im 250.000 TOTAL SOFT COSTS & CONTINGENCY 148,925 68.48, 14.198'' TOTAL COSTS - RECREATION CENTER 148.925 211.80 21,643.0U FINANCING COSTS 5y, 24 1.385.103 TOTAL COSTS - RECREATION CENTER 148.925 221.11. 32,928.139, II. SUNIMARY OF FUNDING SOURM - RECREATION CENTE$ PRIVATE CONTRIBUTIONS @ 20% CONST/DESIGN 3,840.969 TOWN OF VAIL REVENUE BONDS 29.087.169 TOTAL FUNDING SOURCES - RECREATION CENTER 32,928.139, Ill. TAX IMPACTS - RfDREATION CENTER ANNUAL DEBT SERVICE (5.50%/25 YEARS) 2.181.53$ MILL LEVY INCREASE 687,500 1.375 MILLS ANNUAL SALES TAX CONTRIBUTION FROM TOWN OF VAIL 552,458 ANNUAL RETT CONTRIBUTION FROM TOWN OF VAIL 941,580 REVENUES AVAILABLE FOR DEBT SERVICE 2.181.53$ % INCREASE IN OVERALL PROPERTY TAXES 3.06% DOLLAR IMPACT PER $100,000 RESID. MKT. VALUE $ 13 DOLLAR IMPACT PER $100,000 COMMERCIAL MKT. VALUE $ 40 PAGE 7 THE NAIL. CENTER PRELIMINARY SPACE NEEDS 03/01 /01 DESIRABLE RECOmm. CONSTRUCTION COST FEATURES & C/S COST FINISHES TOTAL. EXTENDED SPACE FUNCTION EXPERIENCE RANGE PER SF COST/SF COST/SF Lump Sum LEARNING & MI-h, i ING CONFERENCE SPACE LARGEST ROOM CONF./PERFORMANCEE WARM VS COLD 20,000 220 169 389 7,780,000 STAGE AND BALCONY PRE-FUNCTION RECEPTIONS WELCOMING 5,000 131 137 268 1,340,000 FACILITY MANAGEMENT ADMINISTRATIVE BUSINESS-LIKE 3,000 131 63 194 582,000 KITCHENS (10% OF CONF/LC SPACE) FOOD PREP FUNCTIONAL 4,560 194 130 324 1,477,440 STORAGE ROOMS/CLOSETS (5% OF CON STORAGE FUNCTIONAL 2,280 131 29 160 364,800 CIRCULATION & MECHANICAL 20% FUNCTIONAL 6,968 131 69 200 1,393,600 SUB-TOTAL CONFERENCE SPACE 411808 309 12,937,840 LEARNING CENTER BREAKOUT I CONFER INTERACTIVE 6,000 131 127 258 1,548,000 BREAKOUT 2 CONFER INTERACTIVE 5,000 131 127 258 1,290,000 BREAKOUT 3 CONFER INTERACTIVE 0 131 127 258 O PLANNING ROOM PLANNING WHITE BDS/SOFT WALLS 1,200 131 127 258 309,600 SEMINAR/DIALOGUE ROOM 1 MEETING INTERACTIVE 2,500 131 127 258 645,000 SEMINAR/DIALOGUE ROOM 2 CIRC. OR HEXAGONAL 0 131 127 258 0 CLASSROOM 1 MEETING INTERACTIVE 1,000 131 70 201 201,000 CLASSROOM 2 0 131 70 201 0 BOARDROOMI 500 131 127 258 129,000 BOARDROOM 2 400 131 127 258 103,200 READING ROOM/LOUNGE 1 STUDY/RESEARCH READING, WRITING,QUIET 1,000 166 127 293 293,000 READING Room/LouNGE 2 0 166 127 293 0 LEARNING STUDIO RESEARCH & TECHNOLOGICAL 3,000 131 137 268 804,000 INTERACTION GIS (GEOG. INFO SYS.) 0 131 137 268 0 BUSINESS CENTER OFFICE 0 3,000 131 90 221 663,000 COPYING, PRODUCT INCUMBATOR COMPUTING TECHNOLOGY CENTRAL COMPUTER CORE FUNCTIONAL 1,000 304 169 473 473,000 TELECOMMUNICATIONS DISTANCE LEARNING CIRCULATION & MECHANICAL 20% FUNCTIONAL 4,920 131 70 201 9889920 SuB-TOTAL LEARNING SPACE 29,520 252 7,447,720 HEALTH & WELLNESS SPACES (DEDICATED) RECEPTION/LOBBY H&W CHECK-IN WELCOMING 0 131 137 268 0 EXAM Room (5) TESTING DIAGNOSTIC O 131 96 227 0 EKG 0 131 96 227 0 LABORTORY TESTING RESEARCH O 194 130 324 0 DEMONSTRATION KITCHEN DISPLAY INTERACTIVE 0 194 130 324 0 MEDICAL OFFICES (4) ADMINISTRATIVE BUSINESS-LIKE 0 131 63 194 O PROVIDERS (2) O 131 63 194 0 MASSAGE ROOMS (2) MEDITATIVE 0 131 106 237 O SHOWER/LOCKER ROOM CHANGING ROOM 0 220 137 357 0 QUIET ROOM SITTING REFLECTIVE O 166 96 262 0 STORAGE 0 131 29 160 0 NURSES STATION MEDICAL ADMINISTRATIVE O 194 161 355 0 FITNESS CENTER GYMNASTICS/DANCE ATHLETIC MART. ARTS/EXERCISE CLUB-LIKE 0 127 176 303 0 SHOWERS/STORAGE CIRCULATION & MECHANICAL 20% FUNCTIONAL 0 131 70 201 0 SUB-TOTAL HEALTH & WELLNESS ONLY 0 #DIV/O! 0: SUB-TOTAL LEARNING & WELLNESS 29,520 252 7,447,720: SUB-TOTAL CONFERENCE LEARNING & HEALTH/WELLNESS 71,328 286 20,3851560 ARTS COMMUNITY THEATER (250-300) FILM, LECTURE, ETC. LISTENING 10,000 150 100 250 2,500,000 WITH STAGE & FLY PROFESSIONAL 1,200,000 CONC=m j..%, THEATER REHEARSAL 1,500 100 120 220 330,000 STORAGE/DRESSING/ELECT SUPPORT 2,000 131 70 201 402,000 GALLERY ART DISPLAY ARTISTIC 2,500 166 96 262 655,000 CIRCULATION & MECHANICAL 20% FUNCTIONAL 3,200 166 96 262 838,400 Sub TOTAL ARTS 19,200 309 5,925,400. RECREATION INDOOR ICE HOCKEY, SKATING PRACTICE 29,000 171 58 229 6,641,000 EXHIBITIONS COMPETITION LOCKERS/DRESSING HOCKEY, SKATING SHOWER/DRESS 2,500 171 127 298 745,000 YOUTH CENTER HANG-OUT WELCOMING 29500 131 63 194 485,000 INDOOR PLAYGD. FUN 1,500 131 148 279 418,500 CLIMBING WALL ADVENTURE 2,000 220 127 347 694,000 SKATEPARK EXERCISE FUN 20,000 75 50 125 2,500,000 CIRCULATION & MECHANICAL 20% FUNCTIONAL 1 1 ,500 131 70 201 2,31 1 ,500 SUB-TOTAL RECREATION 69,000 200 13,795,000 COMMUNITY RETAIL CAFE/COFFEE SHOP NOURISHMENT SOCIAL 29500 194 63 257 642,500 BOOKSTORE READING, SALES INTELLECTUAL 0 131 63 194 0 GALLERY OBSERVATION, SALES ARTISTIC 0 131 63 194 0 RESTAURANTS (2) NOURISHMENT SOCIAL 0 194 63 257 0 DINNER THEATER 7 CIRCULATION & MECHANICAL 20% FUNCTIONAL 500 131 63 194 97,000 SU13-TOTAL Rk'1'RIL- 3,000 247 739,500 OFFICES NON-PROFITS ADMINISTRATIVE BUSINESS-LIKE 0 131 63 194 0 CONFERENCE ROOM 1 MEETING PROFESSIONAL 0 131 63 194 0 CONFERENCE ROOM 2 0 131 63 194 0 AV STUDIO RECORDING (TV) 0 304 169 473 0 CIRCULATION & MECHANICAL 20% FUNCTIONAL 0 131 70 201 0 Sus-TOTAL OFFICES 0 #DIV101 0 SuB-TOTAL RETAIL & OFFICES 3,000 247 739,500 HOUSING FOR SALE CONDOS (FRACTIONAL) PART-TIME LIVING 2ND HOME O 186 147 333 O CIRCULATION & MECHANICAL 20% FUNCTIONAL 0 186 114 300 0 SUB-TOTAL HOUSING 0 #DIV/01 0 SUBTOTAL COMMUNITY 3,000 247 739,500 SITE AMENITIES PARKING PARKING SPACES W 325 SQ.FT) PARKING SKI STORAGE 130,000 50 18 68 8,840,000 400 ADDITIONAL PARKING COST 0 0 0 O 1,000,000 0 SUB-TOTAL PARKING (INCLUDES CIRC. & MECH) 130,000 76 9,840,000 OTHER INTERIOR PUBLIC SPACES ARE MAIN LOBBY 013SERVATION VAIL'S FRONT DOOR 3,500 166 137 303 1,060,500 CONVERSATION ROTUNDA-LIKE PEOPLE CONNECTIONS WATER FEATURE SMALL LOBBIES (4) CONVERSATION CONNECTIONS 1,000 131 137 268 268,000 CIRCULATION & MECHANICAL 10% FUNCTIONAL 450 131 70 201 90,450 SU=,.+~AL-OTHER INTERIOR PUBLIC SPACES 4,950 287 1,418,950 OTHER EXTERIOR PUBLIC SPACES OUTDOOR ICE SKATING FESTIVE, FAMILIES 0 100 58 158 0 GARDENS SOCIAL CONTEMPLATIVE 0 O 42 42 0 OUTDOOR ROOM (W/ 151%) MEETING FRESH AIR 0 131 63 194 0 SOCIAL VAIL INTERNATIONAL ACCESS 2,0009000 COVERED DROP-OFF ARRIVAL WELCOMING 1,000 131 55 186 186,000 E. LIONSHEAD CIRCLE AUTO TRAFFIC 0 0 16 16 O STREETSCAPE/LANDSCAPE FOOT TRAFFIC LANDSCAPED 35,000 45 60 105 3,6759000 PROMENADE FOOT TRAFFIC LANDSCAPED 0 50 60 110 0 LOADING DOCKS FREIGHT FUNCTIONAL 4,000 131 29 160 640,000 UNIQUE ACCESS Su5-TOTA,L EXTERIOR PUBLIC SPACES 40,000 163 6,501,000 TOTAL SQUARE FOOTAGE 337,478 0 0 174 58,605,410 THE VAIL CENTER - OPERATING FINANCING PLAN SUMMARY OF OPERATING COSTS, FUNDING SOURCES, AND TAX IMPACTS SCHEDULE No. SCHEDULE DESCRIPTIObj PAGE EXHIBIT I ALL FACILITIES COMBINED 1 SCH. A CONFERENCE CENTER - SUMMARY IMPACTS 2 A-1 CONFERENCE CENTER - DEMAND AND REVENUES 3 A-2 CONFERENCE CENTER - STAFFING PLAN/OPERATING EXPENSES 4 B LEARNING CENTER - SUMMARY IMPACTS 5 B-1 LEARNING CENTER - DEMAND AND REVENUES 6 C ICE SKATING RINK - SUMMARY IMPACTS 7 C-1 ICE SKATING RINK - DEMAND AND REVENUES 8 C-2 ICE SKATING RINK - DUAL ICE RINK 9 D FAMILY RECREATION CENTER - SUMMARY IMPACTS 10 E ARTS CENTER - SUMMARY IMPACTS 11 F VISITATION ESTIMATES 12 G VISITOR SPENDING 13 H SALES AND LODGING TAXES GENERATED 14 VAILCENTEROPERATINGIMPACTS.xls 3/1/01 9:11 PM EXHIBIT 19 . . THE VAIL CENTER - PLAN A SUMMARY OF NET OPERATING REVENUES (DEFICITS), OUT-OF TOWN VISITORS, SALES TAX AND LODGERS TAX IMPACTS CONFER. LEARNING ICE FAMILY ARTS VAIL CEN i ER CENTER CEN i ER RECREATION CEN i ER CENTER f SCH. A) (SCH. BI (SCH. Cl f SCH. D) f SCH. El TOTALS 1. NET OPERATING REVENUES: OPERATING REVENUES $1,731,664 $264,486 $532,600 $75,000 $300,000 $2,903,750 OPERATING EXPENSES 11.583.507 $206.293 $476.400 175.000 5;300.000 $2.641.200, NET OPERTING REVENUES (DEFICIT) 5148.ul $58.191 $56.200 So 50 5262.550 2. ROOM NIGHTS - LODGES, CONDOS (NET) 59.700 2.756 3.330 0 0 65.786 3. OUT-OF TOWN VISITOR DAYS/NIGHTS (NET) 89.550 4.134 8.200 0 0 101.884 4. INCREMENTAL SALES TAXES @ 4% $892.109 548.747 $38.365, $0 50 $979.221 5. INCREMENTAL LODGERS TAXES @ 1.4% $125.370 $5.788 55.839 s0 $00 5136.997 PAGE 1 VAILCENTEROPERATINGIMPACTS.xls 3/1/01 9:11 PM ScuhDULE A i th VAIL CENTER CONFERENCE SPACE SUMMARY OF OPERATING REVENUES, COSTS, VISITORS, GUEST NIGHTS, TOWN SALES TAX IMPACTS OPF,RATING REVENUES AND FXPEN$ o (SOURCE: VVTCBI OPERATING REVENUES (S%.nr,DULE A-1): CONFERENCE SERVICES DAILY RATE 170 $1,500 $255,000 NET PROFIT FOOD & BEVERAGE @ 27% OF GROSS 79,600 $43 27% $924,164 PERFORMANCE BOOKINGS 15 $2,500 $37,500 EQUIPMENT RENTALS $500,000 BUSINESS SERVICES $15.000 TOTAL OPERATING REVENUES $1.731.6b4 OPERATING EXPENSES (Sq.nr,DULE A-2): SALARIES/BENEFITS $969,800 MARKETING (EST. TO BE $500,000 AND FUNDED FROM EXISTING LODGERS TAXES) $0 OPERATIONS/EQUIPMENT/SUPPLIES/MAINT. $700,000 UTILITIES =0.000 ALLOCATION OF EXPENSES TO LEARNING CENTER 11.53% ($2062931 TOTAL OPERATING EXPENSES $1.583.507 NET OPERATING REVENUE $148.157 2. ESTTMAIRD Vj.'4=10N FROM NEW NET OUT-OF-COUNTV VISITORS (SOIT)2 E : VVTCBI - SCH. CA CONFERENCE CENTER AI ihNDEES 24,875 FAMILY OF CONFERENCE CENTER At i hNDEES 12.440 TOTAL Ax jL j.NDEES 37315 CONFERENCE CENTER VISITOR DAYS/NIGHTS @ 3.2 DAY AVERAGE 79,600 FAMILY OF CONFERENCE CENTER VISITOR DAYS/NIGHTS 39.800 TOTAL VISITOR DAYS/NIGHTS 119.400 GROSS ROOM NIGHTS 79.600 NET ROOM NIGHTS NET OF DISPLACEMENT FACTOR OF 25% 59.700 3. TOWN OF VAIL SALES AND LODGERS TAXES GENERATED FROM C0NEE$TfTCE,$a0ITRCE: VVTCBj INCREMENTAL LODGING REVENUES $150.00 $8,955,000 INCREMENTAL OFF-SITE FOOD & BEVERAGE REVENUES $56.00 $5,014,800 INCREMENTAL OFF-SITE RETAIL REVENUES $58.00 80% $4,155,120 CONFERENCE CENTER FOOD & BANQUET GROSS REVENUES $43.00 $3,422,800 CONFERENCE CENTER ROOM RENTALS (SCH. A-1) $255,000 CONFERENCE CENTER EQUIPMENT RENTALS (SCH. A-1) $500.000 TOTAL INCREMENTAL SALES TAXABLE REVENUES FROM CONFERENCES $22302.720 4% TOWN OF VAIL SALES TAX REVENUES - INCREMENTAL FROM CONFERENCES $892.L0 1.4% TOWN OF VAIL LODGERS TAX REVENUES - INCREMENTAL FROM CONFERENCES $125.370 PAGE 2 VAILCENTEROPERATINGIMPACTS.xIs 3/1/01 9:11 PM SCHEDULE* TOWN OF VAIL CONFERENCE CENTER ESTIMATED USAGE ASSUMPTIONS AND REVENUE PROJECTIONS Group Size Total Conference Less than 100 100 to 400 400 to 700 700 to 1,000 1,000 to 1,300 Center Conference Bookings Projected Group Bookings Per Year 0 24 18 8 2 52 Average Length of Meeting 2.5 3 3.5 3.5 3.5 n/ Projected Event Days Per Year 0 72 63 28 7 17 Average Attendance Per Event Day 60 250 500 800 1,100 50 Annual Visitor Days/Nights 0 18,000 31,500 22,400 7,700 79,600 Average Facility Fee Per Conference Day $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 Estimated Revenue from Conference Services $0 $108,000 $94,500 $42,000 $10,500 $255,000 wd & Beverage Per Capita Food Expenditure $43 $43 $43 $43 $43 $43 Food & Beverage Gross Revenue $0 $774,000 $1,354,500 $963,200 $331,100 $3,422,800 % of Food & Beverage Received 27% 27% 27% 27% 27% 27% Estimated Conference F&B Revenue $0 $208,980 $365,720 $260,064 $89,400 $924,164 performance Bookings Rental Rate per Event n/a n/a n/a n/a n/a $2,500 Projected Event Days Per Year n/a n/a n/a n/a n/a 15 Estimated Revenue from Performance Bookings n/a n/a n/a n/a n/a $37,500 Miscellaneous Equipment Rentals/AV Services - Net n/a n/a n/a n/ n/a $500,000 Business Services n/a n/a n/ n/a n/ $15,000 Estimated Miscellaneous Revenue n/a n/ n/a n/ n/a $515,000 Total Estimated Revenue $1,731,664 Based upon performance of other Vail area conference centers. Source: VVTCB . PAGE 3 VAILCENTEROPERATINGIMPACTS.xls 3/1/01 9:11 PM SCHEDULE A-2 OPERATING EXPENSES FOR CONFERENCE/LEARNING CENTER Salaries/Benefits $969,800 Marketing (Estimated to be $500,000 and funded from existing 1.4% Lodger's Tax revenues) 0 Operations/Equip./Supplies/Maint. $700,000 Utilities 5120.000 Total Operating Expenses Conference/Learning Center 51.789.800 Operating Expenses Allocated to Learning Center 11.53% $206.293 Operating Expenses Allocated to Conference Center 51.583.507 STAr r iNG PLAN FOR CONFERENCE/LEARNING CENTER # Full-Time Fully Loaded Position Equivalents Salary Total Salaries Salary Cost 1 General Manager 1 $85,000 $85,000 $110,500 Manager of Conference Planners 1 $60,000 $60,000 $78,000 Executive Meeting Managers 3 $32,000 $96,000 $124,800 Conference Planners 3 $40,000 $120,000 $156,000 Support Staff/Administration 3 $35,000 $105,000 $136,500 Technical Support 3 $40,000 $120,000 $156,000 Operations and Maintenance 5 $32,000 $160,000 $208,000 Total 19 - $746,000 $969,800 Average Salary - - $39,263 $51,042 1/ Fringe benefit portion of fully loaded salary is 30 percent over base salary levels. Source: VVTCB. PAGE 4 VAILCENTEROPERATINGIMPACTS.xls 3/1/01 9:11 PM SutmDULE B it1v, VAIL CENTER LEARNING CENTER SUMMARY OF OPERATING REVENUES, COSTS, VISITORS, GUEST NIGHTS, TOWN SALES TAX IMPACTS 1. OPERATING REVENUES AND EXPENUS (S(NTRCF,IHK &VVTCBj OPERATING REVENUES (Sun.LDULE B-1): HEALTH/WELLNESS CENTER CONFERENCE SERVICE RATE 4,660 $14.31 $66,680 CEN irx FOR LEADERSHIP BOOKINGS CONF. SERVICE RATE 3,760 $14.06 $52,880 CENTER FOR MOUNTAIN STEWARDSHIP CONF. SERVICE RAT 3,760 $14.36 $28,000 NET PROFIT FOOD & BEVERAGE @ 27% OF GROSS 10,370 $35 27% $98,001 PERFORMANCE BOOKINGS 1 $1,000 $1,000 EQUIPMENT RENTALS $17,925 TOTAL OPERATING REVENUES $264.486 OPERATING EXPENSES (SunEDULE A-2): SALARIES/BENEFITS $969,800 MARKETING (EST. TO BE $500,000 AND FUNDED FROM EXISTING LODGERS TAXES) $0 OPERATIONS/EQUIPMENT/SUPPLIES/MAINT. $700,000 UTILITIES $120,000 ALLOCATION OF EXPENSES TO CONFERENCE CENTER 88.47% (,$1-583.507) TOTAL OPERATING EXPENSES 5206.293 NET OPERATING REVENUE $58.192 2. ESTIMATED VISITATION FROM NEW NET OUT-OF-COUNTY VISITORS (SOURCE: JHK) LEARNING CENTER OVERNIGHT GUESTS (SCH. B-1) 3,675 FAMILY OF LEARNING CENTER A i i r,NDEES 1.838 TOTAL A i i mNDEES 5.513 TOTAL At i ENDEES NET OF DISPLACEMENT FACTOR OF 25% 4.134 ANNUAL LOCAL GUESTS (SCH. B-1) 6.695 GROSS ROOM NIGHTS 3.675 NET ROOM NIGHTS NET OF DISPLACEMENT FACTOR OF 25% 2.756 3. TOWN OF VAIL SALES AND LODGERS TAXES GENERATED FROM CONFERENCES (SOURCE,: VVTCRJ INCREMENTAL LODGING REVENUES $150.00 $413,438 INCREMENTAL OFF-SITE FOOD & BEVERAGE REVENUES $56.00 $231,525 INCREMENTAL OFF-SITE RETAIL REVENUES $58.00 80% $191,835 CONFERENCE CENTER FOOD & BANQUET GROSS REVENUES $35.00 $362,950 CONFERENCE CENTER ROOM RENTALS (SCH. B-1) $1,000 CONFERENCE CEN i h x EQUIPMENT RENTALS (SCH. B-1) $17.925 TOTAL INCREMENTAL SALES TAXABLE REVENUES FROM LEARNING CENTER 51.218.673 4% TOWN OF VAIL SALES TAX REVENUES - INCREMENTAL FROM LEARNING CENTER $48.747 1.4% TOWN OF VAIL LODGERS TAX REVENUES - INCREMENTAL FROM LEARNING CENT $5.788 PAGE 5 VAILCENTEROPERATINGIMPACTS.xls 3/1/01 9:11 PM SCHEDULE BAM LEARNING C WR ESTIMATED USAGE ASSUMPTIONS AND REVENUE PROJECTIONS • STABILIZED YEAR OF OPERATION (SOURCE: JOHN HORAN-KATES) Total Learning Lectures Workshops Seminars Forums Retreats Courses Center Center for Health & Wellness Bookings Projected Event Bookings Per Year 40 40 20 2 10 2 11 Average Length of Event 0.5 1 3 3 6 10 Projected Event Days Per Year 20 40 60 6 60 20 20 Average Attendance Per Event Day 40 20 25 30 18 15 Annual Visitor Days/Nights 800 800 1,500 180 1,080 300 4,660 Percent Overnight Guests 5% 10% 40% 50% 75% 50% Annual Overnight Guests 40 80 600 90 810 150 1,770 Annual Local Guests 760 720 900 90 270 150 2,890 Average Conference Services Rate Per Person $18.00 $16.00 $14.00 $14.00 $12.00 $10.00 $14.31 Estimated Revenue from Conference Services $14,400 $12,800 $21,000 $2,520 $12,960 $3,000 $66,680 Center for Leadership Bookings Projected Event Bookings Per Year 40 40 10 2 4 6 102 Average Length of Event 0.5 1 3 3 6 10 Projected Event Days Per Year 20 40 30 6 24 60 180 Average Attendance Per Event Day 40 20 25 30 20 15 Annual Visitor Days/Nights 800 800 750 30 480 900 3,760 Percent Overnight Guests 5% 10% 40% 50% 75% 50% Annual Overnight Guests 40 80 300 15 360 450 1,245 Annual Local Guests 760 720 450 15 12 450 2,515 Average Conference Services Rate Per Person $18.00 $16.00 $14.00 $14.00 $12.00 $10.00 $14.06 Estimated Revenue from Conference Services $14,400 $12,800 $10,500 $420 $5,760 $9,000 $52,880 Center for Mountain Stewardshl0 Bookings Projected Event Bookings Per Year 40 20 5 1 2 2 70 Average Length of Event 0.5 1 3 3 5 10 Projected Event Days Per Year 20 20 15 3 10 20 88 Average Attendance Per Event Day 20 20 25 75 25 15 Annual Visitor Days/Nights 400 400 375 225 250 300 1,950 Percent Overnight Guests 5% 10% 40% 50% 75% 50% Annual Overnight Guests 20 40 150 113 188 150 660 Annual Local Guests 380 360 225 113 63 150 1,290 Average Conference Services Rate Per Person $18.00 $16.00 $14.00 $14.00 $12.00 $10.00 $14.36 Estimated Revenue from Conference Services $7,200 $6,400 $5,250 $3,150 $3,000 $3,000 $28,000 Total Estimated Revenue from Conference Services $36,000 $32,000 $36,750 $6,090 $21,720 $15,000 $147,560 Total Annual Visitor Days/Nights 2,000 2,000 2,625 435 1,810 1,500 10,370 Total Annual Overnight Guests 100 200 1,050 218 1,358 750 3,675 r SCHEDULE B • LEARNING C~R ESTIMATED USAGE ASSUMPTIONS AND REVENUE PROJECTIONS • STABILIZED YEAR OF OPERATION (SOURCE: JOHN HORAN-KATES) Total Learning Lectures Workshops Seminars Forums Retreats Courses Center Food & Beverage Per Capita Food Expenditure 1 $35 $35 $35 $35 $35 $35 $35 Total Food & Beverage Gross Expenditures $70,000 $70,000 $91,875 $15,225 $63,350 $52,500 $362,95 % of Food & Beverage Received 270 270 270 270 27% 270 270/ Estimated Conference F&B Revenue $18,900 $18,900 $24,806 $4,110 $17,105 $14,180 $98,001 Performance Bookings in Tawn Hj Rental Rate per Event $1,000 $1,000 Projected Event Days Per Year 1 1 Estimated Revenue from Performance Bookings $1,000 $1,000 Miscellaneous Equipment Rentals/AV Services $6,000 $5,000 $4,375 $1,250 $800 $500 $17,925 Business Services Estimated Miscellaneous Revenue $6,000 $5,000 $4,375 $1,250 $800 $500 $17,92 Total Estimated Revenue $60,900 $55,900 $65,931 $12,450 $39,625 $29,680 $264,486 PAGE 6 SCHEDULE C THE VAIL CENTER ICE SKATING RINK SUMMARY OF OPERATING REVENUES, COSTS, VISITORS, GUEST NIGHTS, TOWN SALES TAX IMPACTS NC: RF.VF.NUES AND EXPENSES ( SOURCE: VRD & EA1 OPERATING REVENUES (SCHEDULE C-1): HOCKEY REVENUE $132,450 SKATING CLUB $11,700 GENERAL ADMISSIONS & SKATE RENTALS $33,000 LEARN TO SKATE $19,800 CONCERTS 20 $3,500 $70,000 TOURNAMENTS 9 $1,850 $16,650 CONFERENCE EVENT SPILLOVER 83 $3,000 $249.000 TOTAL OPERATING REVENUES $532.600 OPERATING EXPENSES (SCHEDULE C-2): SALARIES/BENEFITS $277,450 MAINTENANCE/UTILITIES $113,550 OTHER OPERATING EXPENSES $13,300 SPECIAL EVENTS $72.100 TOTAL OPERATING EXPENSES $476,400 NET OPERATING REVENUE $$6.200 2. ESTIMATED VISITATION FR(1M NEW NET OTJT-OF-COIJNTV VISITORS (SOURCE: ERAI PERFORMANCE EVENTS Ai iriqDEES (SCH. G) 4,000 ICE RINK TOURNAMENT A i i hNDEES (SCH. G) 1,400 TOTAL ATTENDEES 5.400 PERFORMANCE EVENTS A i i tNDEES (SCH. G) 4,000 ICE RINK TOURNAMENT Ai irrIDEES (SCH. G) 4.2524 TOTAL VISITOR DAYS/NIGHTS 8,200 PERFORMANCE EVENTS Ai it~rIDEES (SCH. G) 1,000 ICE RINK TOURNAMENT A i i r,NDEES (SCH. G) 2.34 TOTAL ROOM NIGHTS X30 3. TOWN OF VAIL SALES AND LODGERS TAXES GENERATED FROM ICE RINK ~SOTJ&a: VRD) INCREMENTAL LODGING REVENUES - ICE TOURNEYS $85.00 $198,050 INCREMENTAL LODGING REVENUES - PERF. EVENTS $219.00 $219,000 INCREMENTAL FOOD & BEV. REVENUES - ICE TOURNEYS $56.00 $235,200 INCREMENTAL FOOD & BEV. REVENUES - PERF. EVENTS $20.00 $80,000 INCREMENTAL RETAIL REVENUES - ICE TOURNEYS $58.00 80% $194,880 INCREMENTAL RETAIL REVENUES - PERE EVENTS $10.00 80% $32,000 TOTAL INCREMENTAL SALES TAXABLE REVENUES FROM ICE RINK $959,130 4% TOWN OF VAIL SALES TAX REVENUES - INCREMENTAL FROM ICE RINK $38.365 1.4% TOWN OF VAIL LODGERS TAX REVENUES - INCREMENTAL FROM ICE RINK $5.839 PAGE 7 SCHEDULE C-1 TOWN OF VAIL PRACTICE SHEET OF ICE ADDITIONAL USAGE ASSUMPTIONS AND REVENUE PROJECTIONS (SOURCE: VRD & ERA) # of Hours per Week/Event Days Additional Revenue 2 User Group Rates 1 Period Dobson Current With Practice Sheet Per Week Per Year Hockev Leagues AAA Hockey Leagues $130 hour 15 25 $1,300 $39,000 Junior Hockey Leagues $130 hour 22 30 $1,040 $31,200 Men's Hockey $150 hour 4.5 9 $675 $20,250 Ladies Hockey $150 hour 3.5 4.5 $150 $4,500 Girl's Hockey $130 hour 3 8 $650 $19,500 Evening Drop-In Hockey Sessions $600 week - - $600 %18.000 Total Additional Hockey Revenue $4,415 $132,450 Other Skating Skating Club of Vail (Figure Skating) $130 hour 7 10 $390 $11,700 Public Skating (Admission and rentals) $200 hour 4.5 10 $1,100 $33,000 Learn-to-Skate $165 hour 2 6 $660 S19.800 Total Add. Other Skating Revenue $2,150 $64,500 Special Events Concerts and Other Sports $3,500 day 30 50 - $70,000 Hockey and Skating Tournaments 3 $1,850 day 0 9 - $16,650 Conference Event Spillover $3,000 day 0 83 - $249.000 Total Add. Special Event Revenue $335,650 Total Additional Revenue $532,600 1/ Rates represent management's planned rate increase following the currently budgeted renovations. 2/ Calculated during hockey season only (mid-September through March), approximately 30 weeks total. 3/ Assumes each tournament event spans 3 event days. Source: VVTCB - At least 50% of this revenue should be allocated to the Conference Center. Source: Economics Research Associates & Vail Recreation District PAGE 8 VA LCENTEROPERATINGIMPACTS.xIs ICEDEMAND SCHEDULE C-2 TOWN OF VAIL DUAL ICE SHEET FACILITY ESTIMATED NET REVENUE IN A STABILIZED YEAR OF OPERATION SOURCE: VRD & ERA Dobson 2000 Dobson Under Practice Sheet With Practice Budget New Rates Impacts Sheet Revenues Hockey $103,800 $198,000 $132,450 $330,450 Figure Skating $16,750 $27,300 $11,700 $39,000 Special Events $114,950 $105,000 $319,000 $424,000 Tournaments $0 $0 $16,650 $16,650 Summer Programming $89,200 $89,200 $0 $89,200 Public Skating Admissions and Rentals $26,800 $27,000 $33,000 $60,000 Learn-to-Skate $10,000 $9,900 $19,800 $29,700 Other Sources %118.900 900 $00 $l 18.900 Total Revenues $480,400 $575,300 $532,600 $1,107,900 Expenses Labor/Overhead $372,550 $372,550 $277,450 $650,000 Maintenance/Utilities $111,450 $111,450 $113,550 $225,000 Other Operating Expenses $6,700 $6,700 $13,300 $20,000 Special Events $22,560 $21,000 $72,100 $93,100 Figure Skating Programs $13,600 $13,600 $0 $13,600 Summer Programming $32,150 $32,150 $0 $32,150 Other Expenses $2,500 $2.500 So $2.500 Total Expenses $561,510 $559,950 $476,400 $1,036,350 Net Operating Revenue (Loss) ($81,110) $15,350 $56,200 $71,550 Source: Vail Recreation District and Economics Research Associates. PAGE 9 VAILCENTEROPERATINGIMPACTS.As ICEOPS St-nv,DULE D THE VAIL CENTER FAMILY RECREATION CENTER SUMMARY OF OPERATING REVENUES, COSTS, VISITORS, GUEST NIGHTS, TOWN SALES TAX IMPACTS 1. OPERATING REVENUES AND EXPENSES (SOURCE: VRD) OPERATING REVENUES: CLIMBING WALL $20,000 ARCADE GAMES $45,000 BIRTHDAY PARTIES $10.000 TOTAL OPERATING REVENUES 575.000 OPERATING EXPENDITURES: LABOR AND BENEFITS (60 HOURS/WK) $37,500 SLrrLIES, REPAIRS, EQUIPMENT, UTIL111LS, ETC. $32,500 CONTINGENCY $5.000 TOTAL OPERATING EXPENSES $75.000 NET OPERATING REVENUE 5-0 2. ESTIMATED VISITATION FROM NEW NET OUT-OF-COUNTY VISITORS (SOURCE: VRD) TOTAL A i i ENDEES 0 TOTAL VISITOR DAYS/NIGHTS 4 TOTAL ROOM NIGHTS 4 3. TOWN OF VAIL SALES AND LODGERS TAXES GEYERATED FROM FAMILY CTR (SOURCE: VRDJ INCREMENTAL LODGING REVENUES $0 INCREMENTAL FOOD & BEV. REVENUES $0 INCREMENTAL RETAIL REVENUES $0 TOTAL INCREM. SALES TAXABLE REVENUES FROM FAMILY RECREATION CENTER IQ 4% TOWN OF VAIL SALES TAX REVENUES - INCREMENTAL FROM FAMILY REC. CENTER IQ 1.4% TOWN OF VAIL LODGERS TAX REVENUES - INCREM. FROM FAMILY REC. CENTER 5-0 PAGE 10 VAILCENTEROPERATINGIMPACTS.xis 3/1/01 9:11 PM SCHEDULE E THE VAIL CENTER ARTS CENTER SUMMARY OF OPERATING REVENUES, COSTS, VISITORS, GUEST NIGHTS, TOWN SALES TAX IMPACTS OPERATING REVENTJFS AND EXPEN5F,S (SOURCE: VVTCBj OPERATING REVENUES: TICKET SALES SPONSORSHIPS NET PROFIT FOOD & BEVERAGE @ 27% OF GROSS ENDOWMENT INTEREST EARNINGS - 5% @ $6 MILLION $300,000 EQUIPMENT RENTALS BUSINESS SERVICES TOTAL OPERATING REVENUES $300.000. OPERATING EXPENSES: TECHNOLOGIST & BENEFITS $62,500 COMMON AREA MAINTENANCE $42,000 OPERATIONS/EQUIPMENT/SUPPLIESMIAINT. $25,000 UTILITIES $45,000 EQUIPMENT AND REPLACEMENT ALLOWANCE $20,000 OTHER/CONTINGENCY S105.500 TOTAL OPERATING EXPENSES $300.000 NET OPERATING REVENUE $Q 2. ESTIMATED VISITATION FROIVLNEW NET OUT-OF-COTJNTY VISPTPRS (SOIJ&U: VVTQ) - SCH. G ARTS CENTER A i i tNDEES - OUT OF COUNTY 0 FAMILY OF ARTS CENTER A i i tfgDEES Q TOTAL ATTENDEES Q ARTS CENTER VISITOR DAYS/NIGHTS - OUT OF COUNTY 0 FAMILY OF ARTS CENTER VISITOR DAYS/NIGHTS Q TOTAL VISITOR DAYS/NIGHTS Q GROSS ROOM NIGHTS Q NET ROOM NIGHTS NET OF DISPLACEMENT FACTOR OF 25% Q 3. TQWN OF VAI . SALES AND LODGERS TAX GENERATED FROM ARTS C (SOTJ$U: VVTClb INCREMENTAL LODGING REVENUES $0 INCREMENTAL OFF-SITE FOOD & BEVERAGE REVENUES $0 INCREMENTAL OFF-SITE RETAIL REVENUES $0 ARTS CENTER FOOD & BANQUET GROSS REVENUES $0 ARTS CENTER ROOM RENTALS $0 ARTS CENTER EQUIPMENT RENTALS SQ TOTAL INCREMENTAL SALES TAXABLE REVENUES FROM ARTS CENTER sa 4% TOWN OF VAIL SALES TAX REVENUES - INCREMENTAL FROM CONFERENCES $Q 10 1.4% TOWN OF VAIL LODGERS TAX REVENUES - INCREMENTAL FROM CONFERENCES PAGE 11 VAILCENTEROPERATINGIMPACTS.xIs 3/1101 9:11 PM SCHEDULE F i ti.L VAIL CENTER FRACTIONAL OWNERSmr UNITS - 45 UNITS @ 1,600 SQ. FT. (72,000 SQ. FT.) SUMMARY OF OPERATING REVENUES, COSTS, VISITORS, GUEST NIGHTS, TOWN SALES TAX IMPACTS j. OPERATING RF,VF.NUFS AND EXPENSES UNDER BY HO.) TOTAL OPERATING REVENUES SQQ TOTAL OPERATING EXPENSES ~Q NET OPERATING REVENUE ~Q 2. ESTIMATED GUESTS CONDO'S AVAILABLE Q ANNUAL OCCUPANCY RATE - OWNERS D-00% ANNUAL OCCUPANCY RATE - RENTERS 5.00% AVERAGE OCCUPANTS PER CONDO 4_ TOTAL OWNER NIGHTS 4 TOTAL RENTER NIGHTS 4 TOTAL NIGHTS 4 TOTAL NET NIGHTS % 75% 4 3. TOWN OF VAIL SALES AND LODGERS TAX EN . ATED FPQM FILACTTON,AL (SOURCT! VVTCM INCREMENTAL LODGING REVENUES $500.00 $0 INCREMENTAL FOOD & BEVERAGE REVENUES $56.00 $0 INCREMENTAL RETAIL REVENUES $58.00 80% $Q TOTAL INCREMENTAL SALES TAXABLE REVENUES FROM FRACTIONAL OWNE lQ 4% TOWN OF VAIL SALES TAX REVENUES - INCREMENTAL FROM FRACT. OWNERSH 1.4% TOWN OF VAIL LODGERS TAX REVENUES - INCREMENTAL FROM FRACT. OWN ~Q 4. TOWN OF VAIL REAL ESTATE TRANSFER TAX REVENUES TRANSFF RR FROM FR.ACTTONAL SALE SQUARE FEET OF FOR SALE FRACTIONAL OWNERSHIP 22.000 ASSUMED AVERAGE SALES PER SQUARE FOOT4 GROSS SALES ~Q AVERAGE SALES PRICE PER LIVING UNIT #DIV&v 1% REAL ESTATE TRANSFER TAX (FROM INITIAL SALES ONLY) $4 PAGE 12 VAILCENTEROPERATINGIMPACTS.xIs 3/1/01 9:11 PM St;nbDULE F ESTIMATED VISITATION FROM NEW NET OUT-OF-COUNTY VISITORS CONFERENCES, LEARNING CENTER, RECREATION, ARTS Estimated number of visitors Conference Center Attendees 24,875 Family of Conference Attendees 12,440 Learning Center Attendees - (out of Town) 1,148 Learning Center Attendees - (local) 2,092 Family of Learning Cntr Attendees (out of Tow 574 Performance Events Attendees 1 4,000 Ice Rink Tournaments Attendees z 1.400 Total Visitors 46,530 Estimated number of visitor days/nights Conference Center 79,600 Family of Conference Attendees 39,800 Learning Center 3,675 Family of Learning Center Attendees 1,838 Performance Events Attendees 4,000 Ice Rink Tournaments Attendees 4am Total Visitor Days/Nights 133,113 Net of Displacement Factor of 25% 101,884 ' Estimated number of room-nights Gross Conference Center Attendees 79,600 Conf. Center Attendees Net of Displacement 3 59,700 Family of Conference Attendees 0 Gross Learning Center Attendees 3,675 Learning Center Attendees Net of Displacement 2,756 Family of Learning Center Attendees 0 Performance Events Attendees 1,000 Ice Rink Tournaments Attendees 2.M Total Room-nights 65,786 1/ Includes out-of-county visitors attending performances at both the ice arena and the conference center ballroom. 2/ Tournament attendees include both participants and spectators. 3/ Assumes conference events will result in a net displacement of 25 percent of other visitor roomnights in Vail. • Source: Economics Research Associates & VVTCB and JHK. PAGE 12 i ~ • SCHEDULE G ESTIMATED DAILY OFF-SITE CONFERENCE AND ICE RINK VISITOR SPENDING CONFERENCES, LEARNING CENTER, RECREATION, ARTS Avg. per capita off-site lodging expenditures Conference Center Attendees $150.00 Learning Center Attendees $150.00 Pe. f ....ance Event Attendees $219.00 Ice Rink Tournaments Attendees $85.00 Total Lodging Expenditures $9,785,488 Avg. per capita off-site food and beverage expenditures Conference Center Attendees $56.00 Families of Conference Attendees $56.00 Learning Center Attendees $56.00 Families of Learning Center Attendees $56.00 Performance Event Attendees $20.00 Ice Rink Tournaments Attendees $56.00 Total food and beverage expenditures $5,638,700 Avg. per capita off-site retail expenditures Conference Center Attendees $58.00 Families of Conference Attendees $58.00 Learning Center Attendees $58.00 Families of Learning Center Attendees $58.00 Performance Events Attendees $10.00 Ice Rink Tournaments Attendees $58.00 Total retail expenditures $5,797,225 Total retail expenditures reduced by 20% (1) $4,637,780 GRAND TOTAL VISITOR OFF-SITE SPENDIN $20,061,968 (1) Reduced for retail sales shipped from Vail & not subject to sales tax. Source: Economics Research Associates & VVTCB PAGE 13 SCHEDULE H ESTIMATED FISCAL IMPACT OF PROPOSED ALTERNATIVES ON TOWN OF VAIL (EXCLUDING IMPACTS FROM FRACTIONAL OWNERSnir HOUSING PROJECT) Annual Impacts from Visitor Spending Visitor Food and Beverage Spending $5,568,137 Conference Center/LC Gross F & B Spending $3,785,750 Conference Center/LC Gross Room/Equip. Spend $773,925 Visitor Retail Spending $4,567,217 Visitor Lodging Spending x785.488 Total Increase in Spending $24,480,517 Direct Revenues to VVTCB Lodging Tax Revenue for Marketing (1.4%) $136,997 Direct Revenues to Town of Vail Lodging Tax Revenues to Town of Vail (4.0%) $391,420 Sales Tax Revenues to Town of Vail (4.0%) ~,$5 ,7.801 Total Direct Revenues to Town of Vail $979,221 Source: Economics Research Associates & VVTCB. PAGE 14 The Vail Center Communications Plan - Detail February-August, 2001 1. INTRODUCTION Since its beginnings in 1962, the Vail community has rallied behind the Mountain for its shared success. Now, nearly 40 years later, and like the miners before us, we recognize that same formula can no longer sustain the quality of life we've come to take forgranted. After experiencing several lackluster ski seasons and their widespread impacts, it has become clear that to avoid mediocrity, Vail must work actively to control its own destiny. Vail's future can be strengthened, we reasoned, by returning to our roots in setting a new standard and reclaiming a leadership position "as the premier mountain resort community." A major thrust of this vision is to develop a "learning economy" that enriches our lives and compliments our remarkable recreational economy. In a sense, this effort would serve to strengthen the resort and nourish the community to assure Vail remains the world's foremost mountain resort into the 21st Century. And thus, The Vail Center is born. The goal of the Vail Center communication plan is to develop the infrastructure for creation of peer-to-peer grassroots networking among targeted audiences to create a basic understanding of The Vail Center components and its associated benefits. This platform of increased understanding will serve as the foundation in garnering multiple levels of support. Those outcomes include: • continued momentum in project decision-making • a "yes" vote at the polls • private-sector financial contributions at all levels and well beyond Vail's boundaries • recruitment of volunteers at all levels and well beyond Vail's boundaries The Vail Center communication plan outlines the development of a meaningful description of the project, associated benefits, target audiences, core messages, strategies and tactics, timetables, communication tools and budget. The program will be executed in three phases: pre-election (February-August, 2001); election (August- November, 2001); and post-election (November, 2001 forward). II. Project Description The Vail Center will strengthen our economy and help build our community. It offers a unique blend of facilities and programming designed to assure that Vail remains the world's foremost mountain resort community into the 21st century. The Center is comprised of three interrelated elements: . recreational facilities, including an ice rink, skatepark, climbing wall and youth center; • conference and learning facilities for groups of up to 700, including a 300 seat auditorium/theater; • educational and cultural programming. This blend of elements is designed to maximize the benefits for residents and guests of all ages, help local businesses by increasing tourism, especially in the off season, and 3 attract a level of private funding that maximizes taxpayer benefits while minimizing taxpayer impact. The Center, designed on a "college campus model," is expected to become a place where locals and guests will congregate and participate in activities designed to enrich their lives. Considerable thought has been given to the blend of elements to assure the economic viability of the project. Input from local residents, second homeowners and the businesses community was gathered over a five-year period and is reflected in this plan. Additional input is constantly being incorporated. You are encouraged to get involved. This project will be funded in a variety of ways. Although local taxpayers will be asked to approve a property tax increase, this increase will be limited to not more than 2.75 mills, or $27 per $100,000 assessed valuation for residential property, and will not go into effect unless and until the balance of the funding is assured. By including educational programs designed to appeal to private donors and charitable foundations, the planners expect to obtain a significant share of the total facility cost from non-public sources. These educational programs - including "centers" for environmental study, health and wellness, and leadership training will be a magnet for non-peak season guests as well as a wonderful new educational resource for residents. Local business and employees can be expected to benefit from reduced dependence on snow-related activities, increased year-round tourism and permanent employment opportunities. By including the meeting and conference facility, the project is expected to become self-sustaining and contribute to, rather than divert town revenues needed for other purposes. In a nutshell, this plan is doable, supportable and worth the effort. III. Target Audiences Five primary target audiences have been identified as part of this plan. Each audience includes its own set of sub-markets that are considered key influencers to the Vail Center project. A. Primary Audiences Audience 1 Registered voters in Vail Registered voters in Vail Recreation District Audience 2 Vail Part-time residents (highest concentration of Vail's part-time residents) • Part-time homeowners/ Front Range • Part-timers from N.Y., Chicago, Dallas, LA Audience 3 Residents of Eagle County, outside of the Town of Vail City limits 4 Part time Eagle County residents • Audience 4 Public Opinion Leaders & Supporters Influencers to the project Audience 5 Philanthropic/Corporate Sponsorship B. Target Audience Detail Audience 1 Registered voters in Vail • Registered voters (aprox. 2000) that include retirees, seasonal workers, young professionals, business owners, families residing within the Town of Vail City limits. (need demographic breakout) Registered voters in Vail Recreation District Geographic Neighborhood Contacts Neighborhoods specifically targeted will include: • Vail Village • East Vail • Potato Patch • Spraddle Creek • Booth Creek/Aspen Lane • • Golf Course/Ford Park • Intermountain • Matterhorn/Cascade Village • West Vail • Vail Commons • Buffehr Creek • Sandstone Clubs & Organizations within Town of Vail • Rotary • SOS • Club 50 • Skating Club • Vail Jr. Hockey • Ski Club Vail, Glitter,Gates and Skates, Les Streeter Ski Program • Vail Recreation District sports teams • Partnership for Environmental Education Programs (PEEP) • Vail Alpine Garden Foundation • Colorado Ski Museum • Friends of the Library • Merchant community (Merchant Associations) • Lodging community (VVTCB) • User/Benefit Groups • Skaters 5 • Boarders/bladers • Meeting planners • CMC students and faculty • Community Theater members • Centers Members and program participants (Mtn. Stewardship, Wellness, etc.) • Event Producers • Non-profits • Affordable housing proponents Audience 2 Vail Part-time residents • Part-time homeowners/ Front Range • Part-timers from N.Y., Chicago, Dallas, LA Geographic Neighborhood Contacts Neighborhoods specifically targeted will include: • Vail Village • East Vail • Potato Patch • Spraddle Creek • Booth Creek/Aspen Lane • Golf Course/Ford Park • Intermountain • Matterhorn/Cascade Village • West Vail • Vail Commons • Buffehr Creek • Sandstone Audience 3 Residents of Eagle County, outside of the Town of Vail City limits • Retirees, seasonal workers, young professionals and families • Large employers • Part-time residents User/Benefit Groups Skaters Boarders/bladers Merchant communities (Avon, Edwards) Event Producers Meeting planners (corporate and association groups) Non-profits Commercial carriers (CME) Eagle County Airport Affordable housing proponents Part time Eagle County residents • Key neighborhoods and homeowner associations of Cordillera, Homestead, i Singletree, Eagle Vail, Bachelor Gulch, Arrowhead, Beaver Creek, Avon, Edwards, Mountain Star, etc. 6 • Audience 4 Public Opinion Leaders & Supporters Influencers to the project C3 & C4 Boards Vail Town Council . Vail Recreation District Board Eagle County Commissioners Vail Tomorrow Coordinating Team CMC Board of Regents East Village Home Owners Association Vail Valley Foundation Board Water Board School Board Vail Mountain School Board Vail Religious Foundation Vail Symposium Vail Restaurant Assn. Vail Valley Theatre Company Bravo! Board Vail Valley Medical Center Vail Resorts Upper Management Gore Range Natural Science School White River Institute Vail Chamber and Business Association • Vail Valley Chamber of Commerce Vail Valley Tourism & Convention Bureau Steadman-Hawkins Clinic & Foundation Ski Club Vail Game Creek Club Passport Club Terry Minger Pete Seibert Vail Former Mayors Vail Former Councilmembers Vail Board of Realtors Lodging Community 2nd Generation Children (Kim Langmaid, Kerry Donovan, Jonathan Staufer) Audience 5 Philanthropic/Corporate Sponsorship The Philanthropic community will be a focussed effort that informs, enlists and gains support for the Vail Center project. It includes: Individuals and foundations, including Game Creek Club and Passport Club Corporations interested in Sponsorship IV. CORE MESSAGING BY AUDIENCES Audience 1 • Registered voters in Vail Registered voters in Vail Recreation District 7 . Core Messages • The Vail Center will strengthen our economy and community. • We've all learned these past few years that everyone suffers in low snow years and we can't just rely on skiing alone. Vail needs to invest in drawing visitors here year- round to keep our local businesses consistently thriving. • This initiative will fund recreational features like the climbing wall, teen center and youth programs to give kids in the Vail Valley something positive like sports and the arts to get involved in-AND keep them busy and out of trouble after school. • Vail Center will be a year-round community crossroads, where learning, recreation and culture come together. This project is for US-it is not just for those with two homes, but for those with two jobs as well. • The Vail Center project will help strengthen our economy and nurture our community because it is designed with local needs in mind. • The new conference and learning center will generate visitors coming in the off- season. It is estimated that there will be 65,000 additional hotel room nights and an additional 15 to 20 million dollars in revenue generated by this project. • Considerable thought has been given to the blend of recreational, cultural and educational elements to assure the economic viability of the project. • The project will be funded in a variety of ways. Although local taxpayers will be asked to approve a property tax increase, this increase will be limited to not more than 2.75 mills, or $27 per $100,000 assessed valuation for residential property, and will not go into effect unless and until the balance of the funding is assured from the private sector. • • By including educational programs designed to appeal to private donors and charitable foundations, the planners expect to obtain a significant share of the total facility cost from non-public sources. • The educational programs-including "centers" for environmental study, health and wellness, and leadership training-will be a magnet for non-peak season guests as well as a wonderful new educational resource for residents. • Local businesses and employees can be expected to benefit from reduced dependence on snow-related activities, increased year-round tourism and permanent employment opportunities. By including the meeting and conference facility, the project will become self-staining and contribute to, rather than divert town revenues needed for other purposes. • The Vail Center project is critical to revitalizing the town and providing a thriving year-round economy. It also provides for desirable community facilities at the same time. A telephone survey of 250 registered voters in Vail, conducted in February, shows overwhelming support for the project. • Facility addresses needs and desires expressed by residents, the local business community and private donors-like a three-legged stool. Remove one of the legs and the stool falls over. • Every $1 "yes" vote leverages in private dollars • The Vail Center project is doable... supportable.. and worth the effort. Audience 2 • Vail Part-time residents • Part-time residents will benefit in the same way full-time residents will in that the Vail Center will strengthen our economy and community. When we talk about locals, 8 • we're including our part-time residents within that audience group (repeat audience 1 benefits) • It will add to the network of world-class facilities that will complement existing recreational and cultural amenities for the benefit of Vail Valley residents and guests • Helps maintain, even increase property values • Makes Vail more complete as a resort community • The project is structured to protect taxpayers in that no approved property tax increase will go into effect unless and until the balance of the funding for the project, both capital and operations, is assured • Many part-time residents have been participating in development of the Vail Center concept and have represented your interests and concerns Audience 3 Residents of Eagle County, outside of the Town of Vail City limits Part time Eagle County residents • We're really one community; one valley 1/ 2 mile wide, 50 miles long. • Strengthening Vail's economy will strengthen communities up and down the valley; As Vail goes, so goes Avon, Edwards, Eagle, Gypsum, etc. • There will be recreation and enrichment opportunities for your use Audience 4 Public Opinion Leaders & Supporters Influencers to the project • • This is the right project at the right time; let's work together to get it done • This is not the project to compromise to the lowest common denominator • We need to be bold; we need to believe in ourselves • We have the momentum (successful lodging tax, de-brute) • We have the endorsements Audience 5 Philanthropic/Corporate Sponsorship • Leave a legacy for future generations • Create a new learning economy to complement our recreation economy • Help the centers" launch important research projects • Create a venue for world forums • Help put Vail on the map as a distinguished learning laboratory for Fortune 500 - executives • Be on the cutting edge of technology; the Silicon Valley of the Rockies • Use the community as a laboratory to test new approaches in consensus-building, environmental awareness • We're asking taxpayers to support the recreation and conference components; private donors to support education and culture components 9 V. COMMUNICATION PLAN STRATEGIES & TIMELINE Strategies and Tactics are identified by target audience. They include the use of communication vehicles currently in place as well as the development of new materials to effectively target each identified segment. Residents Responsible Partv Timetable • Develop a description and core audience benefits Message Team/VRI February of the Vail Center and test for clarity, understanding and impact via telephone survey; refine during Feb. 26 Message Team meeting; continue refinements throughout campaign • Identify "champions" from user groups, demographic Strategy, Message Groups March/ongoing sectors and neighborhoods; use as dialogue leaders • Launch community dialogue sessions to build Strategy, Message Groups February/ongoing awareness, understanding and support • Mount a letters to the editor campaign with each Strategy, Message Groups April/ongoing champion taking a turn; goal is to have two or more letters a month, increasing to one letter a week, to one a day; also include articles and special sections. • Ask champions to touch base continuously with Strategy Group April/ongoing Vail Town Council to demonstrate level of support and to share opinions heard on the street. • Develop a data base to include all target groups Message Team March/ongoing • Open a "showroom" office in basement of Vail Library or Strategy Group May Showcase "tent" atop LH parking structure (VRI yurt?) • Announce a goal of raising X dollars to be pledged JHK, C3 June/ongoing prior to the election. • Use Web site, community newsletter, Channel 5, TV 8, Message Team March/ongoing TOV Weekly News, Vail-Mail, Channel 17, to disseminate results of latest public opinion survey and project benefits • Involve Bill Jensen as VRI rep/spokesman Kristin Yantis/Robin Litt February/ongoing • Purchase a voter list and develop targeted mailings Message Team March/ongoing • Schedule networking coffees and functions for groups Message Team March/ongoing (young professionals, retirees, etc.) • Identify target groups and organizations and create a Message Team February/ongoing schedule of their regular meetings • Schedule presentations to clubs, organ. And employers Message Team March/ongoing Down Vallev Responsible Partv Timetable • Identify "champions" from user groups, demographic Strategy Group March/ongoing sectors and neighborhoods • Lobby County Commissioners for financial support Champions March/ongoing • Arrange for presentations to homeowners groups Message Team March/ongoing (Singletree, Eagle-Vail, Homestead, etc.) • Involve "champions" in planning for community facilities Strategy Group March/ongoing at Berry Creek Fifth, Eagle County Fairgrounds to avoid duplication in planning Part-time residents Responsible Party Timetable • Conduct independent public opinion survey of selected Strategy Group March/ongoing sample and adjacent property owners with support from Vail Village Homeowners; evaluate areas of support and areas of concern; adjust project to show responsiveness. • Use Vail-Mail as a tool to announce the findings and/or Message Team March/ongoing supplement the survey • Identify part-time resident "champions" based in Denver, JHK, C3 April/ongoing New York, Chicago, Dallas and LA who will agree to sign a letter in support of the project and will help host a "fact-finding" meeting in their home city. • Mail cover letter from champions, Q&A, and survey Message Team May results to all part-time residents to create greater understanding of property tax and potential philanthropic support. • Widely distribute information about pledges and Message Team July/ongoing involvement by part-time residents Public Opinion Leaders & Supporters Responsible Partv Timetable • Create an information packet/PowerPoint presentation Message Team March/ongoing for use by project champions • Contact key leadership groups and ask to be placed on Message Team March/ongoing their upcoming agendas with the eventual goal being an endorsement User Groups Responsible Party Timetable • Identify and gather group lists that can be used for Message Team February/ongoing updates, letters of support, calling trees, etc. • Identify champions from each group Strategy Group March/ongoing • Sponsor "demonstration days" Centers June Media Responsible Party Timetable • Assemble a press kit Message Team March/ongoing • Create ongoing media background sessions Message/Strategy March/ongoing with editorial boards • Schedule regular TV interivew slots on 17, 5 & 8 Message/Strategy March/ongoing • Utilize Colorado Public Radio for updates and Message Team Ongoing sponsorships • Work toward editorial endorsement from Strategy Group Ongoing Vail Daily, Trail, others • Build in-state and national exposure Kristin Yantis Ongoing Philanthropic Responsible Partv Timetable • Announce pledges strategically to build momentum Message Team August/ongoing into the election • Research and create a targeted list of funding prospects JHK, C3 Board March/ongoing and associated contacts • Provide communications materials to target this group Message Team March/ongoing (case for support, folder, etc.) • Approach philanthropic target audience to solicit JHK, C3 Board April/ongoing donations and support Corporate Responsible Partv Timetable • Announce pledges strategically to build momentum Message Team August/ongoing into the election • Need indication of VRI's support early on Strategy Group July/ongoing • Research and create a targeted list of funding prospects ISI February/ongoing and associated contacts • Provide communications materials to target this group Message Team March/ongoing • Approach target corporations to solicit donations ISI March/ongoing and support VI. Tools Responsible Party Timetable • Positioning statement Message Team February • Case for support Message Team February/ongoing • Public opinion surveys Strategy Group February/ongoing (residents, part-time residents, adjacent property owners) • FAQ Message Team February/ongoing • www.vailcenter.orq Message Team March/ongoing • "Meeting in a box" for champions (PowerPoint presentation, Message Team March/ongoing notebook, etc.) • Compile and share examples of public projects on the Message Team February/ongoing Front Range and elsewhere as a community confidence-builder that Vail is not alone in its efforts to move an ambitious project forward • Compile a mock activity schedule for the building to show the Message Team March/ongoing high level of use (snapshot in time) • Press kit (national and local) Message Team March/ongoing • Presentation folders (contains case for support) Message Team March/ongoing • Architectural design presentation boards Design Team May • Office wall materials/showcase yurt Message Team May • Vail Center letterhead Message Team March VII. Direct Communication Vehicles Currently in Place • Vail-Mail (subscriber-based e-mail service from TOV for part-time residents), 450 • Vail Tomorrow/Lionshead Master Plan/Hub site public process mailing list (1,000-plus) • Broadcast e-mail service (media and interested citizens) • Vail Center involvement list • TOV Home Page (community newsletter mailed to full and part-time residents in Vail) • TV Channel 19 community message board • TOV Web site, vuww.vailoov.com • WRI Web site, www.wriver.ora PUBLLC OPINION STRATEGIES Turning Questions Into Answers. MEMORANDUM TO: STRATEGY TEAM AND VAIL TOWN COUNCIL FROM: LORI WEIGEL RE.: KEY FINDINGS FROM A SURVEY OF LIKELY VOTERS IN THE TOWN OF VAIL DATE: FEBRUARY 28, 2001 The following key findings are drawn from telephone interviews with N=250 registered "likely" voters throughout the Town of Vail. The margin of error associated with a sample of this type is + 6.2%. • Interviews were gathered February 18-25, 2001. KEY FINDINGS < There is definite recognition of the need to revitalize Vail and that tourism is very important to Vail as a town and to a majority of voters personally. A majority (56%) say that increasing or sustaining year-round tourism in Vail is very important to them personally, and another 72% say that it is important for Vail to do so. Notably, 61% of Yes voters say increasing year-round tourism is important to them personally, compared to 44% of No voters. < That being said, affordable housing is still the top issue for voters (38%) over revitalization (20%), growth (17%), parking (7%) and education (6%). < There is fairly high awareness of the proposed initiative to fund a new "learning and recreational facility called the Vail Center", as 35% say they have heard a lot and another 37% say they have heard something about it (only 28% say they have heard "not much" or "nothing at all"). However, it is clear that there is some lack of information, as only 13% say they have heard that the Vail Center could be paid for with increased property taxes - nearly as many as think it would be paid for with increased sales taxes < Still, support is VERY high among those who have heard about it, as 68% say they favor the proposal based on what they know, compared to only 17% who oppose it. • < Currently, a majority of voters indicate they would vote to pass this initiative to increase • the property tax for a center to include a conference/learning center, theater, ice rink and family entertainment center. While over two-thirds of the voters (67%) would vote Yes for the 2.25 mils increase (31% No), only 55% would vote Yes for the four mils increase (42% No). < Four mils DOES appear to cross a major threshold for voters, who are much more supportive of the 2.25 mils level. This type of major divide on the amount of the tax is highly unusual, and may be due to an awareness of the 2.25 mils amount by some voters. < Importantly, a majority of voters asked about either level of funding says they currently feel they like the proposal and will vote for it (56%). Only 11% take the opposite view that they don't like and could never support it. Therefore, a clear swing voter group emerges that is quite large, as 29% of the voters say they could vote Yes if they thought the initiative would be good for Vail. These voters are more likely to be seniors (40%), women under the age of 45 (34%), GOP men (41%), Independent women (42%), home owners (33%), upper income voters (40%), lived in the town of Vail 15 or more years (34%), and live in Precincts 13 (36%) or 14 (34%). < Based on the reaction by votes to the messages and their comments in the open-ended questions, it is clear that this initiative needs to be couched in several very important ways in order to be successful. The initiative should be framed as... 1. Critical to revitalizing the town and providing a thriving year-round economy • 2. Funded in a number of ways besides property taxes, particularly by those who use the Center - be they tourists or down valley residents. 3. A place for Vail's kids so they are busy in positive activities and out of trouble < The wellness center - if an inexpensive fitness center component is included - could also be a positive for the Vail Center. There were several specific mentions among No voters about the lack of a fitness center's inclusion in our trial ballot language. < Notably, the survey also reinforces that this initiative will be about building and then sustaining support, as a No campaign will have an easier time of chipping away at the Yes vote. Despite the fact that the negative messages against the initiative were fewer in number and tested lower than the positive messages in support of the initiative, there is a drop-off in support on the final ballot. Just 58% would vote Yes for the 2.25 mils increase after hearing one set of messages (net drop of nine points), while 52% (net drop of three points) would vote Yes for the 4 mils increase after hearing a different set of messages. Public Opinion Strategies February 28, 2001 Executive Summary Page 2 I THE VAIL CENTER Naming Rights Comparable Charitable Facilities Facility General Construction Naming Gift Percent Description Cost Vilar Center Performing Arts Center $13.5 Million $3.0 Million 22.2% Vilar Pavilion at Ford Amphitheater Outdoor Amphitheater $9.0 Million $3.5 Million 38.9% Shaw Pavilion at the Hospital $20 Million $13 Million 65% Edwards Medical Center Daniels College of Teaching Facility $22 Million $11 Million 50% Business at Denver U. Starz Encore Film University Facility and $7 Million $5 Million 71.4% Center at CU-Denver Four Screen Exhibition Hall Eaton Humanities University Learning Facility $10.8 Million $5 Million 46.3% Building at CU-Boulder Comparable Charitable Facilities Facility General Construction Naming Gift Percent Description Cost El Pomar Center, Library Renovation and $29 Million $4 Million 13.8% Colorado University at Technology Center Colorado Springs Benson Earth Sciences University Learning Facility $17 Million $3 Million 17.6% Building at Colorado University, Boulder Leon and Dora Wolf University Learning Facility $39.6 Million $3 Million 13.2% Law Building at Colorado University, Boulder Morgridge Building at Learning Facility. Community $5.5 Million $1 Million 18.2% CO Mtn.College, Aspen Room and Art Gallery Anchutz Center for CU Hospital Development $170 Million $30 Million 14.7% Advanced Medicine, at former FitzsimmonsArmy Denver Medical Center Comparable Charitable Facilities Facility General Construction NaminE Gift Percent Description Cost Kenneth King Academic Classrooms, Office Space, $38 Million $1 Million 2.6% And Performing Arts Recital Hall, Courtyard Center at Auraria Theater and Recital Hall Campus, Denver Hammond Theater, Performing Arts Facility $16 Million $8 Million 50% Springfield Ruth Lilly Hall, Performing Arts Facility $51 Million $17 Million 33% Indianapolis Leid Center at Performing Arts Facility $20 Million $10 Million 50% University of Kansas Leid Center at Performing Arts Facility $18 Million $10 Million 56% University of Nebraska Kravis Hall at Performing Arts Facility $60 Million $8 Million 13% West Palm Beach Comparable Charitable Facilities Facility General Construction Naming Gift Percent Description Cost O'Keefe/Hummingbird Performing Arts Facility $9.8 Million $5 Million 51% Center, Toronto Denver Center for the New Ballroom $7 Million $2 Million 29% Performing Arts Spivey Hall, Atlanta Performing Arts Facility $4.5 Million $2.5 Million 56% Plus Endowment of $1.5 Million 89% Spencer Hall, Performing Arts Facility $17 Million $17 Million 100% Riodoso, New Mexico Harris Hall, Aspen Performing Arts Facility $6 Million $1 Million 17% Morrison Center, Boise Performing Arts Facility $18 Million $12 Million 67% Plus Endowment of $2.5 Million 80.5% Bass Performance Hall, Performing Arts Facility $60 Million $18 Million 30% Fort Worth Comparable Charitable Facilities Facility General Construction Naming Gift Percent Description Cost Walton Arts Center Performing Arts Facility $9 Million $4.5 Million 50% Sterling Smith Tower, Observation Structure and $2.9 Million $800,000 27.6% Colorado Museum of Building Renovation Western History, Grand Junction Regis Philbin Studio Part of New Notre Dame NA $2.75 Million NA Theater, South Bend Performing Arts Center . Corcoran Gallery of Art, Program Underwriting, $120 Million $30 Million 25% Washington, D.C. Restoration of Museum and Construction of New Wing Ford Centre for the Performing Arts Venue $18 Million $7 Million 38.9% 2929Performing Arts, (U.S.) North York, Ontario Ford Centre for the Performing Arts Venue $16.9Million $3 Million 17.8% Performing Arts, (U.S.) Vancouver, B.C. Comparable Charitable Facilities Facility General Construction Naming Gift Percent Description Cost Ritchie Center for Venue for Athletics, Research, $70 Million $15 Million 21.4% Sports & Wellness at Wellness Activities and Denver University Community Events Coors Events Center Athletic Events Venue $7 Million $5 Million 71.4% at Colorado University, Boulder Black Family Ice Rink Outdoor Rink in BC $2.2 Million $500,000 22.7% Charlene Giebler Indoor Professional Hockey $2.1 Million $3003,000 14.3% Community Ice Arena Sized Rink. Grand Junction Average Paid For Permanent Charitable Facility Naming Right: 39.6 % of Total Construction Cost Comparable Sports Facilities Facility_ General Construction Naming Gift Percent Description Cost Pepsi Center Professional Sport and $160 Million $35 Million 21.9% Events Center (20 Year Tc,,,,,) Invesco Field at Professional Football $400 Million $120 Million 30% Mile High Stadium (20 Year Term) Coors Field, Denver Professional Baseball Stadium $215 Million $30 Million 13.9% (15 Year Term) Fedex Field, Professional NA $205 Million NA Washington, D.C. Football Stadium (27 Year Term) Phillips Arena Professional Hockey and NA $181.8 Million plus NA Basketball Facility Exclusive Product Use (20 Year Tr,,,,) Average Paid For Term Limited Sports Facility Naming Right: 21.9% Of Total Construction Cost Other Comparable Facilities Facility General Construction Naming Gift Percent Description Cost National Air and Space Facility Expansion NA $60 Million NA Museum, Washington, D.C. Discover (Financial 1.3 Million Square Foot NA $10 Million NA Services) Mills Mall, Shopping Mall (10 Year Term) Georgia Kodak Center, Home of the Academy $80 Million $75 Million 93.8% Hollywood Awards General Naming Rights Policies University of Colorado rules state that a building can be named for an individual or group if their contribution covers at least 50 percent of the construction cost, or if their donation kick-starts the project. Stanford University: 1. Buildings - Donor names proposed for buildings or portions of buildings are reviewed on a case-by-case basis; the "name" gift will normally cover between 35 and 70 percent of total project costs. 2. Other Features - Donor names proposed for fountains, ornamental buildings, landscaping and similar features will normally require a gift to cover the full cost of the project and a maintenance fund. Denver University: New Building Construction - 65 to 100% of actual cost Renovations - 80 to 100% of actual cost Carnegie Hall: 40 percent Denver Zoo: 40 Percent Average General Policy for Permanent Facility Naming Right: 57.1% of New Construction Cost Comparable Cultural Contributions FacilitvBenefactor General ProLram Donation Percent Description Cost Amount Vilar Institute For Arts Training Programs for Arts $35 Million $35 Million 100% Management, Kennedy Managers and Board Members Center, Washington D.C. at Performing Arts Center Kirov Ballet, Underwriting for Performance $15 Million $15 Million 100% Washington, D.C. Series at Kennedy Center (10 Year Term) Washington Opera, Underwriting for Performance $8 Million Washington, D.C. Series and Young Artist Development Los Angeles Opera Development Underwriting $10 Million $10 Million 100% For New Opera Productions Kirov Ballet, Development Underwriting $14 Million $14 Million 100% Russia For New Ballet Productions And Tour Comparable Cultural Contributions FacilitvBenefactor General Donation Description Amount Smithsonian Institute, Museum of American $100 Million Washington, D.C. History and Museum of Natural History Projects Kennedy Center, General Program $10 Million Washington, D.C. Underwriting Coleman Institute For Multi-Campus Advanced $250 Million Cognitive Disabilities, Research and Development of University of Colorado Life Enhancing Technologies COUNCIL FOLLOW-UP i uNiG QUESTIONS FOLLOWUP - 2001 1/23101 PEDESTRIAN BRIDGE (TO THE GREG H.: The load capacity continues to be an issue; Staff is currently getting an updated engineer's rating which is EAST OF THE INTERNATIONAL BRIDGE) is it time to remove the bridge altogether, continue to expected to take a couple months. monitor and control "load", or take steps to buoy up the foundation/support? 1/23/01 VACANT STORES RUSSELL/BOB: As retail spaces become vacant, it is Susanne Chardoul will present to the Vail Chambers and Business supremely better to have storefronts with displays from Association Board of Directors next week, and with their adjacent stores UNTIL the vacant space is rented, endorsement, will present to the membership at their next regular rather than allow them to stay empty. Can the town meeting, March 13th. take a more active role in encouraging landlords to allow this interim practice? EXAMPLE: Covered Susanne thought this was an excellent direction for the VCBA to Bridge Store/Village. support and implement. 1/23/01 NOTIFY PROPERTY OWNERS RUSSELL/GREG M.: Of the following need of repair- The Club-the corner of the building near the entrance has crumbling plaster. Bob will discuss with property owners. Clark's Market - dried out wreaths on wall. 2/6/01 SKI STORAGE SIGN RUSS: There is a large ski storage sign on the steps to The sign had been removed when Community Development staff was the Kaltenberg Brewery for the lower ski storage. Is over there but has now returned in a couple additional locations. KEVIN FOLEY this legal? Police will cite. 2/13/01 VVTCB'S 2002 WINTER GUIDE PAM: Left a voicemail for Kelly Layton Wednesday, Suzanne Chardoul has referred Kelly to a meeting with Ron 2/14, in re: to whether this is a duplication of a Weinstein (Roxy's) who is head of this sub-committee for the VCBA. SYBILL NAVAS fulfillment piece that could be coordinated w/the Vail They will meet Thursday (2-22-01) and Kelly will follow-up on the Chamber and Business Association's "The Guide." result. F:lmcasterlbsalterlagendalfollowup13-6-01 cfu March 6, 2001 - Page 1 COUNCIL FOLLOW-UP , Tnf'IC QUESTIONS FOLLOWUP 2001 2/20/01 SKI PASS RESTRICTIONS ON BOB/SUZANNE: How can ski pass restrictions be PRESIDENT'S WEEKEND designed during peak periods to strike a balance in the community? SYBILL NAVAS 2/20/01 TOWN SERVICES VS. COUNTY BOB: Supply list for County of Town of Vail services provided, in response to their list of county-wide DIANA DONOVAN services provided to the town. 2/20/01 LIONSHEAD VIEW CORRIDOR #2 RUSS: When does this return to Council? George will draft a memo for the 3/13/01 packet (to be available 3/9/01) which will suggest a re-surveying of the corridor at Council DIANA DONOVAN direction. 2/20/01 PARKING REGULATIONS FOR GREG H./MIKE ROSE: A note of concern is the Last fall it was discussed as to whether all passes should be reserv 2001-2002 perceived "subsidized" parking rates for down valley ed for Vail residents, property owners, or Vail business employees residents (from a Vail local). OR whether they should be left available to all Eagle County DIANA DONOVAN residents. Council's decision was to keep them available county- wide. 2/20/01 NATURE CENTER BRIDGE SIGN PAM: The professional closure sign promised has not FOLLOW UP: Pam spoke w/Kurt Krieg Thursday, 2/22/01; he appeared. apologized for the delay and said the sign would be immediately DIANA DONOVAN forthcoming. 2/20/01 DEMO-REBUILD VS. REMODEL RUSS: Provide an work session agenda item to review This item has been scheduled for the April 3rd work session. the definition of a demo-rebuild vs. a remodel, based on DIANA DONOVAN the fact several homes the size of "hotels" have been built recently on the golf course. (I F:lmcasterlbsalterlagendalfollowup13-6-01 cfu March 6, 2001 - Page 2 COUNCIL FOLLOW-UP TOPIC QUESTIONS FOLLOWUP x:001 2/27/01 VRD 3 YEAR PLAN PAM: Order 6 copies of the long-range planning FOLLOW UP: Done. The tapes should be delivered within a week. meeting taped by Channel 5 on Tuesday, February DIANA DONOVAN 27th. 2/27/01 NATURE CENTER ON STREET GREG H./GREG M.: The Nature Center is interested in PARKING creating 6-8 parking spaces along Vail Valley Drive to accommodate both employees and guests. DIANA DONOVAN 2/27/01 VRD REQUEST TO EXTEND GREG H./MIKE ROSE: The VRD is requesting the in- IN-TOWN SHUTTLE town shuttle be extended to the soccer field turnaround. DIANA DONOVAN 2/27/01 ICE DOME TO BOOTH CREEK GREG H./RUSS: Explore possibility of moving ice TENNIS COURTS dome to the location of the Booth Creek tennis courts for an interim year-round location. SYBILL NAVAS 2/27/01 LANDING MATS AT FORD PARK GREG H./LARRY PARDEE: Prepare preliminary information re: feasibility of purchasing landing mats to CHUCK OGILBY support up to 700 parking spaces at Ford Park for Council's next VRI retreat scheduled April 10, 2001. Also, extend length of that meeting to Noon (from 2:00 P.M. previously) to 6:00 P.M. 2/27/01 DOUBLE PARKING IN PARKING GREG M.: Are we vigorously enforcing the double STRUCTURE parking violations in the parking structures? Should the signs at the entries be even stronger than they are SYBILL NAVAS currently worded? F:lmcasterlbsalterlagendalfollowup13-6-01 cfu March 6, 2001 Page 3 r COUNCIL FOLLOW-UP TOPIC QUESTIONS _ FOLLOWUP 2001 2/27101 HOME DAY CARE RUSS/GEORGE: An accusation has been made by daycare providers that Vail's regulations impede the SYBILL NAVAS ability to provide home daycare in Vail. F:lmcasterlbsalterlagendalfollowup13-6-01 cfu March 6, 2001 Page 4 Summary Vail Town Council Meeting February 27, 2001 $10,9350,9000 - $570,000 = $10,350,000 (estimate) - (savings) _ (total) BUDGET HISTORY WORKSHEET Original overall project estimate $10,350,000 Issues and oversights • Incorporate site restroom $ 100,000 • Incorporate storm sewer and Frontage Rd. overlay $ 150,000 • Additional Holy Cross electrical fees $ 50,000 • Potential CDOT, ACOE, and escalation impacts $ 100.000 Team's estimate on 2/27/01 $10,750,000 Council direction and design team's acknowledgement And commitment to budget of $10,350,000 Change to surface parking from structured parking $ (578,264) Revised project total budget $10,171,736 CURRENT BUDGET STATUS AS OF 2/27/01 Revised project total budget $10,171,736 4% Construction contingency $ (397,669) 5.17% Design development contingency $ (513,677) Design and engineering fees $ (1,400,000)** Net budget available for completion $ 7,860,390 *ad justed to balance with current construction estimate. Desired overall project contingency at design development is 9% to 10% of total budget. **includes $66,000 as an estimate to complete redesign of parking. CURRENT PROJECT CONSTRUL i iON COST ESTIMATE BREAKDOWN Project area Pavilion Sitework Park Surface parking Project total Total construction cost $ 2,671,612 $ 1,406,560 $ 1,993,373 $ 1,788,845 $7,860,390 COST COMPARISION WITH OTHER BUILDINGS Donovan Pavilion Total pavilion cost $ 2,671,612 Less FF&E and owner start-up $ (152.300) Total construction cost $ 2,519,312 Pavilion square footage 6,200 Pavilion cost per square foot $ 406.34 Cost Comparison agird Estimated Project Year A Tmnt Escalation Todav's Cost Size (S.F.) CosVS.F. Eagle Library 1996 $ 3,156,000 46% $ 4,607,760 15,172 $ 304 Avon Library 1994 $ 3,255,063 55% $ 5,038,838 18,465 $ 273 /ail Library 1983 $3,000,000 207% $ 6,198,000 16,000 $ 387 What does this mean? This means that a premium is being paid for the following reasons... 1. Economy of scale. Referenced buildings are 2.5 to 3 times larger. 2. Efficiency of building type. Referenced buildings are multiple story structures. 3. "World Class" design elements such as high structure roof, wood wall finish, more glazing, acoustical wall treatments, and hardwood flooring. 4. "Vail Factor" meaning that, in general, construction costs more in Vail than in other places in the valley. } off-is o _ Encroachment Area Edge of Preserve Q?Z G Area Impact Statistics - Total Preserve Area as Depicted (taken from Donovan Parr Master Plan Amendment): 32,795 s.f. - Total encroachment of hardscape: 2,168 s.f. - Percent encroachment of total preserve area: 6.6 % NORTH 0 20' 40' 80' 1 40'-00" Donovan Park 7,.,a7.6-8409 Road West Preserve Area Impact Comparison Structured Parking Scenario 81567 408 76-8409 3/1/01 • t Encroachment Area / rn _ - ~'t Edge of Preserve Area ° / / _ 7980 Impact Statistics - Total Preserve Area as Depicted: 32,795 s.f. - Total encroachment of hardscape: 7,714 s.f. - Percent encroachment of total preserve area: 23.5 % NORTH 0 20' 40' 80' 1 40'-00" • Donovan Park 953 South Frontage Road West Preserve Area Impact Comparison Suite 102 Vail, Colorado 81567 Surface Parking Scenario (970) 476-8408 Facsimile (970) 476-8409 3/1/01 r qVAIL TOWN Office of the Town Manager i CHAMPIONSHIPS 75 South Frontage Road Vail, Colorado 81657 1999 -VAIL' BEAVER CREEK Memorandum COLORADO- - 970-479-2105/Fax 970-479-2157 TM TO: Vail Town Council FROM: Bob McLaurin, Town Manager Greg Hall, Public Works Director Greg Morrison, Chief of Police RE: Short Term Solutions for I-70 Noise DATE: March 2, 2001 Pursuant to the Councils' direction, we are currently exploring alternatives to address the problem of noise from Interstate 70. As you will recall, we are pursuing long-term mitigation solutions and short-term solutions to help address this problem. We have met internally and identified a series of solutions that may provide some relief from this problem. Please note that some of these require the consent of either the Colorado Department of Transportation and/or the Federal Highway Administration. These potential short-term solutions are as follows: New Sneed Limit Reduce the speed limit because traffic speeds directly affect highway noise; thus, reducing the speed limit would have a limited positive effect on reducing highway noise. It is estimated that a reduction of 10 MPH would reduce noise by 1.5 dB. Differential Sneed Limits Difference of speed limits involves creating two separate speed limits for passenger vehicles and for trucks. It is assumed for the purpose of this memorandum that the truck speed limit would be reduced from 65 MPH to 55 MPH. It was estimated that this alternative would reduce noise levels by about 0.7 dB. Sneed Enforcement Recent data indicate that average speeds on I-70 through Vail are approximately 70 MPH, or 5 MPH over the speed limit. A reduction in speed limits from 70 MPH to 65 MPH is estimated to reduce noise by 0.7 dB. ~ow RECYCLEDPAPER -2- Restrict Env-ine Brakes Although the Town of Vail already has noise ordinances in effect, the town could explore additional restrictions on engine brakes. While there is currently state legislation that requires all engine brakes to have mufflers, this restriction would place the prohibition on the use of engine brakes. In my conversations with the Colorado Carriers Motor Association (CCMA), this alternative would be vigorously opposed by the CCMA. CCMA feels that based on the grades coming down Vail Pass, this is an imprudent and unsafe regulation. Noise Ordinance Enforcement As indicated, the Town of Vail has noise ordinances in place. This alternative involves more vigorous enforcement of noise ordinances. If the Council wishes to pursue this, it will be necessary to increase the fines for this violation. I Town of Vail Noise Study 2001 Summary of Resuft The following results are based on the 2001 Noise Study Data prepared by Washington Infrastructure Services, Inc., and the most recent data available from the Town of Vail's GIS database. Total number of units within the Town of Vail. 9262 Total number of residential units within the 66DBA range: 2374 26% Total number of residential units built in or before 1969 within the 66DBA range: 331 14% Total number of residential units built in or before 1976 within the 66DBA range: 1274 54% Total number of residential units built in or before 1986 within the 66DBA range: 2128 90% 'T --Fun J,2d ?~v~ ZOc~Z TABLE B Vee~ 7-1065 ire xl- 782 6 B DENIER KNOT( CT TO SHERIDAN- ` BOTH 786 6 1-025 DENVER METRO 66TH TO 90TH AVE-E. SIDE S55 00 et SF 105 9700 21025 21025 nFiW~ 5 75 76 MF 34 20M 000 300 2362.5 n Fi10 DeNsig, 6.92 6 1-00 DENVER WINCY TO HAMPOEN-BOTH SIDES 55 76 76 IMF Bt 6100 915 33975 CANYON CLUB, CAMBRIDGE SO.. SOUIiMOOR B (type 6.09 6 121 21 DENVER METRO 67TH 7066TH AV - E. III 45 73 71 MF 12 600 90 31875 Per1AIAbvT9T On TypeB, nbl , I) 3.00 6 6 DENVER METRO SHEIIJDAN TO WA- - DE -BOTH 55 78 79 SF 71 9300 705 56025 STI TIP 97-ON - Per LAI 8N97, rot 382 1 6 470 DENVER METRO TABOR TABOR Wy EAST - .-BOT BOTH SIDES 55 75 77 SF M 1700 705 63075 No1M 5TIP. PdUUie B/ 797. tq prged on q~eNT 0. YPe Not yet in Ilesipn. 28J 6 4725 DENVER METRO %ANADI/ WY TO YALE AV - W. 55 72 75 MF t6 1900 285 85925 TYPE 1 PER EAIFONSI Not in STAIN 244 6 285 DENVER METRO WOLFFTOPATMN-N-SIDE .55 73 76 SF 37 2900 335 70275 Suit (TIN 0 236 3 1470 VAIL VAIL E 6 W OF BUFFENR CRK RD 65 71 74 UP 39 1300 292.5 7320 470 PREDATES HOMES. 1 COMPLAINT. Not In STD' 2.09 6 1,225 DENVER METRO 2ND TO 6M AVE - W. SIDE 55 71 73 MF 34 3800 570 7800 TYPE 1 PER EAMONSI N"' M BTIP 181 1 1-070 FRISCO BTWN INTERCHANGES-BE 65 75 76 SF 17 2500 SEES 63525 NN In STIP 1.77 2 1-025 MONUMENT N OF PORT OF ENTRY- W. SIDE 65 72 80 um 16 1000 150 86023 MOBILE HOMES & MONUMENT P.OE Not in snP 1.74 6 I.M DEMVERMETRO O YALE TO PARKER RD -BOTH 55 74 75 MF 108 7800 1170 97723 TYPE 1 PER EAIFONS4M (PARKER4225V Per hate 8797, unON edlelNemerA. 1.65 4 1476 HUDSON O SW WAD OF 97TERCHANGE 65 77 78 SF 8 1200 180 99525 FEDDERAL FUNDS Not in STIP 136 6 121 DENVER METRO GRANDVIEW TO BOTH -F SIDE 45 73 74 MF 9 600 135 100875 Bull 185 6 1.225 DENVER METRO MISSISSIPPI TO ILIFF- W. SIDE 65 70 73 MF 22 2100 315 104025 TYPE I PER EAIFONSI B 1 3 4070 VAIL VAIL POST OFFICE-EAST 65 73 74 MF 60 4800 936 1/3385 Not in STIP 0.92 1 Y.M DOUGAS00 AT SILVER HEIGHTS-E SIDE 65 72 76 SF 10 1600 230 11578.5 P. Den 8797.-no, W it 0.82 6 285 DENVER UNIVERSITY BLVD WEST-N. 40 73 73 SF to 2400 540 12116.5 Not in STIP 0.8 1 4025 CASTLE ROCK 3RD TO STN- E. SIDE 65 74 75 SF 10 1000 150 12266.5 Not M STIP 0.74 4 1-025 WINDSOR SW QUAD WINDSOR INTERCHANGE 65 70 74 SF 35 2000 300 12568.5 NW in SDP 0.65 6 215 DENVER METRO KENDALLJAYA/ARLAN-DEPEW 65 72 74 OAF t8 1 /0D 165 12733.5 GAVALLER CLUB 8 PEACH TREE APTS. Not in SDP 0.63 8 6 DENVER METRO WADSWORTH TO KIPUNG _ BOTH 55 75 77 SF 71 11000 2475 15208.5 Not N ST1F 111 2 11125 PUEBLO 2ND TO 4TH - EAST SIDE 50 72 73 SF 5 900 135 ISMS Not NA STIP 057 1 I-070 DOWNIEVILLE INTERCHANGE EA W-BOTH 65 74 75 MH 39 5100 765 161085 Not NSTIP 0.49 3 1-070 GLENWOOD SPGS. H.......-RD-N. SIDE 65 73 76 MH 9 2000 300 164085 I-70 PREDATES HOMES NCI in STIP 0,45 1 1-070 DUAONT AT DIMONT-BOTH 65 72 76 SF 25 5500 625 17237.5 Not in S71P O.H 1 1070 KWIC, SPRINGS 3RD ST. TO SH 103 - N. SIDE 60 76 79 SF 35 2200 495 17728.5 Not in STIP 039 3 1470 VAIL VAIL AT BALD MTN. TOWNNDMES 65 70 73 MF 10 800 180 779m.S 1.70 PREDATES HOMES. I COMPLAINT. Not in SRP 039 1 TOT) EMPIRE JCT EASTER SEAL HAMOCAMP -S. 65 66 69 SU 10 1200 ISO 18088.5 SPEC. USE AREA (NAC . ST) - EARTH BERM Per Deb 8797. berm, not N1e 1IU11y ni5g6te0. 029 3 1-070 VAIL E. OF GOLF COURSE - S. SIDE 65 73 75 SF 13 2000 300 18388.5 NCI n SRP 028 2 I-m TRINIDAD COLORADO AVE. TO GODDARD 55 71 72 SF 17 5800 1131 19519.5 AKA COMMERCIAL TO GODDARD NCI N STIP 02A 2 t425 COLOfUDOSPCS FIIL.IORE N. TO DAR GW SPUR - W. 55 69 73 SF 51 2900 420 199395 NCI N STIP 013 6 1476 DENVER METRO YORK TO PLATTE RVR - E. SIDE 55 71 72 SF 2 1000 150 200898 Not A. STIP OAS 2 93 COLORADO SPGS. M6ADOWLAND N.I S.-FJST SIDE 40 71 74 SF 32 2500 375 204645 MESA GRANDE TO RANSON PL NCI N BRP 0.16 2 m COLORADO SINGS. HARTFORD TO FOUNTAIN CRI(-G 50 70 71 SF 12 2000 300 207645 Nd N STP 0.13 6 285 DENVER METRO VANCE TO PIERCE - N 5`+ 69 72 MF 9 16011 240 21004.5 NCI N Sw 0.11 t 1425 DOUGLAS CO AT BEVERLY HILLS - W. SIDE 65 69 73 SF 10 1900 285 21289.5 Not N SAAP ON 2 83 COLORADO SINGS. N OF FLNTRIDGE-W. SIDE 40 69 70 SF IS 1700 255 215445 RIDGEOLEN A RANCH CAR Not In STIP 0.06 2 93 COLORADO SINGS. S_ OF MAREIAND-WEST SIDE 40 69 70 SF 6 1400 210 21754,5 ALPINE PL TO LANDER LN NCI in STIP 0.05 2 93 COLORADO SPGS. MORNING SUN - FUNTRIDGE - W. 40 68 74 SF 31 2900 435 22189.5 Nd N STAIN 0.04 6 I-M DENVER MEMO DEWEYSCHOOL-W.SIDE 55 70 73 SCH 2 2600 390 22579.5 NCI in $TIP 0.03 6 1.270 DENVER METRO 0/76tt.~_.,,m.-SW WAD 55 69 73 SF 3 1300 195 22774.5 TYPE I WITH INTERCHANGE RECONSTRUCTION Nd N ET1P ' 081 6 121 DENVER METRO ORGAN RR 7064TH - E. SIDE 45 69 70 SF 13 2100 315 23089.5 Not N STIP ~.wa tln11A"t..ep':~&'91~fL1lll6~I~IinIHI111dLI .~~Ii1 ~.i Y,llli I~.I I~I I. Ia41iuFVI:c SF m SINGLE PAMLY. TSR FLOOR ONLY MF s MULTIPLE FAMILY, IST FLOOR ONLY MN . MOBAP HOMES S. SPEC6AL USE AREA (NOISE ABATEMENT CRITERIA .57 dB(A; SON . SCHOOL ANO ASSOCIATED FAt7LLDE5 NAC. NOISE ABATEMENT CRITERIA AS DEFINED IN 23 CFR PART TT. CONSTRUCTION COSTS ARE PRQJWNARY WITHOUT SPECIFYING ANY PARTICULAR CONSTRUCTION MATERIAL OR DESIGN CONSTRUCTION MATERIALS ARE TO Be _ BY THE DEPARTMENT DURING PROJECT DESIGN. .-v. JCTION COB'S ES AMIRFS ARE SHOWN N ASIA DOLLARS. TECHNICAL INEAS®0.JTY AND REASONABLE NESS OF INDIVIDUAL NOISE BARRIER LOCATIONS SUBJECT TO DEPARTMENT REVIEW FEDERAL PARTICIPATION N FUNDING NOISE BARRIER CONSTRUCTION SUBJECT TO FNWA REVIEW