HomeMy WebLinkAbout2001-04-17 Support Documentation Town Council Work Session
VAIL TOWN COUNCIL
TUESDAY, April 17, 2001
NOTE: Time of items is approximate, subject to change, and cannot be relied
upon to determine at what time Council will consider an item.
PUBLIC MEETING
VAIL LOCAL HOUSING AUTHORITY
1:00 - 3:00 P.M.
The Vail Town Council, sitting as the Vail Local Housing Authority, will discuss the
following items:
1. Criteria and advertisement for Housing Authority Members.
2. The Ruins - Consideration of Resolution #2, Series of 2001.
3. Mountain Bell.
WORK SESSION
COUNCIL CHAMBERS
3:00 P.M.
1. Site Visit - Dobson Request to Remove Trees. (15min.)
George Ruther
ITEM/TOPIC:
The purpose of this worksession meeting is to allow the Vail
Recreation District the opportunity to request the permission
of the Vail Town Council to remove a 56-foot tall evergreen
tree at the Dobson Ice Arena and replace the tree with a 35-
foot tall transplanted evergreen.
ACTION REQUESTED OF COUNCIL:
Visit the site and approve, approve with conditions or deny
the applicant's request to proceed through the development
review process.
BACKGROUND RATIONALE:
The Vail Recreation District appeared before the Vail Town
Council on May 11, 1999 with a request for permission to
proceed through the development review process with a
proposal to construct a loading dock addition on the east end
of the Dobson Ice Arena. Upon hearing the request the
Council unanimously approved the request with the condition
that a Consulting Arborist be retained to prepare a tree
preservation plan and that the arborist remain on retainer
throughout the duration of the construction project to ensure
adherence to the plan. The Council also identified two trees
that were not to be removed or damaged (#15 & #21).
The Consulting Arborist, has concluded that tree #15 is
decaying and is recommending that the tree be removed. A
letter has been attached for reference.
RECOMMENDATION:
The Community Development Department recommends that
the Council approve the applicant's request to remove tree
#15 as requested with the condition that prior to the removal
of the tree a second independent consulting arborist be
retained to provide a second opinion on the status of the
tree. Staff further recommends that the applicant be required
to adhere to the commitments of the original plan and verify
such prior to the issuance of a building permit and until a
second opinion can be rendered.
2. Bright Horizons Update.
John Power (15 min.)
3. Vail Valley Medical Center Project Update. (15 min.)
George Ruther
4.
Bob McLaurin ITEM/TOPIC: Funding for Donovan Park Pavilion (10 min.)
Steve Thompson The anticipated cost of the pavilion in 2001 is $1.5 million,
with the balance of the cost coming out of the 2002 budget.
In 2001, Staff recommends getting $1 million out of the
General and Heavy Equipment excess fund balances and
$500,000 from the Capital Project Fund strategic reserve of
$2 million. In 2002 the balance of the project will be funded
out of unanticipated revenues, revised project budgets or
fund balances.
5. ITEM/TOPIC: Program and Budget for the Vail Center (30 min.)
Russell Forrest
ACTION REQUESTED OF COUNCIL:
Staff is requesting direction in the form of a motion on the
following: The uses that should be included in the directions to
the design teamThe 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. Direction to the Town Manager to enter into a
contract with EDAW for design services.
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 "wish list." Based on
that wish list staff has developed a budget that includes both
anticipated revenue and costs. On March 7th the Town
Council requested additional information in a number of
areas. Since then additional discussions have occurred
with Vail Resorts and additional research has been
developed on Council's questions. The background material
for this hearing includes a summary of those questions and
answers. It is critical to receive input from Council at this
time to maintain the opportunity for an election in November
for the Vail Center.
6. Review Council Critical Strategies. (15 min.)
7. Information Update. (10 min.)
8. Council Reports. (10 min.)
9. Other. (10 min.)
10. Adjournment. (5:10 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, 4124101, BEGINNING AT 2:00 P.M. IN TOV COUNCIL
CHAMBERS.
THE NEXT VAIL TOWN COUNCIL REGULAR WORK SESSION
WILL BE ON TUESDAY, 511/01, BEGINNING AT 2:00 P.M. IN TOV COUNCIL
CHAMBERS.
THE NEXT VAIL TOWN COUNCIL REGULAR EVENING MEETING
WILL BE ON TUESDAY, 5/1/01, BEGINNING AT 7:00 P.M. IN TOV COUNCIL
THE NEXT VAIL TOWN COUNCIL REGULAR WORK SESSION
WILL BE ON TUESDAY, 5/8/01, BEGINNING AT 2:00 P.M. IN TOV COUNCIL
CHAMBERS.
Sign language interpretation available upon request with 24-hour
notification. Please call 479-2332 voice or 479-2356 TDD for information.
Memorandum
To: Vail Local Housing Authority
From: Tom Moorhead
Nina Timm
Date: April 17, 2001
Subject: Criteria for new Housing Authority Members
The current Vail Local Housing Authority has directed staff to outline potential criteria
for advertising for new Authority members. With approval of the criteria staff will begin
immediately advertising for new members. Attached to this memo is the "draft"
advertisement that outlines potential, required qualifications for new members as well as
a brief summary of the duties. After the new members are appointed one Council
member and one member from the Planning and Environmental Commission will be
appointed to the Authority as well.
In the "draft" Notice for New Members the following time frame is recommended:
Applicants respond by Monday, May 23, 2001
Interviews with the Authority on Tuesday, June 5, 2001
Selection on Tuesday, June 12, 2001 with terms to begin immediately. Each of the four
new members would be appointed to a one-year term, a two-year term, a three-year term,
a four-year term, or a five-year term. Subsequent terms will all be five-years.
If the current Housing Authority board chooses to appoint one of the current Council
members to the Authority they will be appointed for one of the 5 terms available. The
term of the appointed Council member shall not be affected or curtailed by the expiration
of the term of his or her city office. Subsequent terms for this member of the Housing
Authority shall be five-years.
Kathy McCormick, of McCormick and Associates, has also provided further explanation
of characteristics of good Authority members as well as a sample evaluation sheet for
potential new members.
DRAFT
Notice for New Members
The Vail Local Housing Authority is looking for 4 members to fill its 5-member voting
board.
Members of the Authority must be full-time,, year-round residents of Eagle County.
Authority members must have a proven ability to be an effective advocate for a full range
of housing projects and be able to promote a vision for local employee housing that has
been approved of by the majority of the Authority.
The role of Authority members is to act as Board of Directors for the business of the Vail
Local Housing Authority. The duties may include Budget Approval, Adopting Policies,
Advocacy, Staff Oversight, Strategic and Long-Term Planning, and Setting Development
and Acquisition Parameters.
Technical experience in one of the following areas must also be demonstrated: Financing
of Large Projects, Development, Construction/Construction Management, Planning,
Design, or Legal.
By Monday, May 23, 2001 persons interested in serving on the Housing Authority should
submit letters of interest and experience to the Vail Local Housing Authority at 75 S.
Frontage Road Vail, CO 81657. The current Housing Authority members will interview
all applicants on Tuesday, June 5, 2001 at the Housing Authority meeting. The final
selection will be made the following Tuesday, June 12, 2001. Appointments take effect
immediately. The terms are staggered so that there is a 1-year term, a 2-year term, a 3-
year term, a 4-year term, and a 5-year term. Future meetings of the Authority will be
scheduled monthly at an agreed upon day and time.
Although the position is voluntary, the Authority provides each member with a summer
recreation pass OR a blue parking pass, PLUS a merchant ski pass in appreciation of the
contribution to the community.
Please call Nina Timm 970/479-2144 or Tom Moorhead 970/479-2107 with any
questions.
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Housing Authority Commissioners - Selection Guidelines
March 29, 2001
Housing Authority Commissioners
Selection Guidelines
These guidelines provide information that may be useful when considering candidates
for the Housing Authority Board of Commissioners for the Town of Vail. In preparing to
select a board, it is important to understand some of their primary duties. This follows to
the skills, knowledge and aptitudes that would be ideal to have on a board.
Lastly, there is a section that includes some suggested questions for an application and
interview questions.
The strongest boards have commissioners with different areas of expertise. For
example, not every commissioner needs to skilled in negotiating agreements or
understanding project financing. Commissioners who have an understanding of locating
affordable housing and can speak to the concerns of potential residents is helpful.
Other commissioners may be skilled at working with the local government and its
representatives. Hopefully, the first board of commissioners named by the Town of Vail
will have a variety of skill sets that can balance and complement one another.
Duties
Local housing authorities are often overseen by a five to nine member board of
commissioners that have been named by the mayor of the local jurisdiction. The role of
the commissioners is very important; in many ways they act in ways that are similar to a
board of directors for any business. Among the duties of commissioners:
¦ Budget Approval - approve annual operating budgets and proposed
development budgets. Typically receive monthly financial
information to stay abreast of the financial conditions of the
organization;
¦ Adopting Policies - to effectively guide the day to day operations of a
housing authority, the commissioners adopt policies to guide
decisions regarding the mission, goals and operating parameters
of the organization;
• Advocacy - discuss the importance of proposed developments in
creating opportunities to house low to moderate-income
households. This includes evaluating the impact of local
government decisions on policies and strategies that are relevant
to affordable housing;
¦ Staff oversight - provide direction to staff regarding programs and
policies. Most often, the Executive Director or other staff named
to provide staff support to a housing authority (as is likely to be
the case in Vail) have a direct reporting relationship to the
commissioners;
• Strategic and Long-Term Planning - able to position the housing
authority to take advantage of emerging opportunities, while
staying true to its mission. This includes adopting a long-term
plan for the authority that speaks to its annual
acquisition/production goals, financial goals and management
McCormick and Associates, Inc.
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Housing Authority Commissioners -Selection Guidelines
March 29, 2001
practices; and,
¦ Development/Acquisition Parameters - includes decisions regarding
the type(s) of development to be pursued, the financial obligations
proposed for the project and acceptance of any proposed
partnership arrangements.
It is expected that the Housing Authority Board of Commissioners will work closely with
the Town of Vail. Good communication between the Commissioners and the Town
Council will go a long way in ensuring that mutually beneficial programs and strategies
are implemented.
Skills and Expertise
I
Ideally, a Board of Commissioners will have the following skills, expertise and attitudes.
This listing can act as a guide for screening applications for housing authority
commissioners:
1. Understanding of the relationship between jobs and housing in the
area. In other words, do they understand that new jobs create a
demand for additional housing and that the ability to house
workers is an important component of maintaining economic
I viability?
2. Appreciation for the challenges associated with managing properties
and an ability to support staff in enforcing leases and/or re-sale
agreements. It is often difficult to enforce a lease or re-sale
requirement when a client can present persuasive arguments as
to why an exception should be allowed in their particular case.
Although staff is charged with assuring that the leases and other
requirements are enforced, they may have to seek some direction
from the board about how to proceed in key situations.
Consistency in application of the requirements is very important to
maintain the integrity of the programs and hold faith with the
community at large;
3. Ability to understand the risks associated with development and
acquisition and make suggestions so that the risk to the authority
is minimized. This includes understanding the implications of
accepting debt on a property for which the authority is liable.
Commissioners need to understand that development and
acquisition is risky and an area where Murphy's Law is always
encountered (whatever can go wrong, will go wrong!);
4. Commitment to the issue of affordable housing and willingness to
meet with concerned neighborhood groups, business leaders and
elected officials to educate them about the importance of
affordable housing in the community; and,
5. Dedication to the housing authority and supporting policies to assure
McCormick and Associates, Inc.
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Housing Authority Commissioners -Selection Guidelines
March 29, 2001
that it is fiscally and operationally sound. This includes having the
time to attend board meetings and meeting with elected officials,
neighborhood groups, developers and others to represent the
interests of the authority.
Often, housing authority commissioners are found among the following professions. It is
important to note that persons and their affiliated businesses cannot receive monetary
compensation from the housing authority. To do so would be a conflict of interest. The
city attorney/city manager can provide additional guidance on this topic. For example, if
a local lender were on the board of commissioners, the bank where they were employed
could not issue debt for a housing authority project. Examples of key professions
include:
• Accounting;
• Banking, particularly if familiar with real estate lending;
¦ Local business owners;
¦ Realtors;
¦ Attorneys;
• Appraisers; and,
• Mediators/facilitators.
Some of the best commissioners have served on other boards and commissions.
Previous experience on a volunteer board is very helpful. Commissioners may also be
found from community organizations/ affiliations such as:
¦ League of Women Voters;
• Chamber of Commerce;
• Former Council Members;
¦ Environmental Groups;
¦ Hospital Board;
¦ Planning Board; and,
¦ Local Churches.
Selection Process
Normally, the town would advertise in the local paper that it is seeking applications for
housing authority commissioners. In addition, Council Members and to some extent
staff talk with persons in the community who they believe would be good candidates for
commissioners and urge them to apply. All interested applicants should complete an
application form that contains some basic information that the Council/Mayor can use as
an initial screening tool. Besides the typical name, address and phone number, the
application might include questions such as;
¦ Length of time applicant has lived in the area;
• Type of employment or former employment;
¦ Previous experience in serving on boards or commissions;
• Experience overseeing capital projects; and,
• Reason for wanting to serve as a commissioner.
McCormick and Associates, Inc.
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Housing Authority Commissioners -Selection Guidelines
March 29, 2001
A brief interview of selected applicants is recommended. This does not have to last
more than 30 minutes and could be as short as 15 minutes. Some questions for this
type of interview include:
1. What is your understanding of the role of a housing authority commissioner?
2. In your opinion, why does the Town of Vail need a local housing authority?
3. How would you handle a situation where the Town of Vail wanted the housing
authority to undertake a project that the commissioners were reluctant to '
pursue? Have you ever encountered a situation similar to this and if yes, what
was your role in resolving the conflict?
4. What skills do you offer that would be useful to a housing authority?
5. What skills do you believe fellow commissioners should have to complement your
skills?
6. Often, neighbors are resistant to having affordable housing developed in their area.
What are some of your thoughts about how to get neighborhood support for a
project?
7. What might be some of the types of development/acquisition that you would feel is
inappropriate for a housing authority to undertake? Why?
Following is a matrix that could be used through the selection process. It identifies key
skills and aptitudes. This tool is designed to provide an objective assessment of
candidates and to enhance the ability of the council to have a board of commissioners
with complementary skills.
I
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McCormick and Associates, Inc.
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Housing Authority Commissioners - Selection Guidelines
March 29, 2001
McCormick and Associates, Inc.
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Housing Authority Commissioners-Selection Guidelines
March 29, 2001
Selection Matrix
The strength of a candidate's skills could be ranked on a scale of 1 to 5, with 5 indicating substantial skill is present and 1 indicating
that it is somewhat weak. This is merely a guide; it does not mean that candidates with the highest "score" would necessarily be
named to the board. There maybe other reasons to consider a potential candidate that are not reflected in this matrix. Ideally, the
matrix will be used as an objective way to be sure that there is board members have complementary skills.
Selection Matrix Cand.Cand.Cand.Cand.Cand. Cand.Cand.Cand.Cand.Cand.,
1 2 3 4 5 6 7 8 9 to
Name of Candidate
11. Understand Jobs/Housing Relationship
Appreciation of property management issues I
p. Able to handle development risks
Commitment to affordable housing
. Previous community service I I I I I I
. Problem Solving Skills I I I I I i
. Understanding of sound fiscal and program policy I I I I I I
. Knowledge of real estate finance I I i I I I
Knowledge of acquisition/development techniques I I I I I I I
IMcCormick and Associates, Inc. -6-
Memorandum
To: Vail Local Housing Authority
Vail Town Council
From: Nina Timm
Date: April 17, 2001
Subject: Employee Housing on the Mountain Bell Site
1. Introduction
The Vail Town Council has directed staff to provide further information regarding the
Mountain Bell Site for Employee Housing as well as providing land for the two schools
currently located on the site. Staff previously provided information in regards to the land
needed and costs for constructing a new building for the schools. Focus groups were held
on April 2°d and 3rd to meet with local employees to quantify the type of housing needed.
The results of these focus groups, conducted by Chris Cares of RRC Associates, are
attached to this memo.
II. Vail Town Council
Staff is looking for direction from the Vail Town Council on two specific items. The first
item is direction to staff to move forward with the necessary land use changes for the
Mountain Bell site. The following three steps can begin simultaneously with Council
direction to do so.
A. Land Use Plan Amendment
-Requires a PEC Hearing
-Requires a Council Resolution
B. Rezoning
-Requires a PEC Hearing
-Requires 2 readings of an Ordinance
C. Major Subdivision (Plat)
-Requires 2 PEC Hearings
A small portion of the parcel (buildable area) would be zoned with
the Housing Zone District and the remaining portion of the parcel
could be zoned NAPD.
With Council direction staff is prepared to begin to move forward with the required land
use changes.
The second item that staff needs Council direction on is the ABC and Learning Tree
schools. Based on preliminary analysis the land required for the building that would
house the combined schools is approximately 1.25 acres. This includes land for the
building, outdoor play area, parking and circulation based on 65 students. Does Council
want to provide them with the necessary land to continue operating the schools on the
Mountain Bell site? This land can be handled in two different ways. The Town can
extend the current land lease or the Town can sell/give them the land. The Directors of
the two schools have requested a 99-year land lease at the current annual rate of $1.00 per
year.
The second part of this ABC/Learning Tree question is does Council want to provide the
schools with money for the new building? As previously discussed either a lump sum
can be provided to the schools or the entire amount for the construction can be provided.
In the analysis that Chris Squadra of ARC, Inc. provided the cost of constructing the new
building, as long as it is done in conjunction with the housing, is approximately
S 1,100,000. This estimate included a salary for the schools to hire a fund-raiser for some
portion of the construction costs. Previous housing pro-formas have shown that the
monthly rental rates for the housing would not be dramatically increased if $750,000 was
provided for the cost of the school construction. Another option for providing the
schools funding is a donation directly from the Town of Vail.
III. Summary of Direction Needed From the Vail Town Council
A. Does Council want to direct staff to move forward with the required land
use changes?
B. Does Council want to provide the necessary land to the ABC/Learning
Tree schools on the Mountain Bell site?
C. Does Council want to provide money to the ABC/Learning Tree schools
for the construction of their new building? Should the entire cost of
construction be provided to the schools or should it be a lump sum?
1. Should the housing pro-forma include money for this
construction? This would be done in conjunction with
financing and construction of the housing.
2. Does the Town want to donate the money to the schools?
IV. Vail Local Housing Authority
Staff is looking for direction from the Vail Local Housing Authority on the goals for the
housing to be developed on the Mountain Bell site. These goals would be incorporated
into a Request For Proposals (RFP) that would be sent out to the development
community. Attached to this memo are the results of the focus groups conducted on
April 2nd and 3`d by Chris Cares of RRC Associates. This information may be helpful
when formulating goals for this site. Information from the Merchants Association
Surveys and Vail Resorts Surveys were also taken into account. After the Housing
Authority has set its goals for the housing an RFP will be created and brought before the
Housing Authority for approval.
Some goals for the housing on the Mountain Bell site may include:
Environmentally Friendly Design/Construction/Operation
- This may include LEED (Leadership in Environmental and Energy
Design) Certification which is part of the US Green Building
Council
- Financially Viable Project
- Seasonal Rentals
- Long-Term Rentals
- Project that allows for phasing
- Maximum Density/Unit Count/Bedroom Count
- Developer under contract by November of 2001
- Development complete by November of 2002
Andy Kane, Senior Vice-President of Public Finance for Kirkpatrick Pettis, will be here
to outline various financing options that the Housing Authority has for the Mountain Bell
site.
V. Conclusion
With Town Council direction to staff regarding moving forward with the necessary land
use changes and the ABC/Learning Tree schools and the Vail Local Housing Authority
defining its goals for the housing at the Mountain Bell site staff will prepare a draft RFP
for both entities to review. After the RFP has been approved it will be sent out to the
development community for their response. The Housing Authority will then interview
prospective developers and ultimately negotiate and sign a contract for construction.
Council will continue to have a role in the project through the land use changes as well as
the development review process.
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Nina Timm - Vail focus group notes-summary.doc Page 1
VAIL FOCUS GROUPS-HOUSING
Moderated by Chris Cares, RRC Associates
Introduction
On April 2, 2001 Chris Cares of RRC Associates, Inc. moderated two focus groups for the Town
of Vail. These groups were designed to address issues related to affordable housing in the Town,
particularly as experienced by current renters. Participants in the groups were recruited by the
Town of Vail (TOV) staff; sessions were held at the Library and at the Inn at West Vail..
Prior to the start of each group participants were asked to complete a brief Background Survey
designed to provide some additional information to augment that obtained through the focus
groups. A summary of the results of this survey is provided in the attachment to this report.
This short report provides a brief overview of findings from the groups, along with a summary of
notes taken at the session by Nina Timm, a member of the Community Development Department
staff. Participants were told that their comments would be summarized in a format that did not
directly attribute comments to an individual. Further, the participants were identified by first
name only. Therefore, the notes list comments but they do not contain references to the names of
speakers.
An Overview of Findings and Conclusions from the Vail Housing Focus Groups
• The focus groups were designed to build on focus groups conducted over the past several years
that have been held with seasonal residents. The makeup of participants in each of the April
groups was similar. Surprisingly, the groups were not well attended by true "seasonal"
workers although this segment was targeted in the recruiting. The problem was that, with the
exception of one participant, seasonal workers chose not to attend the sessions. The group
that attended these sessions, which included primarily residents that have been in Vail
between one and three years, represent another extremely important segment of the Vail
community in need of housing assistance.
• To a person, participants felt that affordable housing is a problem. In fact, interestingly, this
group felt strongly that they alone with seasonal residents should be receiving attention from
the Town in efforts to create affordable housing. As several pointed out, "We represent an
important segment of the community both in terms of our interest in the community and the
types of service we provide, year-round."
• In general participants were young (between the ages of 25 and 35) renters. Most lived with
unmarried roomates although a few participants were married. A majority of participants live
in the Town and all worked at least one job in the Town. Many of the participants work more
VAII. HOUSING FOCUS GROUPS/RRC ASSOCIATES 1
Nina Timm - Vail focus group notes-summary,doc Page 2]
than one job and most have worked multiple jobs in the past.
• While describing their household, participants were asked about pets. Several participants
have pets and most want pets but indicate that they are "not allowed." There is an
interplay between having pets and finding affordable housing that is frequently a part of
the housing decision process for residents, especially those that have been in Vail
between one and five years. While it is obviously difficult to create affordable housing
that allows pets, it is important to understand that many residents want pets - it is an
important part of quality of life as perceived by this segment of the work force. It is also
one of he perceived benefits of moving down Valley to less expensive but also less
restricted housing.
• Many members of these groups would like to own in the future but in the near term they are
looking for rental housing that has some of the attributes of owned housing. Some
participants find it acceptable to live down-Valley (although not beyond Edwards), but
most really want to live in Vail. "Vail has the night life and the fun. Vail is why I am
here."
• The groups felt that access to transportation is an important part of the housing location
decision process. The Vail bus system is good and it makes it possible to live and work
without a car, or without daily use of a car. The groups felt strongly that housing should
be located on the transportation system. They felt that the Mountain Bell site is a good
site in relation to the bus system, but that it would take some work to be pedestrian
friendly. They felt that it is important to pay careful attention to pedestrian planning,
especially if the site is to serve seasonal workers.
• The groups felt that they are paying excessive amounts of their income for housing - in some
cases as much as 50 percent. They frequently compare the costs to what they experience
in other metropolitan areas and are keenly aware of the sacrifice that they believe they are
making to be in Vail. They balance the quality of their life in Vail against opportunities
to move to other locations (often urban) where salaries would be higher and/or housing
less expensive.
• The groups were generally not very aware of efforts by the Town and others to create
affordable housing. Some were aware of Vail Commons and were very positive about the
design and function of these units. The current program of deed restrictions applied to
TOV affordable housing was discussed. In general, the group felt that deed restrictions
are important and necessary although several said deed restrictions would enter into their
housing purchase decision. Their concern was to have enough value accumulating in
their home to allow them to move to another property in the Vail area as they outgrow
their initial home. This lead to the suggestion that affordable housing in Vail should
include a variety of housing types that are appropriate to households' changing needs over
time.
d.
• Participants felt that "seasonal housing" does not work in the long term for residents. They
VAIL HOUSING FOCUS GROUPS/RRC ASSOCIATES 2
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Nina Trrtlm -Vail focus group notes-summary.doc Page 8
wanted to see some "transitional" rental units created that are designed for the special
needs of the segment that are in Vail from one to five years, or some of the international
staff that return each year, but are also gone for a part of the year. Ideally these units
would be "Well designed with emphasis on sound insulation. They would anticipate the
desire to not party all the time, and be located so that the seasonal work force is
concentrated in enclaves."
• Focus group participants felt that seasonal and longer-term rental units should contain a
mixture of floor plans, not all one type of plan. An example of these differing opinions
about unit layouts was evident around the discussion of both kitchens in units, and
roommates. Some felt that kitchens are very important because this is where interaction
takes place - others felt that they could be minimized because many workers have access
to food services on-mountain or at restaurants. Similarly, some wanted roommates and
were willing to share a bedroom but most preferred a unit design that minimized this
occurrence.
• In general, the groups felt that there are different types of needs by different types of workers.
They pointed out that a segment of seasonal workers arrive with little more than a
suitcase and skis, but others arrive for a single season with a car fully loaded. For many of
these workers, cost is the most important issue and the focus group participants supported
units designed for low cost housing by seasonal residents. But they felt that good design
and sound insulation are extremely important in designing for any segment. Based on the
opinions expressed at the focus groups, each of these segments represent an important
part of the work force and both should be designed for. Several felt that the dormitory-
type approach for seasonal workers should be a part of the program, but there was some
feeling that this type housing would be better located closer to the mountain than the
Mountain Bell site (Sunbird redeveloped was suggested).
• Most participants felt that longer term rental housing could be effectively integrated with
j seasonal worker oriented housing and that this type of "integrated community design"
should be pursued. They envisioned a "neighborhood" with a mixture of people. As a
part of the design for seasonally and longer term residents they mentioned recreation
facilities (such as a minimal work out facility, pool tables, internet access, basketball and
volleyball). They also mentioned outdoor gathering places where barbeques could occur.
They described a need for indoor and outdoor "social spaces." They felt that a well
designed laundry is an opportunity. One mentioned a combination laundrylbar that is
available in some other communities. "A place to hang out in conjunction with the
laundry would be nice." One mentioned that Vail's recreation facilities that are being
discussed would provide excellent amenities to support worker housing - she said
"Perhaps the recreation center should also be talked about for the Mountain Bell site.
Interestingly, as the groups talked about the Mountain Bell site they were excited about
the opportunities that it represents and they began to envision far more uses for the site
than it could ever hold.
• Balconies were discussed. Many felt that if adequate and well-designed indoor and outdoor
VAIL HOUSING FOCUS GROUPS/RRC ASSOCIATES 3
Nina Timm - Vail focus group notes-summary.doc Page 4
gathering spaces were created, balconies are a low priority for seasonal residents.
However, they are important for longer-term residents, as is storage space.
• Parking was seen as an opportunity to be handled differently. Several suggested that parking
be allocated to individuals rather than to units. Pay for parking in addition to the unit
rent, encourage workers without cars and discourage the use of cars. Several felt that cars
could be stored somewhat remote from their unit although security of the automobile was
a concern. All of the participants had cars (sometimes one per married couple) but
several pointed out that many seasonal workers come to Vail without cars. This
represents a "design opportunity."
i
Following are summary notes that highlight major discussion points from each of the two
sessions.
GROUP # 1
i
NAME JOB HOUSEHOLD IN VALLEY PETS
Kristen 1-Vail 1 roommate, River Run 2.5 years 2 dogs
Alison I -Vail Q last seas) 3 roommates, Canyon Run 2 years 2 cats
Pedro 1-Vail 1 roommate, River Run
Denise 3-W Vail, E Vail, Husband, East Vail 5 years Wants
Gvvsum
Allison 1--Vail 3 roommates, Avon 1.5 years Wants
Brent 1-Avon 3 roommates 3 years Wants
j Beth 1-Vail 2 roommates 2 years Illegal cat
Martin 2 -Vail Mtn Wife, Sunbird Lodge 4 years
Judy 1 Husband, East Vail 3 years Not allowed
Jamie 3-4.2 in Vail Bovfriend. East Vail Native Not allowed
Jack 2-Vail and on min 2 roommates, Timber Ridge 1/01-Seasonal Not allowed
i
What Do You Look for in HousinQ_ :
I
Typically, housing is expensive and doesn't allow pets
Near bus systems=too expensive
1-2 bedrooms that is affordable
2-3 bedroom
storage and/or garage
want to stay in Vail
rely on bus system
Studio or 1-bedroom w/in town & on bus
Don't mind roommates
Wants a pet
Doesn't mind down valley-except summer bus schedule
Needs reliable public transportation
I
VAIL HOUSING FOCUS GROUPS/RRC ASSOCIATES 4
i
Nina Timm - Vail focus group notes-summary.doc Page 5
2 roommates max
2 bedroom-to have a roommate for rental income
2 roommates max
2 roommates max
Garage and storage
Walk to some services
Avon Rec. Center is a bonus
2 bedroom affordable w/ no roommates
Edwards to East Vail OK as a location
Own room-roommates OK
Traded lower paying VA job to get employee housing
Adequate parking provided for units
12 bedrooms w/3 people in it and 1 parking space
Don't want roommates
House is for sale
Had to move because house sold
Wants 1 or 2 bedroom unit
Needs a car to live down valley
Avon/Edwards farthest point
Vail has night life-fun
Buses help prevent DUI
Likes what Aspen & Telluride have done
Came to Vail because had friends here
Need car to live down valley
Add storage
Roommates ok-1 bedroom unaffordable
Tvnically Would Expect to Pay/Other Cost Comments:
i
$1200-1 bedroom
2 bedroom under $1000
$200,000 to purchase 2 bedroom
i
$1000-1 bedroom
$700-1,200 studio or/1 bedroom
Townhouse 2 bedroom $250,000
I
$1200-2 bedroom
Affordable condo dues
Competition for TOV units high
Hard to save for down payment
VAIL HOUSING FOCUS GROUPS/RRC ASSOCIATES
S
Nina Timm - Vail focus group notes-summaryAIoc Page 6
i
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Deed restriction not too important
Deed restriction hasn't presented obstacle because price is so good
Will move down valley if he comes back
$350/month w/3 roommates
You pay more for fewer roommates
$900 and up for a 1 bedroom
Ultimately want to buy a place
$1000-1200 for a 1 bedroom
Currently paying 50% of income
would go up to live in more desirable housing
high utility costs plus high rent are the problem
E
Seasonal housing-doesn't work for long-term
need quality construction to prevent noise
Need sound insulation
Rivers Edge-small, but adequate for seasonal
Don't spend enough time in bedroom rather than spend time in livingroom/kitchen
Don't want to be locked in bedroom
2 or 3 people maximum per design
3 people in a 2 bedroom OK-not rundown housing
don't want to pay extra to have own room
Offer a variety of options 1,2,3,4 bedrooms
Allocate the parking to individuals, not units
Reduced parking=near buses
Build better housing to keep year round work force, then we'll have a year round economy
Design kitchen that meets needs; many residents can't afford to eat out
Works in restaurant, doesn't need kitchen
Storage-needs to be locked
Individual but holds a lot
Laundry-offer lots
VAIL HOUSING FOCUS GROUPS/RRC ASSOCIATES 6
Nina Timm - Vail focus group notes-summary.doc Page 7
Coin operated expected
Laundromat w/bar & move theatre attached
Pool tables, tv, internet access, gym/work out facility
i
No balcony needed for seasonal
Quality housing-noise mitigation
Structurally sound-not lots of amenities, but good construction
Value year round employee
3 to 5 yrs housing makes or breaks
reason to stay or go
Seasonals need to walkibus access
Transitional housing 1-2 years, health club/fitness room
Willing to pay more for extra cars couples mostly balconies
More for extra cars lots of storage!!! Washer & dryer in unit
separate units covered parking
Incentives to reduce # of cars cheap enough to save to buy something
rent to own (put money towards buying)
reward for longevity/commitment
2 bedroom or 1 bedroom w/loft i
extra parking
time restriction could prevent next housing step
separate building from seasonal housing
still can't buy
community space that is more private indoor/outdoor social space
a
Next Step Up
-OK site for for-sale housing, deed restricted
-neighborhood mix designed up front
Off site parking OK-must be protected/safe
z
-reduction on rent
3 bedroom OK in mix
Variety in housing type
$400/month/studio
Own bedroom on central living area
VAEL HOUSING FOCUS GROUPS/RRC ASSOCIATES 7
j Nina Timm - Vail focus group notes-summary.doc Page 8
Affordable shoebox OK in the beginning
s
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VAIL HOUSING FOCUS GROUPS/RRC ASSOCIATES 8
Page 9
, Nina Timm - Vail focus group notes-summary.doc
GROUP #2
Newspaper Avon Unemployed 4 people Illegal cat
Newspaper W. Vail 1 job 4 people 3 years 2 dogs
Newspaper 1 job plus 1 full 2 people 2 years
' Sandstone time, not allowed
odd jobs
Sandstone Odd jobs Rent from mom 27 years
8
Comments
Pretty well informed
Real problem for families
People who have to move too far away
Huge problem
Can't afford to live here by herself
Not too aware
i
Moderately aware from papers
Large problem
Appreciation cap limits ability to move
To free market unit
I
I
Very big problem
Pay for quality of living
Can't raise a family here
j Don't keep skilled workers because of housing
j 18-22 yrs. Olds can't sustain Vail
r
Places in such disrepair-
Will be torn down and not replaced
I
With rental housing
Professional can't afford to live here
Conditions are pretty poor to own or rent
Landlords don't care=tenants don't care
W/out friend in town couldn't live here
-work for less
i
VAIL HOUSING FOCUS GROUPS/RRC ASSOCIATES 9
Nina Timm - Vail focus'group notes-summary doc Page 10
Previously more stable work force
Can only find housing in summer
I
Crappy housing diminishes sense of community
Police don't feel part of community because they can't afford to live here
i
Low owner occupancy-not refurbished units
Move in to run down unit doesn't inspire you to keep unit up
Wants:
i
Move into townhouse
Wants 1 bedroom
2 or 3 bedroom w/lock off
Units are too run down
Condo dues too high
Moved 3 times to find decent housing
Would consider the appreciation cap
unacceptable
500 sq feet suitable for one person
it is not about size
layout & location
Small place that is affordable
no roommates
1 bedroom $160,000/$170,000
in East Vail
Vail Commons can't be beat in Valley
-price, layout
-appreciation cap limits next housing move
-renovation is not rewarded
Owning=knowing neighbors
stable community
Can't qualify for anything but affordable housing
Want to get to know neighbors and be part of community-have bbq
i
Ideal for a single family
VAIL HOUSING FOCUS GROUPS/RRC ASSOCIATES 10
i
f Nina Timm - Vail focus group notes-summary.doc Page 11
Want more responsibility for unit-not HOA
Access to outdoors from unit
Could give up car w/location & access to bus
Car is an extra expense that you pay for
People who have car store them for the winter and use public transportation
Can't imagine being w/out a car but doesn't use it too regularly
'Sharing a studio is unacceptable
-lived in Sunbird
Move to year round employees
-can't live w/out them
Sharing a bedroom is outrageous
Seasonal housing should be furnished
-personal sleeping quarters
-public social area
-prevents parties because your room is your only space
Rent to workers in winter and others groups in summer
Proximity to town is essential
Variety of housing types should be in same development
-little store/Pitkin Creek
-laundromat
Mt. Bell needs better pedestrian access good bus service required
Studios better for Mtn. Bell site
Dorm units need to be closer to Mtn.
Provide more opportunities to move up in community-longer residents may care more than
seasonal workers
Tear down units and build more high density attainable housing
Prevent increase in 2nd homes
Increase density w/zoning
I
VAIL HOUSING FOCUS GROUPS/RRC ASSOCIATES 1 1
I~
Nina Timm - Vail focus group notes-summary.doc Page 12
-already high occupancy
Vail should address housing w/in Vail
Vail should look at housing throughout county
Vail has aged and needs to address its own concerns
-town issue
-property owners issue
Less sense of community
Seasonal employees and preschools may not be compatible
Long-term rentals more compatible
Integrate housing types to create sense of community
Having housing designed for long-term people to live together in a community
Seasonal housing needs to accommodate parties
Plan for future and not just today
-integrate
Eventually grow to year round employment
-2 different jobs
True dorm for seasonal employees for Mtn.
Mtn Bell for more mature renters & owners
-offer amenities
Rent to own units=care more for units
Use zoning to encourage others to create employee housing
Balance in development/don't create
Another Timber Ridge/good management needed
What's the difference between seasonal and employee housing
Park-hang out/dog area/volleyball/BBQ-pool-outdoor
Doesn't have a public pool
"Vail Recreation Center"
"Real Storage Snace" f
-can compromise on size of unit
VAIL HOUSING FOCUS GROUPS/RRC ASSOCIATES 12
Nina Timm - Vail focus group notes-summary.doc Page 13
fi
Tennis courts for public
Place to play frisbee and lay out
Big enough to have a kitchen table
2 bedroom for $1000 to $1200/month
Town use force to dictate some more employee housing
Have a vision for the future
More Buzzard Park
Create Accessible Housing
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VAIL HOUSING FOCUS GROUPS/RRC ASSOCIATES 13
Nina Timm - Vail focus group notes-summarydoc Page 14
TOWN OF VAIL HOUSING FOCUS GROUP PARTICIPANTS SURVEY
!
FOCUS GROUP #1 RESULTS:
NAME TIME IN SIGNIFICANT AWARE ACE I JOBS WHERE-
VAIL PROBLEM OF WORKED
EFFORTS
JACKIE 2 4 14 25-34" 14 I VAIL
JUDY 3 4 2 25-34 1 VAIL
ALLISON 2.5 4 4 25-34 1 ' TOV
MARTIN 4 4 1 25-34 2 UP THE
CREEK &
EAGLES
NEST
J ,BETH 21/4 4 3 25-34 1 VAIL
IBRENT 3 4 4 25-34 1 VAIL
1 DENISE 5 4 3 25-34 3 CO MT
COLLEGE,
BLACK
BEAR INN,
TIMBERFAL
LS
PEDRO 4 4 4 25-34 I I WEST VAIL
KRISTEN 2.5 4 2 25-34 1 VAIL
VILLAGE
ALISON 2 4 3 25-34 1 1VVTCB
FOCUS GROIJP #2 RESULTS:
NAME TIME IN SIGNIFICANT ` AWARE AGE JOBS WHERE
VAIL PROBLEM I OF WORK
1 EFFECTS
~
1
ANDREW 2.5 4 3 25-34 VAIL
SUZY 2.5 4 2 25-34 1 VAIL
JACKIE 27 13 3 35-44 3 VAIL
DAN 3 4 4 25-34 1 VAIL
WILLIE 15 14 2 45-54 0
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1
S.**Orddocs\VAILWOUSINGt2001Nail focus group wtes-summary.dac
it
14
VAIL HOUSING FOCUS GROUPS/RRC ASSOCIATES
1
?y
TOWN OF VAIL
Office of the Town Attorney
75 South Frontage Road
Vail, Colorado 81657
970-479-2107/Fax 970-479-2157
April 11, 2001
7M
Certified Mail - Return Receipt Reauested
Mr. Jerald Wuhrman
Westhaven/Cascade LLC
Post Office Box 3098
Tequesta, Florida 33469
Re: 1325 Westhaven Drive
Dear Mr. Wuhrman:
I am the Town Attorney for the Town of Vail.
The Town of Vail Housing Authority has directed its staff to negotiate for the acquisition
of the .85 acre parcel at 1325 Westhaven Drive located in the Town of Vail, Colorado. The
Town of Vail Housing Authority has obtained an appraisal of the property from Mr. Roger Pack,
SRA. It is Mr. Pack's opinion that the fair market value of the property is $2,013,000. Based on
this appraisal, the Town of Vail Housing Authority is now extending you a formal offer to
purchase the entire property for the sum of $2,013,000. In the event that this offer is rejected, it
is my expectation that Town of Vail Housing Authority will authorize acquisition of the property
through eminent domain if this offer is not accepted.
You are hereby authorized to obtain an appraisal by a licensed and qualified appraiser
using accepted appraisal standards, and the Town of Vail Housing Authority will pay the
expense of that appraisal pursuant to Section 38-1-121, C.R.S. I would appreciate your
advising me as to whom you retain to prepare the appraisal and the amount of the anticipated
cost of the appraisal.
I would welcome the opportunity to discuss this offer with you face-to-face at your
convenience. Please call me at any time and I will make myself available to discuss this offer
with you directly. If I have not received a response from you, or if we have been unable to reach
an agreement on the purchase price, by July 9,2001, 1 will ask the Town of Vail Housing
Authority for authorization to utilize its power of eminent domain.
I look forward to hearing from you.
Very tr y yours,
R. Thomas Moorhead
Town Attorney
\\VAIL\DATA4nbest\ATTORNEY\WurhmOffer.doc
OW RECYCLEDPAPER
VAIL LOCAL HOUSING AUTHORITY
RESOLUTION NO. 1
TITLE: A RESOLUTION DECLARING THE INTENT OF THE AUTHORITY TO
ACQUIRE A FEE SIMPLE INTEREST FOR THE SPECIFIED PUBLIC
PURPOSE OF PUBLIC AFFORDABLE HOUSING, FURTHER CONTINUANCE
OF GOOD FAITH NEGOTIATIONS TO ACQUIRE SAID PROPERTY
INTEREST, AND AUTHORIZATION TO INITIATE AN ACTION IN EMINENT
DOMAIN TO ACQUIRE SAID PROPERTY IN THE EVENT GOOD FAITH
NEGOTIATIONS DO NOT RESULT IN AN AGREEMENT TO ACQUIRE SAID
PROPERTY INTEREST.
WHEREAS, the Authority, is involved in developing affordable housing at 1325
Westhaven Dr., Vail, Colorado; and
WHEREAS, construction of said Westhaven Affordable Housing Project (hereinafter the
"Project") is being undertaken for the public purpose of providing public affordable housing to
residents and employees within the Town of Vail; and
WHEREAS, acquisition of the property interests described in Exhibit A attached hereto
and incorporated herein by this reference (hereinafter the "Property"), is necessary for the
completion of said Project; and
WHEREAS, the Authority has negotiated in good faith with the Owner(s) of the Property;
and
WHEREAS, negotiations to purchase the Property have, to this point, been
unsuccessful; and
WHEREAS, it is necessary for the Authority to acquire immediate possession of the
property in order to complete the Project in a timely manner; and
WHEREAS, the Authority has determined that it is necessary to acquire a fee simple
interest in the Property, and that, in the event that good faith negotiations do not result in
voluntary granting of fee simple interest in the Property, it is necessary that the Authority acquire
said interest in said real property through the use of the Authority's power of eminent domain
pursuant to C.R.S. 29-4-209(k), 29-4-211(1), and 29-4-212, and in Article II, Section 15 of
the Constitution of the State of Colorado utilizing the procedures in C.R.S. 38-1-101, et seq.,
and 38-6-101, et seq.
T
NOW, THEREFORE, BE IT RESOLVED BY THE AUTHORITY, THAT:
1. The Authority hereby finds that the Project will serve a public purpose by
providing affordable housing to residents and employees within Town of Vail and is in the public
interest. The Authority further finds that it is necessary to acquire the Property to achieve said
public purpose.
2. The Authority does hereby declare its intent to acquire a fee simple interest in the
Property from the Owner and all others having an interest therein.
3. The Authority specifically authorizes that negotiations between the Authority and
the Owner of the Property continue in good faith, but in the event such negotiations are
unsuccessful, acquisition of a fee simple interest in the Property from the record Owner thereof
and all other owners having an interest therein, through use of the Authority's powers of eminent
domain pursuant to the Housing Authorities Law and the Constitution of the State of Colorado.
4. A copy of this Resolution shall be forwarded to the record Owner of the Property.
DONE AND RESOLVED this day of 2001.
Vail Housing Authority
By:
Chairman
ATTEST:
Authority Clerk
Date:
2
10
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TOWN OF VAIL
WOL-
Office of the Town Manager
•
CHAMPIONSHIPS
75 South Frontage Road
REEK
Vail, Colorado 81657
970-479-2105/Fax 970-479-2157
TM
MEMORANDUM
TO: Vail Town Council
FROM: Bob McLauri
DATE: April 17, 2001
RE: Employee Housing Unit at 770 Potato Patch
Several years ago, we purchased an employee housing unit located at 770 Potato
Patch. Since that time we have housed numerous Town of Vail employees in it. While
this unit has worked reasonably well as an EHU, there are several conditions, which
make it a cost effective employee housing unit. You may recall several months ago, we
attempted to sell this property to reinvest the proceeds to acquire additional affordable
housing. At that time the Council chose not to dispose of the property.
We continue to have concerns about the cost effectiveness of this unit and believe that
we could further the town's employee housing goals by selling this unit and reinvesting
the proceeds in additional employee housing.
have asked Susie Hervert, who oversees a number of our units, to draft a memo
outlining our concerns with this unit. Attached to this memorandum is her assessment
of this situation. I would request that you review it and I would like to discuss it with you
sometime in the near future.
In the meantime, if you have questions or need additional information concerning this
issue, please feel free to contact me.
Attachment
RECYCLED PAPER
11
Iy
TOWN OF VAIL
Department of Public Works & Transportation
1309 Elkhorn Drive
Vail, Colorado 81657
970-479-2158
Fax: 970-479-2166
www. ci. vail. co. us MEMORANDUM
TO: Bob McLaurin
FROM: Susie Hervert
DATE: April 5, 2001
RE: 770 Potato Patch
Per your request, I would like to give you an update on 770 Potato Patch, Unit # 17, and also explain, in my
opinion, the reasons this property should be sold. I have also attached the employee housing analysis for
the year 2000 for your review.
First and foremost, continuing to own an employee housing unit at 770 Potato Patch does not make
economical sense when compared to our other employee housing properties owned by the Town of Vail. I
try to manage the properties on the operating premise that each unitibed needs to turn an annual profit
while still being quite affordable to our employees. The initial capital expenditure to build/buy the
properties is not factored in. For example, each unit at Buzzard Park has made a yearly profit of
approximately $3,600 over the last two years. The three bedrooms at Vail Das Schone made
$3,700/bedroom profit for the year. The five bedrooms at the Library would have made $3,400/bedroom if
the space was leased out for twelve months. As soon as we are finished making needed improvements to
Creekside housing, this property will also generate $3,000 + /unit. The masterleases will not generate a
profit and most of the time we operate with a deficit. The Potato Patch unit just comes close to breaking
even. This may look okay compared to the masterleases, but it still should be affordable and make a profit
like the rest of the properties we own.
With this in mind, let's take a closer look at the Potato Patch unit. This one bedroom property can only
house the maximum of one (1) Town of Vail employee, unless we happen to have a couple that both work
for the Town of Vail. We currently charge $800/month plus utilities. Based on 2000 figures, in order for
this unit to pull itself out of the hole and make $3,000 for the year, we would need to charge $1,200/month
in addition to utilities, which would average $300/month (electric heat). This brings the total housing
expense to $1500/month. Using the general rule of thumb that housing costs should not exceed 28% of a
person's annual salary, an employee would need to make $64,500/year to comfortably live at 770 Potato
Patch. It is safe to say that 95% of our employees could not afford to live there.
Although the unit is in good shape and hasn't required a great deal of interior maintenance, the biggest
expenditure continues to be the ever-increasing association dues. We paid $7,500 in the year 2000 and
anticipate substantial increases/assessments in the near future due to the association's desire to update and
remodel the entire exterior of the complex. As a primary resident or second homeowner, the money spent
on an exterior remodel will probably be a wise investment. From the Town's perspective, as an owner of an
employee housing unit, it is not the best use of the Town's money.
Finally, the unit becomes vacant the end of April and is in excellent shape to sell. A year ago, the unit was
repainted and new wood blinds were installed throughout. According to Nina Timm, the unit was valued at
approximately $225,000 one year ago. We need to invest this money into an affordable property that can
house more than one employee.
Please let me know what you think and if I can be of further assistance.
Cc: Pam Brandmeyer, Assistant Town Manager
Nina Timm, Housing Coordinator
~4M, RECYCLEDPAPER
2000 HOUSING ANALYSIS
BUZZARD PARK
Rent Reveue $132,279.00
Damages reimbursed by Tenant $5,594.00
Laundry Revenue $5,232.00
Total Revenue $143,105.00
Maintenance & Repairs $13,100.00
Furniture Rental $13,150.00 (bought out leases 4/00)
Management Fees $2,400.00
Water & Sewer $3,851.00
Electricity $4,513.00
Gas $4,743.00
Phone (for fire alarm system) $1,419.00
Cable $3,766.00
Advertising $1,480.00
Trash Removal $1,497.00
Total Expenditures $49,919.00
Net Profit $93,186.00
Occupancy rate for 2000 87.69%
*maximum revenue for purpose of calculation was based on single occupancy of 24 unit for 12 months
DB~EEKSIDE
Rent Revenue $33,216.00 (starting 6/00)
Damages reimbursed by Tenant $2,005.00
Total Revenue $35,221.00
Maintenance & Repairs $57,733.00
Management Fees $1,100.00
Sewer $1,716.00 (well water)
Electricity $4,208.00
Cable $505.00
Trash Removal $809.00
Total Expenditures $66,071.00
Net Profit ($30,850.00)
Occupancy rate for 2000 - TOV bought 6/00. Nine of the twelve units were remodeled and ready for
occupancy by 11/00. Will calculate a true occupancy rate in 2001.
VAIL DAS SCHONE CONDQ
Rent Reveue $18,505.00
Damages reimbursed by Tenant $557.00
Total Revenue $19,062.00
Maintenance & Repairs $2,503.00
Electricity $795.00
Cable $108.00
Advertising $110.00
Condo Dues $3,798.00
Property Taxes $625.00
Total Expenditures $7,939.00
Net Profit $11,123.00
Occupancy rate for 2000 99.81 %
*maximum revenue for purpose of calculation was based on 3 bedrooms @ $515/room x 12 months
MASTERLEASES
Rent Revenue $17,991.00
Damages reimbursed by Tenant $605.00
Total Revenue $18,596.00
Maintenance & Repairs $2,585.00 (mainly purchase of used furniture)
Electricity $1,371.00
Gas $1,277.00
Cable $144.00
Rent Payments $32,100.00
Total Expenditures $37,477.00
Net Profit ($18,881.00)
Occupancy rate for 2000 62.38%
*maximum revenue for purpose of calculation was based on following: TOV expected to subsidize
Brooktree unit 2bedrooms @ $515 ea x 12 months=$12360 Actual rent=$13200/year
Westridge #1 2bedrooms @ $515 ea x 12 months=$12360 Actual rent=$15,000/year
Westridge #2 2 bedrooms @$515 ea x 4 months=$4120 Actual rent=$5000/year Leased 9/1/00
770 POTATO PATCH
Rent Revenue $ 8,950.00
Damages reimbursed by Tenant $ 107.00
Total Revenue $ 9,057.00
Electricity-over month vacant due to $612.00
tenant changeover
Gas-same as above $66.00
Maintenance & Repairs $2,788.00
Condo Dues $7,500.00
Total Expenditures $10,966.00
Net Profit $ (1,909.00)
Occupancy rate for 2000 93.23%
*maximum revenue for purpose of calculation was based on $800 x 12months
LIBRARY
Rent Revenue $8,896.00
Total Revenue $8,896.00
Cable $408.00
Total Expenditures $408.00
Net Profit $8,488.00
Occupancy rate for 2000
100% occupied November - April Used for interns in summer-no revenue
Post it Fax Note 7871 OW« im, A ~pri~yO0
' I7o)&Ny P117 -S C 14
April 4, 2001 IcorO"001141t AR,
?rwn, r 30.3-470, S 9J0 Pty,. ? g,~ . y r-~ ~ sy
~?-.Ya JW3'47o- 7/6Z Fax r I
Tony Nutsch
Odeil Architects
32065 Castle court, St 150
Evergreen, CO
Re: Dobson Arena trees
Dear Tony,
This better is in references to the 413 Dobson Ice Arena meeting held at the Town
of Vail Community Development Office. Three issues regarding the tress were
brought to light during the meeting. The items of concern are, successful
transplanting of trees, two trees near the bridge on the south side of the road,
and encroachment into the root protection zone for tree #15.
Successfully transplanting large trees, such as those at the arena, can to
accomplished assuming an adequate sized tree spade Is used and the soil to
such that the root bag will stay intact during transplanting. A previous attempt to
dig some of the trees at the arena had varied success. Trees located away from
the building were auccessfully removed but when attempting to dig trees close to
the building several large rocks were encountered making machine digging
impossible. The Town of Vail Tree Replacement Policy requires that conifers
removed for development must be replaced In total height.
Design changes for the bridge may require removiirtwo Engleman spruce trees
located on the south sale of the bridge. It these trees are removed they should
be replaced in accordance with the Town of Vail Tree Replacement Policy. these
trees must be replaced vVAh trees totaling equal height. Optimally, trees from the
site could be transplanted near the bridge. Unfortunately, the timing of digging of
transplants and the removal of the bridge trees will likely not a....,...modatte this
plan. A few trees could be transplanted In the pocket parts located southeast of
the bridge.
I revisited Tres #115 to investigate the size of the proposed excavation and to
check the tree for any possible defects. Although I identified no external signs of
stem rot, I sound tested the tree with a rubber mallet. I detected no unusual
sounds on the east side of the tree but found a hollow resonance on the, west
side. On the previous inspection, i only tested around a basal scar located on the
east side of the tree. I bored the tree to verify.that the hollow resonance was
4L_
,
from unsound wood. The east side has r of sound wood but the west a 4@ only
has 3 of sound wood.
A tree with a simllar detect existed across this street at the library. The ties was
a comparable sized Engiemann spruce with a similar defect. The tree was
damaged on the west side in the late t 970's during sidewalk construction for the
library. The library tree failed in a windstorm during the spring of 1989.
Approximately 55% of the wood is unsound at the base of the tree #15. This
percent of defect leaves the tree vulnerable to high grinds and snow bads.
Pedestrians heavily use the area and the proposed truck dock will encourage
more people and vehicles to be within the potential strike zone.
7.f)" Unsound 3.75"
wood
Approximate cross section of tree #15
i
I recommend removing tree f115 because the dafect in the tree makes it likely to
fail. The potential targets cannot feasibly be moved or redirected and the
potential for physical damage or bodily harm is great.
Mitigation actions to address concerns delineated to the April 3rd meeting are as
follows, transplant all trees possible onsite, replace removed conifers with equal
height and remove tree #15 for liability reasons. 4.--
Sincerely
r;;Ick Herwehe
Certified Arbosist #2106
i
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CITY MARKET CHILD CARE SPACE
Analysis and Review
OBJECTIVE: Determine appropriate use for the former "Bright Horizons"
child care space.
BACKGROUND: Council directed staff to review child care options and
provide preliminary recommendations by April 17 and final
recommendations by May 22nd, 2001.
IN'I'IKODUCTION: Full service (infant, toddler, pre-school) day care has
been referred to as a "trilemma" reflecting the close interrelationship
between cost, revenue, and ratios. Fixing any one element makes the others
worse. Ratios are the state mandated caregiver to child requirements with
infant care being the most stringent at 1 to 5. Many centers target 1 to 3 for
quality reasons. By comparison, the pre-school ratio is 1 to 15.
Acc®rdingly, without subsidies, many centers cannot provide infant care and
survive. This "market failure" has led employers to underwrite child care as
a cost of doing business.
ACTIONS TO DATE:
• Local day care providers have declined expanding their operations to re-
open the space largely due to staffing concerns and the infant care
requirement.
• The Rural Resort Child Care Task Force has sent a broadcast e-mail
state-wide to solicit Director level candidates. No inquires have been
received.
• A national child care provider submitted a formal proposal. (See
discussion Option 1.)
• Eagle County is progressing with a home care licensing initiative.
• The County and TOV are in discussions to explore a joint 50103 IGA
• CMC is pursuing providing staff licensing programs particularly if a J-1
visa program is pursued to fill care giver needs.
DISCUSSION:
• OPTION 1: (sub-contract to an outside provider) This option is a bid
from Children's World which operates 600 centers nationwide. They
are well aware of the Bright Horizons failure and, accordingly, are
asking for: 1) a full capacity guarantee, 2) rent subsidy, and 3) coverage
of the City Market common area maintenance fee (about $700 per
month). Even with these guarantees in place, they project to lose
$125,000 annually which, also, would be subsidized. This number, in
large, is driven by a $55,000 corporate overhead allocation, a $23,000
operating profit margin (about 6-cents on the sales dollar), and a
$39,000 food service program.
• OPTION 2 ($35) & 2a ($40) With the outside provider fees removed,
breakeven can be achieved at full capacity charging an average $35 per
day rate. At $40 per day, breakeven can come close at approximately
85% capacity.
• OPTION 3 ($35) & 3a ($40) with Increased Capacity. By adding an
additional 150 square feet, breakeven can be achieved at 90% capacity
charging $35 per day and operations are profitable at 85% charging $40
per day.
SUMMARY AND RECOMMENDATION: Many employers choose
option 1 recognizing that day care is a cost of business and the "trilemma"
issues are not worth the management pain- so a turn-key solution is the best
of a bad situation. As a public employer, this is not a prudent choice as the
required guarantees would expose TOV to operating losses well beyond the
pro-forma forecasts.
The option 2 scenario maintains the existing physical space and breakeven
can be achieved only at full capacity charging $35. Staffing levels could be
reduced to state minimum standards to improve cost and provide some
cushion but this would be a quality of care concession. At 85% capacity, the
center would lose approximately $60,000 annually. If the State would not
certify the 50 child enrollment, the operating loss would increase.
Recognizing that infant care cannot support itself without a significant pre-
school enrollment, an operating partner/partners should be acquired to
underwrite these losses. Increasing the fee to $40 would change the bottom
line significantly, but the rate may not hold in the present market, nor be
supported by public entities.
Option 3, increased capacity, is the best long term approach to assure
financial viability. This option, however, is pre-mature until feasibility is
reviewed by qualified parties including the State day care agent.
Staff recommends that the facility be opened in its present configuration and
an operating partner be secured to share start-up and operating losses. This
is the reality of providing infant care.
If approved, next steps include: 1) begin the State certification process, 2)
develop the appropriate governing entity, 3) develop the marketing plan and
begin to pre-book sales, and 4) develop the staffing plan (including visa
options) with an October/November re-open date.
OPTION 1
INCOMIE MTEMENT YRI Y R2 YB..$
TUITION $ 473,72U $ 497,536 $ 522,288
REGISTRATION $ 3,000 $ 3,000 $ 3,000
SCHOLARSHIPS $ (18,949) $ (19,901) $ (20,892)
SIBLING DISCOUNTS $ (11,843) $ (12,438) $ (13,057)
BAD DEBTS $ (947) $ (995) $ (1.045)
NET REVENUES $ 444,981 $ 467,202 $ 490,294
PERSONNEL COSTS
SALARIES & WAGES $ 335,800 $ 349,232 $ 363,220
OTHER PERSONNEL COSTS $ 67,160 $ 69,846 $ 72,644
TOTAL PERSONNEL COSTS $ 402,960 $ 419,078 $ 435,864
OTHER CENTER COSTS
FOOD COSTir i t/DAY $ 39,000 $ 40,560 $ 42,120
EDUCATIONAL SUPPLIES $ 5,200 $ 5,408 $ 5,624
EDUCATIONAL ACTIVITIES $ - $ - $ -
PARENT COMMUNICATIONSJDOCUMENTATION $ 1,000 $ 1,040 $ 1,082
PARENT MEETIN&SPEAKER $ - $ - $ -
TECHNOLOGY TRAINING $ - $ - $
PHOTOGRAPHY $ - $ - $ -
CONFERENCE $ - $ - $
BUSINESS MEALS $ - $ - $
HOTEL $ - $ - $ -
MILEAGE $ - $ - $
TRAINING $ - $ - $ -
MARKETING MATERIALS $ 5,000 $ 5,200 $ 5,408
DUES & SUBSCRIPTIONS $ - $ - $ -
MISCELLANEOUS EXPENSE $ 3,000 $ 3,120 $ 3,245
OFFICE SUPPLIES $ 2,500 $ 2,600 $ 2,704
M&R CONSUMABLES $ 7,000 $ 7,280 $ 7,571
TELEPHONE & UTILITIES $ 3,000 $ 3,120 $ 3,245
TOTAL OTHER CENTER COSTS $ 65,700 $ 68,328 $ 70,999
CONTRIBUTION TO FIXED COSTS $ (23,679) $ (20,204) $ (16,569)
FIXED COSTS
DEPRECIATION $ - $ - $
PHOTOCOPIER LEASE $ 3,600 $ 3,600 $ 3,600
M&R CONTRACTS $ - $ - $
M&R PROJECTS $ - $ - $ `
INSURANCE $ 16,790 $ 17,462 $ 18,161
OVERHEAD/ADMINISTRATIVE EXPENSES $ 55,000 $ 57,750 $ 60,638
MANAGEMENT FEE $ - $ - $ -
TOTAL FIXED COSTS $ 75,390 $ 78,812 $ 82,399
START-UP COSTS $ - $ - $ -
SUBSIDY $ 125,000 $ 131,250 $ 137,813
CENTER OPERATING PROFIT $ 25,931 $ 32,234 $ 38,845
COP Margin % 5.8% 6.9% 7.9%
Option 2 ($35/day)
Staffing Assumptions Operating Assumptions
Number Hours per day (7am-
# Children Age group Caregivers 6pm) 10
30 Preschool 4 Days per week 5
10 Toddler 2 Weeks per year 52
10 Infant 3 Days per year 260
50 9
Total caregiver hours
each day caregivers x Total caregiver Average Total caregiver
hours/day) hours per year hourly wage salaries
90 $ 23,400.00 $ 12.00 $ 280,800.00
Costs
Base Salaries $ 280,800.00
Director Salary $ 45;000.00
Total Salaries $ 325,800.00
Benefits (20%) $ 56,160.00
Total Employment
costs $ 381,960.00
Other Misc. Expenses $ 65;000.00
Total Operating costs $ 446,960.00
Revenue
Total kid days per Year 13000
Average Daily rate $ 35.00
Total revenue @ 100%
capacity $ 455,000.00
Revenue @ 90%
capacity $ 409,500.00
Revenue @ 85%
capacity $ 386,750.00
Option 2A ($40/day)
Staffing Assumptions Operating Assumptions
Number Hours per day (7am-
# Children Age group Caregivers 6pm) 10
30 Preschool 4 Days per week 5
10 Toddler 2 Weeks per year 52
_ 10 Infant 3 Days per year 260
50 9
Total caregiver hours
each day caregivers x Total caregiver Average Total caregiver
hours/day) hours per year hourly wage salaries
90 $ 23,400.00 $ 12.00 $ 280,800.00
Costs
Base Salaries $ 280,800.00
Director Salary $ 45,000.00
Total Salaries $ 325,800.00
Benefits (20%) $ 56,160.00
Total Employment
costs $ 381,960.00
Other Misc. Expenses $ 65,000.00
Total Operating costs $ 446,960.00
Revenue
Total kid days per Year 13000
Average Daily rate $ 40.00
Total revenue @ 100%
capacity $ 520,000.00
Revenue @ 90%
capacity $ 468,000.00
Revenue @ 85%
capacity $ 442,000.00
option 3
increased capacity @ $35
Staffing Assumptions Operating Assumptions
Number Hours per day (7am-
# Children Age group Caregivers 6pm) 10
30 Preschool 4 Days per week 5
15 Toddler 2 Weeks per year 52
10 Infant 3 Days per year 260
55 9
Total caregiver hours
each day caregivers x Total caregiver Average Total caregiver
hours/day) hours per year hourly wage salaries
90 $ 23,400.00 $ 12.00 $ 280,800.00
Costs
Base Salaries $ 280,800.00
Director Salary $ 45,000.00
Total Salaries $ 325,800.00
Benefits (20%) $ 56,160.00
Total Employment
costs $ 381,960.00
Other Misc. Expenses $ 65,000.00
Total Operating costs $ 446,960.00
Revenue
Total kid days per Year 14300
Average Daily rate $ 35.00
Total revenue @ 100%
capacity $ 500,500.00
Revenue @ 90%
capacity $ 450,450.00
Revenue @ 85%
capacity $ 425,425.00
option 3 (a)
increased capacity @ $40
Staffing Assumptions Operating Assumptions
Number Hours per day (7am-
# Children Age group Caregivers 6pm) 10
30 Preschool 4 Days per week 5
15 Toddler 2 Weeks per year 52
10 Infant 3 Days per year 260
55 9
Total caregiver hours
each day caregivers x Total caregiver Average Total caregiver
hours/day) hours per year hourly wage salaries
90 $ 23,400.00 $ 12.00 $ 280,800.00
Costs
Base Salaries $ 280,800.00
Director Salary $ 45,000.00
Total Salaries $ 325,800.00
Benefits (20%) $ 56,160.00
Total Employment
costs $ 381,960.00
Other Misc. Expenses $ 65,000.00
Total Operating costs $ 446,960.00
Revenue
Total kid days per Year 14300
Average Daily rate $ 40.00
Total revenue @ 100%
capacity $ 572,000.00
Revenue @ 90%
capacity $ 514,800.00
Revenue @ 85%
capacity $ 486,200.00
COUNCIL FOLLOW-UP
FTOPIC QUESTIONS FOLLOWUP
2001 _ m J
1/23/01 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?
2/13/01 VVTCB'S 2002 WINTER GUIDE PAM: Left a voicemail for Kelly Layton Wednesday,
2/14, in re: to whether this is a duplication of a
SYBILL NAVAS fulfillment piece that could be coordinated w/the Vail 1
Chamber and Business Association's "The Guide." 1
4/3/01 OCCUPANCY OF EMPLOYEE RUSS: Schedule a work session to discuss Scheduled for 5-1-01 work session.
HOUSING UNITS strengthening the town's enforcement of employee
housing units within residential properties.
DIANA DONOVAN
4/3/01 DYING TREES GREG HJTODD 0.: There are browning/dying trees by Ramshorn trees were caused by construction damage. Chalet Road
Chalet Road and the tennis courts, as well as in front of may be construction damage. We will have our arborists look at it
DIANA DONOVAN the Rams Horn. Are we using mag chloride in this this spring. Mag chloride is used only on Blue Cow Chute.
area? Council is requesting staff check them out.
RSES SOCCER FIELD BOB: It's important to include the neighborhood in Todd is meeting with Red Sandstone PTA Thursday, 4-12-01.
Diana Donovan current discussion re: the construction of this athletic
field. Are there any public meetings planned?
F:lmcasterlbsaiterlagendalfollowupl4-17-01 du
April 17, 2001 - Page 1
Vail Chamber & Business Association
and
Vail Valley Tourism & Convention Bureau
Proposal to produce joint summer marketing piece:
EXECUTIVE SUMMARY:
The Vail Valley Tourism & Convention Bureau performs many functions as a primary
marketing entity on behalf of the community. Our infrastructure includes Central
Reservations, Group Sales, Visitor Centers, Special Events, Public Relations and
Partnership Marketing. Each "arm" strengthens and supports the efforts of the others so
that the end result is greater than the individual efforts totaled. Some of the resulting
benefits are obvious, such as the $24 million in total spending generated through Central
Reservations or the 75,000 annual visitors attracted by Special Events.
The Partnership Marketing department also plays a vital role in the Vail business
community by developing co-op marketing programs that leverage marketing efforts of
our partners to generate a greater presence and economic result than individual businesses
can achieve on their own. The Summer Guide, Winter Guide, Destination Travel Planner
and Wedding Guide are all examples of these efforts. Our team concepts the
publication, sells the advertising, coordinates all production & content, and manages
distribution through multiple channels.
More specifically, the VVTCB currently produces a Summer Guide for the summer
fulfillment on behalf of the Vail community, including VVTCB, Local Marketing District
and Vail Resorts. Because of the relationship with the Local Marketing District, the
Summer Guide restricts participation of events, lodges, restaurants and retailers to Vail
business license holders. Activities, transportation and some service companies may be
outside of the Vail town limits.
The Summer Guide is primarily intended as a promotional piece to attract visitors and
assist them in the planning process. The creative design reflects the overall Local
Marketing District marketing campaign. Thus the branding message is consistent.
The increasing number of tourism publications in Vail creates two issues of concern:
1. The consumer's experience is impacted by a bombardment of "official"
information sources and potentially inconsistent messaging.
2. The Vail businesses are impacted by growing demands to spend more
marketing dollars to ensure their coverage in a wide variety of publications.
The primary purpose of this proposal is to identify opportunities to consolidate our
messaging to our guests while alleviating some of the financial burden on our businesses.
INITIAL PROPOSAL:
While your organization is reviewing its production and distribution of The Guide, we
would like to discuss the possibility of the Summer Guide, used by the Local Marketing
District, fulfilling your need for a summer piece.
While the logistics and details need further discussion with all parties, some of the
benefits include:
1. Consistent messaging for the guest -a united front.
2. Single source for guests and advertisers.
3. Cut production costs significantly for the summer distribution
a. Rough estimated of 1.25 per piece, 35,000 pieces = $43,700 (say
$35,000 to be very conservative)
b. Estimated cost of increasing distribution of Summer Guide from
70,000 to 90,000 and increasing number of pages by 8, around
$15,000.
c. That is a conservative savings of $20,000 that could be passed back to
advertisers.
4. We could keep ad costs reasonable.
a. Some estimates include half page (same actual size as current full
page) at $2000; quarter page at $1000; 1/6 formatted ads at $500; and
photo listings at $250.
5. We would roll the listing content into the www.vailalwavs.com web site, the
Local Marketing District site as an additional value for the advertisers.
CONTENT:
VVTCB Summer Guide could include the following sections/listings from The Guide
(although not necessarily with the same heading):
Attractions & Activities: Would list these businesses and more. Also include events.
Food & Booze
Sporting Goods & Apparel
Shopping & Galleries
Personal Services (see exclusions below)
Lodging & Reservations
VVTCB Summer Guide would NOT include the following sections/listings from The
Guide:
Under Attractions & Activities -Lift Ticket & Ski School Information
Under Personal Services -
Clothing Care & Repair -4 businesses
Transportation & Automotive Needs -4 businesses excluded, 4 included
Miscellaneous -3 businesses
House & Home
Real Estate section (most can be included under Lodging & Reservations)
Furniture, Home Interiors, Design & Services -21 businesses (many can be listed
under the Shopping & Galleries section)
Construction, Hardware & Landscaping - 26 businesses
Engineering & Architecture -16 businesses
Professional Services
Financial -21 businesses
Dental, Medical & Health -16 (could include Vail Valley Medical Center?)
Chiropractic, Physical Therapy...-11 businesses
Veterinary -1 business
Video, Events...-10 businesses
Legal -8 businesses
Computer & Office Needs -6 businesses
The Guide is currently produced once each year with a change from winter to summer in
the cover section only.
Vail Chamber & Business Association &
Vail Valley Tourism & Convention Bureau
Proposal to produce joint summer marketing piece: PART II
OPTIONS:
1. Produce the piece similar to the current publication with 88 pages, same guts,
seasonal cover.
a. Gross sales needed to cover production $120,000
*initial projections were 1.25 per piece -reduced to .96 per piece.
2. Produce winter publication similar to current publication. Incorporate
summer content into existing Summer Guide with increased distribution.
a. Gross sales needed to cover production of winter piece $105,000
b. Additional cost to production of expanded Summer Guide $15,000
c. Total gross sales needed to cover production $120,000
3. VCBA continue to produce The Guide. VVTCB will work with the
organization to incorporate as much mutual content as possible into the
Summer Guide without jeopardizing its intent as a lure piece. This would
primarily involve expanding the shopping coverage. Restaurants are already
covered.
FACTORS:
1. Through this process of review we really feel that the Summer Guide and The
Guide are both fulfilling a specific niche for the Vail guest. The Summer
Guide as primarily a lure piece to attract guests and The Guide as a directory
of services once the guest arrives.
2. To consolidate publications in the marketplace, a better match might be
between The Guide and What To Do or Best Read Guide. All three serving
the same purpose as an in-town resource for guests.
3. We are concerned that trying to modify The Guide & the Summer Guide
could jeopardize the integrity of both pieces.
4. If this partnership moves forward we would need to address the "rules of
engagement" that would allow the VVTCB to produce the piece within a set
of parameters established by the VCBA.
5. Estimating the revenue of last year's advertisers, it looks like the advertising
revenue is approximately $88,050. This leaves a shortage of nearly $31,950.
If advertising rates were increased around 10% that would add an additional
$8800. If there is a subsidy to cover most of the remaining difference, we
could probably produce the piece with minimal increase to the advertisers.
Bottom line, we want to develop a partnership with the VCBA at some level. Whether
that is production of the piece(s) in its entirety or expanding our Summer Guide to cover
more of the merchants and working with the producer of your piece to provide a
consistent look and feel between the two pieces.
W9 ~f t7 o t 4. rf+c
Vail Valley Medical Center
Application for
Conditional Use Permit
E
Proposed Phase 1 Building Addition
April 16, 2001
I. Introduction
A. Summary of Request
The Vail Valley Medical Center (WMC) is submitting an application to amend the
cation for an addition to
existing Conditional Use Permit and a Design Review appli
the hospital. The WMC refers to this addition as the "Phase 1" project. The
WMC is also submitting a conceptual master plan for the entire campus to show the
context of the proposed Phase 1 addition. Following the approval of Phase 1, the
conceptual master plan will be converted into a development plan for the site and
submitted for Town review. It is the WMC's intent to begin construction of the
Phase 1 addition in August of this year (for completion in November of 2002).
Phase 2 (the overall campus plan) is intended to begin construction in the spring of
2003.
The Phase 1 project includes an approximately 22,866 sq. ft. (gross) addition to the
hospital. The project removes the roof of the current two-story structure (originally
constructed in 1972), redevelops the second floor and adds a third floor. The
addition will attach to the existing in-patient care building to the west that was
constructed in 1990 and will match this structure in building height (three-stories).
The second floor will house an improved and expanded Women's and Children's
Center (obstetrics) and the third floor will provide for an Ambulatory Surgery facility
(outpatient surgery). In Phase 1, the interior space on the ground level of this
structure will be utilized for interim functions, such as storage, pending completion
of Phase 2.
In conjunction with the changes being made to the WMC campus, the Edwards
campus will be completed in July 2001 and many uses currently housed on the Vail
campus will be relocated to the Edwards campus (materials management, shipping
and receiving, transportation personnel, some medical office spaces, etc.). The
opening of space in Edwards allows the Vail campus to complete qualitative changes
to the uses on-site (less cramped conditions) in order to improve service to the
community.
B. Conceptual Master Plan
The Conceptual Master Plan (Phase 2) of the hospital redevelopment is represented
in the plans provided as information with this submittal. The WMC is not
requesting formal approval of the overall master plan at this time but has provided
the document in order to show the context of the Phase 1 addition. The Phase 2
development plan will be submitted for formal review by the Town later this year.
Vail Valley Medical Center - Phase 1
Braun Associates, Inc. I
The Phase 2 redevelopment includes razing the current one and two-story medical
office buildings built in 1967 and 1972 respectively, and located on the east end of
the facility, eliminating the surface parking area accessed from Meadow Drive, razing
the current parking structure, and removing the ambulance facility. The current
emergency room facility will remain in its current location. These facilities are
replaced with a new medical office facility and an extensive underground and
structured parking facility that takes direct access from the South Frontage Road in a
revised entrance facility. The entrance not only provides for all visitor and staff
access, but also accommodates all emergency vehicles and service vehicles entering
the site. Phase 2 eliminates ALL vehicular access to the hospital via West Meadow
Drive, except for Fire Department access in an emergency.
In order to allow access from the South Frontage Road, the VVMC is in the process
of negotiating a land swap with the Evergreen Lodge, as the lodge currently own the
entire frontage along S. Frontage Road adjacent to the hospital. The Evergreen
Lodge would acquire a parcel of land, approximately equal in size, on the west side
of the VVMC property, approximately in the location of the existing surface parking
area adjacent to the Evergreen property. The VVMC and the Evergreen have an
agreement in principal to the land swap. The land swap would occur before a formal
approval of the Phase 2 project (before the Spring of 2002). The concept plan also
shows the library parking lot being changed to more of a park-like setting with a
potential VVMC building addition encroaching upon it. Any use of TOV land will
require the Town's review and approval.
C. Key Elements of the Phase 1 Proposal
Key elements of the plan include:
• Improved obstetrics facility (November 2002 completion)
• Improved outpatient surgery facility (November 2002 completion)
• Elimination of materials management facility including staff reductions and
the reduction of large delivery trucks accessing the site from Meadow Drive
Quly 2001)
• Reduction in medical office space including a reduction in staff and related
patient visits resulting in less traffic to the site Quly 2001)
• A net reduction in parking space needs for the site
• The project complies with the Condition Use Permit criteria
Vail Valley Medical Center - Phase 1
2
Braun Associates, Inc.
D. Review Process
The WMC property is currently zoned General Use. The General Use zone district
allows hospital and medical office uses subject to the issuance of a Conditional Use
Permit (CUP). A CUP is acted upon by the Planning and Environmental
Commission (PEC) and the PEC has final review authority on a CUP. In the
General Use zone district the PEC is also required to determine the development
standards for the project including, building height, setbacks, parking, and site
coverage. The WMC has submitted the required Conditional Use Permit
application materials.
The role pf the PEC is to review the Phase 1 project with respect to the criteria listed
in the Zoning Regulations for a Conditional Use Permit. The Design Review Board
will be responsible for reviewing the proposed architecture and design of the
building. Review by the PEC and the DRB will occur concurrently in order to allow
the WMC to achieve its goal of beginning construction in August of this year.
Although the Town Council is not required to take action on this project, we intend
to keep the Town Council up-to-date on the project through worksessions and
project updates.
In order to better understand the concerns of its neighbors, the WMC has also
hosted two neighborhood meetings on March 26 and March 27 of this year and has
conducted several other meetings with neighbors on an individual basis. The WMC
also participated in a two-day charette with the Town and the Evergreen Lodge,
resulting in many of the ideas displayed on the Phase 2 conceptual master plan.
Vail Valley Medical Center - Phase 1
Braun Associates, Inc. 3
II. Description of the Project
A. Background
The Vail Valley Medical Center is currently comprised of five individual structures
that are all linked together. The original clinic building, constructed in 1967, is
located on the east end of the campus. Other buildings were added over the years
such as the emergency room, the ambulance barn, and additional clinic space (all one
and two-story structures). In 1990 the three-story structure located on the west end
of the campus was constructed. This building contains in-patient facilities, surgery,
medical offices, the Howard Head Sports Medicine Center, and other medical uses.
Since this addition in 1990, there have been no expansions of the VVMC facilities.
The campus also contains a 209 space parking structure and a 120 space surface
parking lot (re-striped in 2000 to acquire 19 additional parking spaces for a total of
329).
B. Existing Land Uses
The existing hospital currently has approximately 146,584 sq. ft. of gross floor area,
containing 49 licensed beds, 14 emergency room exam beds, surgery, obstetrics,
imaging, laboratory, medical office facilities, and other clinical and administrative
functions.
C. Phase 1 Addition
The Phase 1 project includes an approximately 22,866 sq. ft. (gross) addition to the
hospital. The project removes the roof of the current two-story structure (originally
constructed in 1972), redevelops the first and second floor and adds a third floor.
The first floor space will be redeveloped as interim use space during Phase 1 and will
be detailed in the Phase 2 redevelopment plan. The addition will attach to the
existing in-patient care building to the west that was constructed in 1990 and will
match this structure in building height.
The existing two-story structure to be redeveloped contains obstetrics, hospital
administrative functions, and medical offices. The following changes will occur:
• First Floor
The first floor of the building will be completed as a shell and will not be finally
finished out. The area will be used for interim functions, such as storage, until
Phase 2 comes online, at which time a specific facility and use plan will be
created for the space.
Vail Valley Medical Center - Phase 1
Braun Associates, Inc. 4
• Second Floor
The proposed redevelopment of this space will provide a new home for
obstetrics on the second floor. The current obstetrics facility is cramped, was
developed under 1970's code requirements, and is in need of qualitative
improvements, which require more floor area. Upon completion of the remodel,
the obstetrics area will fully comply with building and hospital codes. The
proposed obstetrics facility will improve upon the quality of care and capacity
resulting in improved efficiency for care of obstetrics patients and newborns. It
will also allow for the development of a Level II nursery.
• Third Floor
The new third floor of this structure will provide for ambulatory (outpatient)
surgery. Currently outpatient surgery and inpatient surgery compete for
operating room and recovery space. While this use will expand the capacity of
outpatient surgery it will also improve the quality and efficiency of the space
designed specifically as an outpatient facility.
In conjunction with these improvements as well as the completion of the Edwards
medical campus, many uses located on the Vail campus will be shifted to the
Edwards campus. Probably the most dramatic of the changes is the removal of
"materials management" from the Vail campus. This means that the majority of
large trucks that deliver supplies to the Vail campus will now deliver materials to a
central receiving and distribution center at the Edwards facility. Supplies needed in
Vail would be delivered with smaller vans. Not only does this represent a reduction
in loading and delivery needs but also a reduction of staff support for this function.
Additionally, another major change to the Vail campus will be in the reduction of
medical office uses. The reassignment of several medical offices to the Edwards
campus will reduce the number of staff and patients utilizing parking facilities on the
site thus improving parking availability and traffic to the site.
D. Zoning Analysis for Phase 1
Below is the Zoning Analysis for the Phase 1 addition to the VVMC.
1. Lot Area
The lot area of the VVMC is 3.811 acres or 166,007 sq. ft. The lot area for the Phase
1 addition will remain unchanged.
2. Setbacks
The setbacks for the VVMC are contained in the proposed development plan. The
proposed addition will have a setback of 20' minimum along the West Meadow
Drive frontage. No other changes to existing setbacks are proposed.
Vail Valley Medical Center - Phase I 5
Braun Associates, Inc.
3. Height
The proposed building height for the Phase 1 addition will match that of the existing
three-story building to the west. The proposed building height is approximately 41'
to the roof and 44' to the top pf the parapet. The sloping roof proposed as a
mechanical screen is approximately an additional 10' in height.
4. Site Coverage
The site coverage for Phase 1 project is as shown on the proposed development
plan.
5. Landscaping and Site Development
The proposed landscaping is as proposed on the site development plan. The only
change to the landscaping on-site is in the area of the proposed building addition.
6. Parking
There are currently 329 parking spaces located at the VVMC. The number of
parking spaces was increased on the site last year to the 329-space figure based on a
revised parking space layout. This revision resulted in a net increase of 19 parking
spaces. The plan approved by the Town in 1990 required 291 for the WMC.
The parking capacity is further expanded by the use of "managed parking" or valet
parking. The VVMC employs full-time staff that helps visitors to the site find
parking and offers the ability to valet cars thus allowing very efficient use of the
parking facilities. The management allows for a significant increase in parking
capacity. This valet service is provided voluntarily by the VVMC at no cost to
patients or visitors and has not been mandated by the Town.
Additionally, the VVMC has a shuttle and carpooling program. Many of the
employees at this facility live in Summit County, Lake County, or duW~,.-valley areas
of Eagle County. The program is incentivized in numerous ways, one of which is
offering shuttle riders a `free lunch' at the hospital for every day that they utilize the
shuttle service. Last year shuttle rider-ship alone accounted for over 10,000 day-shift
employees for an average of 39 people per day.
The VVMC is very aware of the importance of parking and has been very innovative
in managing its parking needs. In the past 3 years there have been virtually no
parking complaints from patients and visitors at the facility.
Vail Valley Medical Center - Phase 1
Braun Associates, Inc. 6
The formula utilized by the Town for developing the parking requirements on-site
over the past 20 years has been to assess:
• 1 parking space per hospital bed
• 1 parking space per emergency room exam bed
• 1 space per employee/ doctor on largest shift (both hospital and medical
offices)
• 1 space per medical office exam room
Based on this formula, the proposed Phase 1 addition generates the following
parking demand:
• Obstetrics remodel requires the same number of employees as currently
exist and increases the number of beds by 2 (2 new spaces required)
• New outpatient surgery creates 10 beds that can be in use at any one time
(10 new spaces required)
• Net increase in employees due the proposed addition of 6 employees
(surgery) (6 new spaces required)
• Decrease of 5 material management employees on Vail campus (5 space
reduction)
• Decrease of 8 medical office staff on Vail campus (this number may also
increase based on the availability of medical office space at the Edwards
facility) (8 space reduction)
• Decrease of 6 medical office exam rooms on the Vail campus (6 space
reduction)
• Decrease of 5 transportation employees on the Vail campus (5 space
reduction)
The net result for Phase 1 is a reduction in parking demand equivalent to 6
parking spaces.
Therefore, the proposed Phase 1 project is able to occur given the current parking
allocation for the hospital, without the need to create additional parking on the Vail
campus.
7. Loading
The loading requirements for the hospital are being reduced prior to and as part of
the Phase 1 redevelopment activities. The materials management for the Vail
campus will be relocated to the Edwards campus. Therefore, the need to have large
delivery vehicles has been essentially eliminated from the Vail campus. There will
remain a need for deliveries to the hospital but the majority of these deliveries will be
smaller panel trucks or vans.
Vail Valley Medical Center - Phase 1 7
Braun Associates, Inc.
III. Conditional Use Permit Criteria
Below is the criteria used by the staff and the Planning and Environmental Commission when
reviewing a request for a Conditional Use Permit. We have addressed each of these criteria and find
that the proposal fully complies with each.
A. The effect of the use on light and air, distribution of population,
transportation facilities, utilities, schools, parks and recreation facilities, and
other public facilities needs.
Our Analysis:
The Vail Valley Medical Center is part of the public or quasi-public infrastructure of
the Town and the county. Approximately one-half of the services provided at this
medical center service directly those needs of the permanent population. Without
such a facility located in our community many would be required to travel to Denver
or elsewhere to receive quality health care. It is largely the growth in demand placed
on this facility by the local population that has created a need for improved obstetrics
and out patient surgery facilities. The VVMC is responding to these demands for
service with the proposed Phase 1 addition.
The proposed addition will have little impact on utilities, schools, parks and
recreation facilities. The proposed addition will add an additional story to the
building; however, this addition will not affect the light and air of adjacent property
owners and will have little impact on the public in general. Transportation facilities
will not be negatively impacted by the proposed Phase 1 addition because of the
overall net reduction in the number of trips to the site by employees, the reduction in
the number of deliveries by large trucks to the facility, and since the hospital has
committed to a shuttle program which delivers over 10,000 employee trips to the
hospital in a year.
B. Effect upon traffic with particular reference to congestion, automotive and
pedestrian safety and convenience, traffic flow and control, access,
maneuverability, and removal of snow from the street and parking areas.
Our Analysis:
The proposed Phase 1 addition will have little if any impact on these issues. The
proposed addition, given the uses that are being removed from the site (materials
management employees, medical office employees, medical office exam rooms,
transportation department employees, etc) will actually reduce the number of
vehicles coming to the site. Large delivery vehicles (especially semi-trailer) trips will
all but be eliminated from the site. The hospital has a parking management program,
Vail Valley Medical Center - Phase 1 8
Braun Associates, Inc.
which allows visitors to the hospital to be valet parked and therefore the VVMC is
effectively able to accommodate visitors to the site. This program will remain intact
at this facility.
C. Effect upon the character of the area in which the proposed use is to be
located, including the scale and bulk of the proposed use in relation to
surrounding uses.
Our Analvsis:
The VVMC site has long been a medical facility characterized by hospital and
medical office uses. The property to the north of the hospital, the Evergreen Lodge,
is a large, 7-story lodge and condominium facility. To the east is the Weststar Bank
building, a 3 to 4-story office building. Also to the east is the Skaal Hus, a 2-story
condominium project. The VVMC campus is bordered on the south by West
Meadow Drive. Beyond West Meadow Drive to the south are single-family homes.
The property to the west of the VVMC is the Dobson Ice Arena and the Library.
The existing VVMC facility is comprised of a series of one, two, and three-story
structures that have been connected over the years. The current access to, way
finding, and location of these buildings is very inefficient, not to mention confusing
to the visitor. The proposed Phase 1 addition improves the circulation pattern
within the hospital and adds an additional story to an existing two-story building.
The proposed addition will be within the bulk and scale of the existing facility while
improving the overall design and aesthetics of the campus.
The proposed addition will have little impact on the surrounding uses with respect to
the bulk, mass, and character of the area.
IV. Land Use Plan Goals
Below is a list of Goals from the Vail Land Use Plan that are applicable to the VVMC. The
proposed Phase 1 addition is consistent with these goals as the proposal is responding to the needs
of the community, is being developed in an area where development is currently located, and is
upgrading an older building and improving upon its character.
1. General Growth/Development
1.1 Vail should continue to grow in a controlled environment, maintaining a balance
between residential, commercial and recreational uses to serve both the visitor and
the permanent resident.
1.2 The quality of the environment including air, water and other natural resources
should be protected as the Town grows.
Vail Valley Medical Center - Phase I
Braun Associates, Inc.
1.3 The quality of development should be maintained and upgraded whenever possible.
1.10 Development of Town owned lands by the Town of Vail (other than parks and open
space) may be permitted where no high hazards exist, if such development is for
public use.
1.12 Vail should accommodate most of the additional growth in existing developed areas
(infill areas).
6. Community Services
6.1 Services should keep pace with increased growth.
6.2 The Town of Vail should play a role in future development through balancing
growth with services.
6.3 Services should be adjusted to keep pace with the needs of peak periods.
V. Streetscape Master Plan
The VVMC has participated in the streetscape planning for West Meadow Drive and remains
pleased with the progress of that planning effort. We believe our goals for this street are consistent
with those of the Town and the neighbors. With the Phase 1 addition to the VVMC, we are not
proposing drastic changes to the streetscape improvements along West Meadow Drive. The
addition is also not precluding the ability of the Town or the VVMC the ability to introduce quality
pedestrian improvements. The Phase 1 addition still provides ample separation of the building to
the property line/right-of-way. With the Phase 2 conceptual master plan, the VVMC fully intents to
assist with the implementation of the streetscape plan for this area. Detailed planning for Phase 2
will begin later this year beginning with a formal application to the Town.
Vail Valley Medical Center - Phase 1
10
Braun Associates, Inc.
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DRAFT
Next Steps on Mountain Bell (the dates are tentative)
With Council and Housing Authority direction to move forward on April 17:
1. A draft RFP can be created for Housing Authority review on May 1St
incorporating Council direction on the schools
incorporating the Authority's goals for the housing
have definition of the parcel for housing (changes the dates below)
2. Incorporate changes for approval on May 8th
3. Issue RFP on May 11th
4. Responses are due on June 12th by Noon
5. Short list of developers by June 26th
6. Interviews on July 12`h
7. Selection by July 19th
8. Contract for design negotiated by August 3rd
9. Submittal to PEC by October 5th
Land Use Changes
1. Subdivide property
- Convey buildable area to Housing Authority
2. Land Use Plan Amendment
3. Zoning
1. Convey buildable land to Housing Authority
reverts back to the Town if housing is not developed by
states requirements for the schools, if any, as part contract
2. Rezone the buildable part of the property
W6 LVI-M-4t
Donovan Community Park Facility 17 APR 01
Add-Deduct to Remove Pavilion
CSI
Section # - - - Description I~ Quantity Unit Cost Total - Comments-
Addi(iye
02930 Omamentai Woodland Grasses and Wildflowers 17.653 SF 0.64 11,298
02930 4" Amended Topsoil @ Above Areas 17,653 SF 0.37 6,532
15000 Mechanical Systems for Site Restroom 1 LS 23,250.00 23,250 Assume 10% of Pavilion Mechanical
i
Deductive
Pavilion - General Conditions 1 LS 150,355.00
Pavilion - CSI Divisions 2-14 LS 1.487,611.00>. .
Pavilion - Mechanical 8 Electrical LS 517,116.00
02500 2" Gas Mains 8 Fittings in Trench Complete LF 18.16 r. 12, 50% to Pavilion, 50% to Phase 2 - Total LF = 953
02500 Connect 2" Gas Line to Existing EA 1,275.69 50% to Pavilion, 50% to Phase 2 - Total = $1,276
02510 Water System LS 12,375.80 Assume 10% Reduction .n Scope; 50% of deduct !o Pavilion, 50 % to Phase ,2
02530 8' SDR 35 PVC Pipe ..,31 LF 47 47 50% to Pavilion, 50% to Phase 2 - Total = 211 LF
02530 6"SDR 35 PVC Pipe LF 35.61 c^a : 50% to Pavilion, 50% to Phase 2 - Total = 80 LF
02530 8' Cieanout _ i EA 115.99 50% to Pavilion, 50% to Phase 2 - Total = $116
02530 6" Cleanout EA 193.55 50% to Pavilion, 50% to Phase 2 - Total = $194
02530 4' Precast Manhole EA 2,513.42 50% to Pavilion, 50% to Phase 2 - Total = $2,513
02570 Site Telephone, Cable Television, and Electric Systems LS 8,232.90 Assume 15% Reduction n Scope; 50% of deduct to Pavilion, 50% to Phase 2
02751 4X" Grey Concrete SOG Sub-base@ Snowmelled Flagstone Pavement SF 3.05
02751 8"x 12" Continuous Concrete Band @ Modular Pavement LF 175
02780 Modular Sand-Set Flagstone Pavement SF 18.97
02780 Snowme8 @ Above SF 31.67
02780 Loose-Joint Flagstone @ Pavilion Terrace SF 16.81
02820 6-0 High Red Cedar Fence @ Pavilion LF 11.65
02820 PR 5'-6' x5-0" High Red Cedar Gate @ Trash Receptacle EA 782.36
i
02900 8'-10' Austrian PineEA 404.77 a!
02900 3' Caliper "Quaking" Aspen EA 245.92 -
02900 35 Gallon Mixed Evergreen and Decduos Shrubs I : EA 35.87
02900 6"-18" Low-growing Perennials .^7 SF 10.65
02900 18'-36' Mid-growing Perennials i SF 11.24
02900 1 r-40' Mixed Perennials :8: SF 11.12 i
03300 T-0' x 1'-0" Radiused Continuous Footing Concrete @ Pawkon Seat Wall CY 139.20 .
Subgrade L; SF 0.27
Radiused Sideforn - SF 8.32
Keyway LF 2.46
Float .,o7i SF 1.33 "sr)
Cure & Protect rr•'; SF 0.07 r<e;
_ li
Reber I .2,51 LBS 0.57 5
PumpB Place :b) HR 24750
04200 87r16' CMU wl5' VeAical R-Bar @ 32' O.C. @ Pavilion Deck 1778) SF 14.56
04200 8'x16' CMU Ledger @ Pavilion Deck ^66) LF 14.56 (27.It12;
I I
I
04400 Orystack Vogelman Moss Rock @ Pavilion Deck f'; SF 26.35 ~snt
04100 4'x 18" Sandstone Cap @ Pavilion Deck _ 222) LF 36.45 , ,
i "
16000 Misc. Site Lighting ! 11 LS 1,792.98 1793; Assume 2% Of Site LgMi^9
Not Direct Cost "s83 w90
Performance Bond (1.3%) ;30,93;1
Gerreral Contractor Fees °4 i
Contingency @ 6% S4.2P.,5;
Escalation @ 59/6/mo
Water Tap :05) LS 94,667.00 ,'54' 50% to Pavilion, 50% to Phase 2
Professional Fees (1; LS 292,000.00 =92,JOL=7 Based on work complete to date (sea below)
Net Total Cost
.,o.., ...can +.......:.-ac.. loll ..r.. r~~......
M5 4J161 U*4-g5
Parking
* Lionshead currently has 1200 spaces
` * Parking demand = 165 spaces (Arnie Ullvig)
+r Without additional parking conflict is in February and
March. (25°/o of weekdays in Feb and March the
structure would have not been able to accommodate
the 165 spaces)
~r March 7: 350 additional spaces at $14.5 mil.
~ Scenario A: New 2300 space structure and buildable
plate (150 for sale spaces)
~ Scenario B: No for sale parking (Dispersed parking
solution) -Management plan for February and March
?S t7 d uhv_45'
TOWN OF VAIL and EDAW
COMMUNITY FACILITIES DESIGN-DEVELOPMENT OF THE PREFERRED ALTERNATIVE
AGREEMENT
DRAFT
THIS AGREEMENT made is entered into on January 2001, by and between the
Town of Vail, a Colorado municipal corporation "the Town", and EDAW, ("the Consultant").
WITNESSETH
WHEREAS, a goal of the Town is to create an outstanding learning, recreational,
cultural, and meeting facility for our guests and residents.
The Town envisions creating an extraordinary network of community facilities that will be
a bold attraction for citizens as well as visitors and furthers Vail's standing as a world-class
resort. The Town Council and Vail Recreation District initiated a public process in February of
1999 to determine how to best site these uses in the Town of Vail. These uses were identified
as needs through community surveys and multiple public meetings. Design teams in a charette
identified various solutions to siting these uses in June of 1999. A market analysis was
completed for the uses in March of 2000. Between March and June of 2000 three alternative
designs were developed. The Town Council in August of 2000 eliminated "Alternative 3" from
further consideration.
This agreement involves engaging the design services of the Consultant to develop the
preferred alterantive based on the instructions and square footages outlined in attachment A.
This agreement will result in design plans that will successfully enable the community to clearly
envision the uses and the preferred design of these community facilities. These designs shall
be of adequate detail as to clearly convey the proposed use and design to community members
and potential donors. They shall include architectural renderings of the project both externally
and internally
NOW, THEREFORE, the parties mutually agree as follows:
1. SITE DESCRIPTIONS AND USES
The sites and uses that will be addressed in this agreement include:
Location Uses
The charter bus lot Meeting/Learning/Performing Arts Event Facility,
Family Center, 2"d Sheet of Ice
Library Potential 2nd Floor
Lionshead parking structure Recreational uses, housing, meeting space learning
center
1
2. PROJECT OBJECTIVES:
The following objectives shall be achieved in developing the overall community facilities
program:
1) The facilities programming 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.
2) 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.
3) 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 that compliment Vail's mountain environment.
4) The facilities will serve both Vail Valley residents and guests.
5) Public-private partnerships will be pursued to finance the development of the facilities.
3. DESIGN OBJECTIVES
The purpose of this contract is to develop adequate design to demonstrate the physical
feasibility of the Vail Center. This design effort is only a preliminary effort prior to an
election. Extensive public review at this point will not be solicited understanding that a
intensive design process will occur upon voter approval of a ballot initiative for the Vail
Center. With that in mind the objectives of this design process include:
• Development of floor plans to evaluate and demonstrate the physical feasibility of the
Vail center program.
• Development of design plans to more precisely determine the costs of the facility.
• Development of massing plans to evaluate the overall bulk and mass of the facility
• The initial development of the architectural direction of the facility.
3. SCHEDULE AND SCOPE OF SERVICES
Development of a Preferred Alternative
Task 1: Refine project schedule and process: Working with Town staff,
complete a project schedule and a process for completing the next steps. This shall
include a 2-3 hour meeting in Vail to refine the work plan.
2
Task 2: Design Preparation:
A. The design team will carefully review the draft concept paper (attachment A) that will
provide the final instructions for the design team.
B. The design team will spend 1-2 days in Vail meeting with stakeholders (Town, VRD,
adjacent property owners, community groups) in small groups to develop design
parameters for the preferred alternative. This would also include developing design
goals.
C. The Design team shall review the attached list of adjacent property concerns and
make every reasonable and practical attempt to address those issues. The Town
recognizes that not all adjacent concerns will able to be effectively addressed.
D. The design team will identify specific design ideas to make the facility
environmentally friendly. This could involve discussions with energy and green
construction experts such as the Rocky Mountain Institute. A goal of the design
should be a LEEDs certification.
Task 3: Develop Preferred Alternative: Based on the approved concept plan and input
on the final design, the Design team shall develop the preferred alternative. In this
process a plan shall be developed that only includes the 66,000 square foot charter bus
lot and then another plan that includes the both the charter bus site integrated with a new
parking structure. This shall include developing the following:
A. Revised colored site plan
B. Architectural elevations which includes color renderings and view perspectives
from 1-70, Vail International, from the Lodge at Lionshead, and Vantage Point
C. Floor plans.
D. Massing plan
The preferred alternative shall conform to applicable zoning, subdivision, and building
codes. Development of the preferred alternative will include close consultation with the
ENSAR group regarding LEEDs certification and the Project cost estimator. The project
cost estimator will help provide direction to the design team and will be an independent
contractor hired by the Town. After completing the draft design proposal. The design
team shall review the plan with the Town and receive input on the design before moving
to Task 4.
Task 4: Stakeholder and Public Input: Public input will received in the following ways:
A) During the design charette stakeholders will participate in the charette during
limited times to provide the team with input. At the end of the charette an
informal presentation will be given to stakeholders to solicit input
B) After the design team has completed task 3 the design team will present the
design to the stakeholder groups and to a design review panel.
Q After refining the plan (task 5), the design team will present the design to the
steering committee and then to stakeholder groups.
D) Finally the design team will host a public open house to present the design to
the public
E) Identified stakeholder groups include:
1. Town Council, DRB, & PEC
2. Adjacent property owners
3. Donor community
3
- 1
4. Vail Recreation District
5. Project Steering Committee
Task 5: Refine Preferred Alternative:
The Design Team will further refine the alternative design concepts based on input from
the public and the Community Facilities Team. The preferred alternative will be
presented to: 1) representatives of adjacent property owners, 2) the general public and
the Town Council. This would involve presentations in the fist week of June.
4. CRITERIA:
The consultant shall identify programming ideas that are consistent with but not necessarily
limited by the following criteria:
1. Innovative and creative multi-use design facilities
2. Facility design should be boldly creative and conform to the spirit and intent of
applicable master plans
3. Design emphasis on a connection with Vail outdoors, lots of windows and views
4. The overall design needs to integrate recreational and cultural uses.
5. Inclusion of mountain recreation activities
6. Facilities should be multi-generation. Certain uses (e.g., youth center, skate park,
adventure facility) will emphasize and celebrate youth
7. Compatibility with existing sites and adjacent uses
8. Accommodation of parking needs
9. Cost effectiveness and revenue generating potential
10. Environmentally friendly with energy, water, and use of sustainable building practices
5. PERSONNEL
The Consultant agrees that the principal personnel responsible for the performance of
this project will be:
EDAW HGA ZEHREN & ASSOC.
Russ Butler Greg Haley Jack Zehren
Mike Conlon Dan Avchen Brian Sipes
Jim Hyatt Bill Blanski Staff
Doug Lamson Administration
Greg Weykamp
The Consultant agrees that no substitute of these personnel shall be made without the
prior approval of the Town. The Consultant represents that its personnel engaged in this project
are fully qualified and properly trained to perform the services related to this Agreement. None
of the services provided for in this Agreement including personnel shall be modified without the
prior written approval of the Town.
4
6. TIME OF PERFORMANCE
The services set forth above shall commence on the date of this agreement and shall be
completed by July 30th 2001.
7. COMPENSATION & SCHEDULE
Total payments for the completion of this scope of service and reimbursable costs shall
not exceed $161,300. The consultant will be paid based on monthly bills that will include
individual hours worked and incidental costs. The hourly fee schedule for the project will be:
EDAW HGA ZEHREN & ASSOC.
Russ Butler $206 Greg Haley $191.70 Jack Zehren $210
Mike Conlon $220 Dan Avchen $191.70 Brian Sipes $ 92
Jim Hyatt $185 Bill Blanski $182.12 Staff $ 65
Doug Lamson $123 Administration $ 50
Staff Landscape *Note: HGA billing rates
Architect $ 84 subject to change Jan. *Note: Zehren & Assoc.
Staff Landscape 1St each year. Billing rates subject to
Architect $ 69 change Jan 1St each
Staff Landscape year.
Architect $ 55
Administration $ 60
Economic Analyst $90
*Note: EDAW billing
rates subject to change
Jan. 1 St & July 1 st each
Year.
Cost for the project shall be based on the following estimates for the scope of service:
Task Action Time Frame Cost
Task 1 Refine Project Schedule and Process April 20, 2001 $1,800
Task 2 Design Preparation $10,000
a) Review draft concept paper Prior to design charette
b) '/z day visioning April
c) Review adjacent concern Prior to design charette
d) LEEDs:Brian Sipes has already
participated in meeting. Ensar will be
engaged to assist in 1-2 day of the
charette
Task 3 Develop preferred alternative June 1, 2001
5
a) Charette April 23"-25th $56,660
This shall include participation by ENSAR,
stakeholders, adjacent property owners
b) development of elevations, site plan, May April 23rth - May $33,000
floor plans, and massing plans 11th
c) Design Critique (Designers, May May 11th
stakeholders, adjacent, Council, DRB) 1-2)
days
Task 4 I Public Participation (More specifically April-June $7,000
described in this schedule)
Task 5 I Refine and present plans I May 11th- June 1 I $27000
a) Review with steering committee, May 24th
council and stakeholders
b) Public Roll-out June 11th-12th ~
I I
Total-Labor $135,960
Illustrator $10,000
Not to exceed expenses $11,840
Grand Total: $157,800
Reimbursable expenses totaling over $500 shall be approved by the Town of Vail prior to
that cost being incurred by the consultant. Approval can consist of an email notification to the
Town of Vail and an approval or denial of that expense occurring from the Town of Vail point of
contact via email, fax or written correspondence.
8. DESIGNS. PLANS & DOCUMENTS
All designs, plans, digital files, and documents produced by the Consultant relating to this
scope of service shall become the property of the Town and it is agreed that the Consultant shall
not retain any proprietary rights of said designs, plans and documents.
9. INDEPENDENT CONTRACTOR
The Consultant is an Independent Contractor, and nothing contained in this Agreement
shall constitute or designate the Consultant or any of the Consultant's employees as agents or
employees of the Town. Further, it is agreed that:
A. The Town does not require the consultant to work exclusively for them;
B. The Town for whom the services are to be performed, do not establish a quality
standard for the Consultant;
C. The Town may supply documents and plans, identify sites, suggest uses, and
provide instructions as to the what the Consultants work should include; but will
not instruct the Consultant as to how the work will be performed;
D. The Town can terminate the Agreement if the Consultant violates the terms of the
Agreement or fails to produce a result that meets the specifications of the
6
Agreement;
E. The Town does not provide training for the Consultant's employees or workers;
F. The Town does not provide for travel, transportation, overnight accommodations,
meals, offices, tools or benefits to complete the Agreement although some copies
of documents, plans and maps may be supplied;
G. The Town does not dictate the time of performance except that a completion
schedule has been established, as referenced above, with which the Consultant
must comply;
H. Payment for services rendered pursuant to this Agreement will be made to the
trade or business name of the provider of services, rather than to the individual;
and
1. The Town does not in any way combine their business operations with those of
the Consultant.
THE CONSULTANT AS AN INDEPENDENT CONTRACTOR IS NOT ENTITLED TO
WORKER'S COMPENSATION BENEFITS AND THE CONTRACTOR IS OBLIGATED TO PAY
FEDERAL AND STATE INCOME TAX ON ANY MONIES EARNED.
10 INSURANCE
The Consultant shall obtain and maintain in force for the term of this Agreement the
following insurance:
A. Comprehensive general liability (including personal injury) in an amount not less
than five hundred thousand dollars ($500,000.00) per individual and not less than
one million dollars ($1,000,000.00) per occurrence.
B. Ensure any subcontractor also has a general liability provision (including personal
injury) in an amount not less than five hundred thousand dollars ($500,000.00)
per individual and not less than one million dollars ($1,000,000.00) per
occurrence.
11. NO WAIVER
No waiver of any of the provisions of this Agreement shall be deemed to constitute a
waiver of any other provision of this Agreement, no such waiver shall constitute a continuing
waiver unless otherwise expressly provided, nor shall the waiver of any default of the terms of
this Agreement be deemed a waiver of any subsequent default.
12. INDEMNIFICATION
The Consultant agrees to indemnify and save the Town, its officers, directors and
7
employees harmless from and against losses, claims, demands, liability, damages, suits, actions
or causes of action of every kind and nature, including court costs and reasonable attorney's
fees, defending such claim, which may be brought or asserted against the Town, its agents or
employees to the extent caused by the negligent acts, errors, or omissions of the Consultant in
the performance of this Agreement.
13. TERMINATION9
The performance of the work provided for in this Agreement may be terminated at any
time in whole or, from time to time, in part by the Town for its convenience. Any such termination
shall be effected by delivery to the Consultant of a written notice specifying the date upon which
termination becomes effective. This Agreement may also be terminated by the Consultant in the
event of a material default of any of the terms and conditions of this Agreement by the Town,
provided the Consultant has first provided the Town with written notice of the default and the
Town shall have failed to cure the specified default within one (1) day of receipt of the notice. In
the event of termination, the Consultant shall be paid on a pro-rata basis for work satisfactorily
completed prior to the date of termination and for the expenses prior to the date of termination.
14. JURISDICTION. VENUE. ATTORNEY FEES
The jurisdiction and venue of any suit or cause of action to enforce the terms of
Agreement shall lie in Eagle County, Colorado. Should either party to this agreement bring suit
to enforce this agreement, it is agreed that the prevailing party shall be entitled to recover its
costs, expenses and reasonable attorney fees. A prevailing party is a party that shall have
obtained a final judgement or order no longer subject to appeal. In the event of a settlement
before final adjudication, both parties shall bear their own respective costs, expenses and
attorney fees unless otherwise agreed.
15. NOTICE
Any notice provided for in this Agreement shall be deemed given if received by the
parties at the following addresses:
Town of Vail
ATTN: Russell Forrest
75 S. Frontage Rd.
Vail, Colorado 81657
ph (970) 479-2146
Consultant
ATTN: Russ Butler
EDAW
1809 Blake St, Suite 200
Denver, CO 80202
303-595-4522
16. ASSIGNMENT
8
This Agreement is for expert services of the Consultant that may not be assigned without
the prior written consent of all parties to this Agreement.
17. COMPLIANCE WITH LAW
The Consultant will not perform any of the services provided specified in this Agreement
contrary to any local, state, federal, or county law.
18. SEVERABILITY
Should any section of this Agreement be found to be invalid, all other sections shall
remain in full force and effect as though severable from the part invalidated.
19. DISCRIMINATION
The Consultant shall not discriminate against any employer or applicant for employment
because of disability, race, color, age, sex, religion, or national origin.
20. INTENTION OF THE PARTIES
This Agreement contains the entire intention of the parties and may only be changed by
a written document signed by the parties.
21. EXECUTION
The parties have executed this Agreement on , 2001.
TOWN OF VAIL, a Colorado municipal corporation
By:
Robert W. McLaurin, Town Manager
Attest:
Lorelei Donaldson, Town Clerk
9
CONSULTANT
By:
Print:
Title:
\\VAIL\DATA\cdev\COMFAC\CONRFP\EDAW CON2. doc
10
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Summit Daily/Brad Odekirk
Greg Walentas drops a cornice Wednesday during the 13th annual Enduro at Arapahoe Basin. Racers took laps off the Paliavicini Lift from 7 a.m. to 5 p.m.
trying to squeeze in as many runs as possible. The record going into this year's event was 67 runs.
Nficials keep eye on neighbors to the west w . inside:
aW& 8fthwas munities they have homes, U.S. Court of Appeals-10th Cir- realize they can't vote to change i Local News , 2
aily News Staff Writer increasingly vie for representa- cuit affirmed the lower court's the town charter. Not now, any- 11 Business 10
tion via the voting booth. decision, stating "it is clear that way. But if they gather their clout ! State 11
BRECKENRIDGE = Taxation It happened in Mountain Vil- the nonresident property owners and change their voting status, ! Nation 12
ithout representation. lage in Telluride, a neighborhood have a sufficient interest in town their votes could easily outnum- World 15
That's what some second whose residents incorporated affairs to make it rational for the ber those of the people who live Opinion 18
>meowners are clamoring in and created its own town charter town to include them in the polit- year-round in the 39-year-old Summit Up 21
ail, where many are changing that says second-homeowners ical process." town, What's Happening 22
eir voting status by claiming can vote there and in their true Telluride attorney John Steel Sports 23
e'resort town as their primary hometown. pursued the case in state court Here, there, everywhere 1 TV Listings........... 28
sidence. It's an attempt being The case ended up in U.S. Dis- and even appealed the federal If it could happen in Vail, Comics 29
en in resort towns throughout trict Court soon after the town court's decision to the U.S. some reason, it could happen in Classifieds 30
=44131114R= - i e h,fe „ ~Suprerne, Cou;% but to no avail- Summit County towns, where 65
39
l I~~~' 7 ~d ~S~ctnclskV3ttt~e F r&:i aEd .m, F~ $ Weather j
Page 8 - Summit Daily News Thursday April 19, 2001
Two homes, two votes s. y rri
4y ~
Votes from 1 taxes, an issue of import since the
town recently proposed to build y ; c
percent of homes are owned by a $97.4 million town center to t'k' . ; o o +a l a
absentee owners. Breckenridge revitalize the resort town. An t r,
got a glimpse of the power of sec- estimated $45 million would
ond-homeowners in the late have be generated by taxes
1990s when the Warrior's Mark and such a tax increase would
subdivision made a bid to be raise taxes on a $400,000 home by Sri * L
about $100a ear.>~ a< <
incorporated into the town. Sec- Y
ond-homeowners were allowed Such a facility, officials there
w.t" - '
to vote in the election and were say, will help the resort keep it's
blamed for the defeat of an initia- first-class status, boost flat sales '
' - . ~
tive many year-round residents tax revenue, round out the sea- k )
wanted. sonaI economy and ensure the
When Silverthorne proposed town will be a premier resort for
implementing an excise tax on years to come.
"Absolutely, it's taxation with- r
new development to make it pay
its way, second-homeowners out representation," said DelPic- y ,
threatened to change the town colo. That's supposed to be a
charter to allow. them to vote. denial of motherhood and cherry
"I can see if you have strictly a pie when you say that. I think
resort area; it may stand to rea- most taxes are taxes without rep-
son," Silverthorne Mayor Lou resentation."
Delpiccolo said., "Then you don't Breckenridge Mayor Sam
have to worry about things like Mamula doesn't understand why
schools, you only have to worry people would want to vote in the
about snowplowing when you town where they maintain sec-
are there, you only have to worry ond homes. summit Donn me photo/&ad odeldn
about cops as long as they make . "You should vote where you People lined up last November for one of the best.voter-tumouts Summit County has ever
a tour once in a while and show live," he said. "I don't think you expeda..,aJ. But It second-homeownwrs were allowed to vote, many ballot issues could be
their flag. It's selectively supplied should be looking to vote as a approved or d., d contrary to the desires of year-round residents.
resources." matter of where you'd like to
Then there's the issue of fair- have control. I don't understand ACLU (American Civil Liberties but have no say in town govern_ sus a pocketbook issue.
ness. the frustration of the second Union), which fought against the ment. "To me, giving the vote to
"There, the problem is, what homeowner. Is the local vote con- in,..,. t....ation of Mountain Vil- "That's just a fact of life. That's absentee voters makes no sense, "
will be the intent of the second- trary to the welfare of the second lage, says allowing second - or the implication of second- home- Delpiccolo said. "It's ,.-f,,.indly
homeowner? What will they homeowner? I don't see that hap- third, fourth and seventh home ownership. You can't vote in two irrational. We need to have a
do?" Delpiccolo said. "they will, pening."' owners - to vote at each resi- places; you have to make a choice community that functions on a
in effect, slant things in their own dence would skew votes in favor in life as to where you're going to year-round basis."
self-interest, which is likely to be Two homes, one vote of the wealthy. live."
quite inimical to those who live Those .,rt,.,s:.3 to the so-called "Anybody who has a second Mamula owns a second home Jane Stebbins can be reached at
here on a year-round basis." "two homes, two votes" idea home any place " has taxation in Florida. 668-3998 ext. 228 or
maintain it is illegal on many without representation," Mamu- "I don't want to vote in Flori- jstebbins@summitdaily.com. She 4
Amenities fronts. For starters, the U.S. Con- la said, citing the plight of resi- da," he said. "I want to vote covers Breckenridge, the county,
Many ...1 homeowners in stitution mandates each citizen dents just outside the town limits where I live. I wouldn't give up open space and issues concerning the
Vail don't want to pay more only gets one vote. Second, the who are active in the community, that right. It's a quality of life ver- Upper Blue River Valley.
0
9ELPu
Arthur is Going to Jail '
for Muscular dystrophy Come try our New Menu featuring Traditional Modcan favorites L Rio
On Wednesday April 25 Arthur is going to
jail for Muscular Dystrophy and needs to HAPPY HOUR , 1 WEEK
Pleas $1,006.00 for bail or bribe money. i
Please e consider making a donation so he I
won't have to sit there all day.
All „rs,em,........-.-
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T It Y OF VA IL
TOWN OF VAIL
GOVERNMENT CENTER
FEASIBILITY STUDY
Phase One
TOWN OF VAIL GOVERNMENT
VAIL, COLORADO
March 12, 2001
Prepared by
MORTERAKERCOLEARCHITECTS
J
TABLE OF CONTENTS
History 1-1
Purpose of the study 2-1
Methodology 3-1
Executive Summary 4-1
Municipal Department 5-1
Community Development Department 6-1
Two Company Fire Station 7-1
Central Information Center 8-1
Employee Housing 9-1
Common/Shared Spaces 10-1
Central Parking Structure 11-1
Appendix
Existing Site Plan (Compiled) A
Scheme 1 Plans B
Scheme 2 Plans C
Scheme 3 Plans D
HISTORY
Parcel 1 and Parcel 2 are owned by the Town of Vail Municipal Corporation and
currently house the following:
-TOV Police Station Headquarters
-TOV Municipal Offices
-TOV Community Development Offices
-Parking area East of Community Development Offices
-Parking area West of Community Development Offices
This site has provided buildable space for a number of local government entities.
Development on this site has occurred over the years with earlier uses for one of
the buildings on site. Below is a brief history of the site in chronological order
(based on recorded events on file at the Town of Vail):
-1970 Original Muncipal/Police building
-1970 Original Post Office building (Community Development. Building)
-1980 Addition to Municipal Building
-1988 2nd floor added to Municipal Building (above Human Resources)
-1988 Police Department Remodeled
-1990 Recycling plant installed West of Community Development.
-1992 Post office abandoned-converted to Vail Resort. Offices
-1992 Police Department Addition/Renovation
-1993 Vail Resort offices converted to Community Development Building
-1993 Municpal Building re-roofed
-1996 Muncipal Mechanical remodel (plans on file)
-1997 New entry element on West Elevation of Municipal Building
HISTORY 1 - 1
i
PURPOSE OF THE STUDY
This report is to confirm and assess the feasibility of redevelopment at the
existing Municipal and Community Development Buildings. The scope of work
would entail razing the Town Government Site from the West end of the Police
Station, to the Helipad to the West. The general program list includes the
following:
• Municipal Departments
• Community Development
• Two Company Fire Station
• Centralized Information Center
• Affordable Housing Units
• Common Spaces (conference/restrooms)
• Central Parking Structure
The Feasibility Study will map out solutions to the challenges of the site and
program in two general phases:
1. Phase One:
-Programmatic Information
-Purpose
-Methodology
-Schematic Square Footage Summaries
-Site Plan Parking Studies
-Access Issues/ Frontage Road Development
-CDOT Issues
-Parking Issues/Zoning Issues
-Floor Plan Studies
-Schematic layouts+relationships studies
2. Phase Two (To be delivered):
-Programmatic Information
-Purpose
-Methodology
-Developed Square Footage Summaries
-Site Plan/Parking
-Developed Parking
-Site section(s)
-Floor Plan Layouts
-Diagrammatic Plans based on site plan and parking
-Elevations
-Massing Studies
-3D Studies/ Presentation Sketches
-Budget Study
PURPOSE OF THE STUDY 2 -1
METHODOLOGY
This first draft was completed in two parts:
• First: Information gathered from a number of entities.
• History on the Parcels was gathered
• Title Report
• Fire Station Report (Fritzlen Pierce Smith Arch)
• Municipal Building Space and Needs Study (Morter Aker Cole
Architects)
• Graphic Information Gathered
• Aerial Survey Information
• Survey Information
• Frontage Road Layout
• CDOT Information Researched
• Highway Access Code Issues
• Frontage Road Access Issues
• Public Works Road Issues reviewed
• Community Development Zoning Issues reviewed
• Parking Space Requirements
• Massing Height Requirements
• Setback Issues/Lot Lines
• Second: Graphic content created/ Documents created
• Schematic Site Plans/ Site Sections/ Floor Diagrams
• Initial Programming+Square Footage Report
The final draft of this report to have revisions and refinement based on the
following:
• Town of Vail Staff Review
• Public Works Input
• CDOT Research
• Architects refinement of Program and Design
This Report will introduce each Government Center Element in the following
fashion:
• Description of that Element
• Schematic Program Listing
¦ Based on existing requirements
¦ Based on future needs
• Department square footage requirements listed
¦ Based on existing space
¦ Based on future growth
METHODOLOGY 3 - 1
EXECUTIVE SUMMARY -
Town of Vail Government Center
The first phase of the Feasibility Study indicates that all the general program
requirements may be met. This finding is still contingent on further survey
information and review by external sources (TOV/CDOT). In addition, there may
be a chance to build a maximum number of parking spaces for external uses.
The New Government Center design solution is broken down into general
themes:
• Parking Structure element
• Building elements built upon foundation of new parking structure
• Building Massing stepped up from Frontage Road
• Open Spaces interspersed with Building Masses
• Sound Barrier Elements to Highway
o High Building Mass at North lot line
o Landscape berms
The Elements of the Program that require further consensus are as follows:
• Two Company Fire Station
o Other Locations may exist for station
o Impact on Frontage Road Traffic
o Access issues for engines
• Employee Housing
o Component information required
o Number of units to be determined
• Recycling Center
o Temporary parking
o Storage Bins
o Expanded Program
• Parking Structure
0 150'site lines requirement by TOV/CDOT
o CDOT right of ways at existing parking entrance
o Number of spaces required/desired by TOV
o Number of levels and the cost impacts.
• RV/Large Vehicle Parking
o Impact on Frontage Road traffic
o Impact on location of other Information Centers
o Space available to park large vehicles within the program
o CDOT regulations may impact location.
EXECUTIVE SUMMARY 4 - 1
MUNICIPAL DEPARTMENT
Description:
The Municipal Department is an existing element. This building is located on the
West end of the Police Department. This Building effectively houses the Town of
Vail Government and has been in operation since 1970. There have been
numerous alterations to the building, ranging from interior renovations to full
scale additions.
Proaram Listinas:
• Administration Offices
• Court Offices
• Finance Offices
• Human Resources Offices
• Information Systems Offices
• Reception Space
• Conference Space
• Circulations Space
• Storage
Space Summarv:
Existing 6750 s.f.
Current need 950 s.f.
sub-total 7700 s.f.
Future needs 650 s.f.
TOTAL 8350 s.f.
MUNICIPAL DEPARTMENT 5 -1
COMMUNITY DEVELOPMENT DEPARTMENT`
Descriotion:
The Community Development Building is an existing element. This building is
located on the West end of the Site adjacent to the Helipad. It was built in 1970
and has been used as the Community Development Building since 1993. There
have been minor alterations to the building, ranging from interior renovations to
exterior work.
Proaram Listina:
• Building Department Offices
• Planning Department Offices
• Reception Space
• Conference Spaces
• Circulation Spaces
• Storage
Space Summarv
Existing ...........................................................................................6352 s.f.
Current need 0 s.f.
Sub-total 6352 s.f.
Future need 650 s.f.
TOTAL 7002 s.f.
COMMUNITY DEVELOPMENT DEPARTMENT 6- 1
FIRE STATION based on Fritzlen Pierce Smith `Report 2000
Description:
The Fire Station is a new program element at this site. This would be perceived
as a central unit that could possibly replace the existing Fire Station located in
the Village Core. There are specific exterior requirements for the Station that
relate to access and parking.
Proaram Ustina :
• Two Company Fire Station
• 4 Engine bays
• Apron (apparataus staging)
• Truck maintanence area
• Work out area/Gym
• Residence quarters
• Duty Kitchen
• Lounge Area
• Locker Room
• Restrooms (ADA)
• Offices
• Conference Space
• Storage
• Circulation Space
Space Summarv
TOTAL .........................................................15,575 s.f.
FIRE STATION 7 - 1
CENTRAL INFORMATION CEN I ER
Descriution:
The Central Information Center is a new program element for this site. This
would be perceived as the Hub site between the Vail Village site and the
Lionshead site. There are specific exterior requirements for the Information that
relate to access and temporary large vehicle parking.
Proaram Listina:
• Reception Space
• Offices
• Public Restrooms
• Display space
• Lounge Space
• Temporary Parking/Turn-a-round space/RV parking
Space Summarv
TOTAL 1000 s.f.
CENTRAL INFORMATION CENTER 8 - 1
EMPLOYEE HOUSING UNIT(S)
Description:
The Employee Housing Units are a new program element for this site. These
units are envisioned to be occupied by Town employees in a seasonal/long term
capacity. The module size would remain constant with some variation between
Studio Models and Bedroom Models. There will be specific issues relating to
public/private barriers for these units.
Proaram Listina:
• 30'x30' module
• Entry space
• Studio/ 1 Bedroom/ 2 Bedrooms
• Bathroom(s)
• Kitchen
• Living Room
• Storage
• Circulation between units
Independent Vertical access from parking
• 1.4 parking spaces per unit
Space Summarv
Typical Unit 900 s.f.
Studio/ 1 Bedroom/ 2 Bedroom
X Units. x 900s.f.
• TOTAL XXXX s.f.
EMPLOYEE HOUSING UNITS 9 - 1
COMMON SPACES
Description:
Common/Shared Spaces are a new program element on this site, however the
program parts do exist in the Municipal and Comm Development Buildings
respectively. There are specific requirements for the common space that relate
to common entry, signage and barriers between public and private space.
Proaram Listina:
• Common Entry
• Circulation
• Conference Room(s)
• Council Chambers
• Document /Digital Imaging Center
• Restrooms/Public Restrooms
• Common Employee Lounge/Kitchen
• Open Space/ Landscaping (square footage not included)
Space Summarv
TOTAL 8000 s.f.
COMMON SPACES 10 - 1
CENTRAL PARKING STRUCTURE
Description:
The Central Parking Structure is a new program element on this site; this would
replace the existing parking area between the Municipal and Comm. Dev.
Buildings. The structure would be accessed at the street level and would
comprise multiple levels that are accessed by ramps. There are specific
requirements for parking that relate to access and overall square footage of the
project.
Proaram Listina:
• Common Entry
• Common Exit
• 120'x 300' in size
• 54 parking spaces each half level
• 2-way traffic
• 90 degree parking stalls
• Ramped parking levels
• Pedestrian exits
• Concrete Structure
Space Summarv
TOTAL 70000 s.f.
CENTRAL PARKING STRUCTURE 11- 1 -
Parkina Analvsis
Municipal offices 2344 s.f.
Court 0850 s.f.
Finance Dept. 1655 s.f.
Human Resources 1666 s.f.
Information Systems 1250 s.f.
Common space 0250 s.f.
Sub Total 8350 s.f. Parkina at 1:200 42 spaces
Council Chambers 1750 s.f. Parkina at 1:3 20 spaces
Per Fritzlen Pierce Smith Architects study of fire station needs:
Parking 35 spaces
Information Center (1 employee and 5 visitors) 1000 s.f.
Parking 06 spaces
Community Development:
Current Square footage: 6,352 s.f.
Growth 10% 7,000 s.f. Parking at 1:200 = 35 spaces
Grand Total w/o emDlovee housina (Darkina) 138 spaces
Parkina Scenario
• 120'x 300' Garage
• 90 degree, 2 way parking
• 1 '/2 levels = 162 spaces
o A surplus of 27 spaces
o Translates to 19 employee housing units
• Additional half level = 216 spaces.
o A surplus of 81 spaces
o Translates to 58 Employee Housing Units.
CENTRAL PARKING STRUCTURE 11- 2 -
eadow Drive
Streetscape Improvement Project
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Conceptual Design Development
The Washington/otak Team
Public Art Opportunities
Art is integrated
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• Civil Roadway $1,200 $1,900
• L ndscape features 360 410
• Art features 50 200
• U ili,~ieosaL ~ 300 710
• Mobilize/traffic control/PR (15%) 280 480
• Contingency (25%) 480 800
• Design/Const. Eng/Insp (20%) 380 640
Total $3,050 $5,140
East Bound I-70 Off-ramps
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Existing
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Development , Existing Municipal
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SITE PLAN COMPILED FROM FOLLOWING SOURCES:
1 TOWN OF VAIL AERIAL SURVEY EXISTING SITE PLAN
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2 TOWN OF VAIL SURVEY DATED 1993
3 EAGLE VALLEY 4 TOWN OF OF VAIL CIVIL CIVIL ENGINEERED ED FRONTAGE ROAD DESIGN TOV GOVERNMENT CENTER MOnitRAKERCOLEARCHITECTS
5 CDOT REGULATIONS: STATE HIGHWAY ACCESS CODE VAIL, COLORADO 2038.00
3.6.01