HomeMy WebLinkAbout2001-09-04 Support Documentation Town Council Work Session
VAIL TOWN COUNCIL
WORK SESSION
TUESDAY, SEPTEMBER 4, 2001
11:30 A.M.
THE JOINT LUNCHIWORK SESSION WITH THE DESIGN REVIEW BOARD WILL BE
HELD IN THE "BACK ROOM" OF LA BOTTEGA. PLEASE MEET AT THE
RESTAURANT AT 11:30 A.M.
1. ITEM/TOPIC: Joint lunch meeting with Design Review Board.
(1.5 hours)
1:00 P.M.
TOV COUNCIL CHAMBERS
NOTE: Times of items are approximate, subject to change, and cannot be
relied upon to determine at what time Council will consider an item.
2. ITEM/TOPIC: Public Works Disney Trip Report Out/Vail Standards
Greg Hall Discussion. (30 min.)
3. ITEM/TOPIC: Special Events/Information Service Presentations
Frank Johnson Vail Valley Tourism and Convention Bureau (1 hour)
Joel Heath
BACKGROUND RATIONALE:
In order to finish the Town Manager's Budget and the Council
Contribution process, staff is requesting Council decide on the
following:
1) Contribution for special events per the Vail Valley Tourism and
Convention Bureau's proposal: $468,500.
2) Funding of the information booths per the Vail Valley Tourism
and Convention Bureau's proposal: $191,352.
3) Determination of contract term to allow for a Request for
Proposals for:
a. Special Events
b. Information Services
4) Information Services and Special Events Parking: 9 Blue
Passes
5) Host Program/Vail 50: 25 Blue Passes
STAFF RECOMMENDATION: Approve both contracts for
information services and special events to be overseen and
produced by the Vail Valley Tourism and Convention Bureau. Staff
recommends two different time frames for contract services re:
special events and information services. Special Events: January
through December, standard calendar year. Information Services:
Annual contract with sixty day provision to terminate the contract,
thus allowing a fall transition if the service provider changes. Staff
recommends attaching a multi-year term to ensure whichever
service provider can maintain information booth staff.
4. ITEM/TOPIC: Vail Today. (40 min.)
Rick Scalpello
5. ITEM/TOPIC: Supplemental Ordinance, #20. (20 min.)
Steve Thompson
6.
Allison Ochs ITEM/TOPIC: Ordinance No. 24, Series of 2001 (30 min.)
Ordinance No. 24, Series of 2001: An ordinance repealing and
reenacting Ordinance No. 9, Series of 1988 and Ordinance No. 17,
Series of 1196, providing for the major amendment of Special
Development District No. 21, Vail Gateway, to allow for the change
in underlying zoning from Commercial Core I to Commercial
Service Center, amending the approved development plan for
Special Development District No. 21, Vail Gateway; amending Title
12, Chapter 7, Article E, Section 4, to add "private club" as a
conditional use in the Commercial Service Center zone district;
amending Title 12, Chapter 2, Section 2, to add a definition of
"private club"; and setting for details in regard thereto.
ACTION REQUESTED OF COUNCIL:
Approve, approve with conditions, or deny, Ordinance No. 24, Series
of 2001 on first reading.
BACKGROUND RATIONALE:
The applicant, Braun and Associates, has requested a major
amendment to Special Development District No. 21, to allow for the
redevelopment of the Gateway Building. The ordinance includes the
following elements:
A rezoning of the underlying zoning from Commercial Core I to
Commercial Service Center.
A major amendment to Special Development District No. 21.
A text amendment to the Commercial Service Center zone district
to allow for private clubs as a conditional use and a text
amendment to allow for the addition of a definition of "private club"
to the Zoning Regulations.
The Planning and Environmental Commission has forwarded a
recommendation of approval of the above at their July 23, 2001,
meeting. Please refer to the staff memorandum for additional
information.
STAFF RECOMMENDATION:
Staff is recommending approval on first reading of Ordinance No. 24,
Series of 2001.
7. ITEM/TOPIC: 1-70 Short Term Noise Solutions. (30 min.)
Greg Hall
8. Review evening meeting agenda. (5 min.)
9. Information Update. (10 min.)
10. Council Reports. (10 min.)
11. Other. (10 min.)
12. Executive Session - Personnel Matters C.R.S. 24-6-402(4) (f)
(20 min.)
13. Adjournment. (5:15 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, 9111101, BEGINNING AT 9:00 A.M. IN THE TOV COUNCIL
CHAMBERS.
THE NEXT VAIL TOWN COUNCIL REGULAR WORK SESSION
WILL BE ON TUESDAY, 9/18101, BEGINNING AT 2:00 P.M. IN THE TOV COUNCIL
CHAMBERS.
THE NEXT VAIL TOWN COUNCIL REGULAR EVENING MEETING
WILL BE ON TUESDAY, 9/18101, BEGINNING AT 7:00 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.
Town of Vail Benchmarking Trip Walt Disney World
Spring 2001
Participants
Tracy Gonzales, Greg Hall, Cincinnati King, Todd Oppenhiemer, Larry Pardee, Sam Sandoval
Introduction
The following documents results of a two-day benchmarking trip by members of the Town of Vail
Public Works staff with fellow counterparts at Walt Disney World in Florida. Benchmarking is the
practice of measuring an organization's performance and practices in key areas and comparing
them to organizations using the best practices in the world to find ways of achieving world-class
levels of performance. Benchmarking aligns with the town's vision of "to be the premiere
mountain resort community." The Public Works and Transportation mission "continue to improve
the quality of service every day in every way" is most effective with benchmarking measurements.
Even though a wealth of information was obtained and is documented in the appendix of the
report, the underlying purpose of the trip was to identify what were described as "Disney
Standards" regarding cleanliness and guest service. The goal of obtaining "Disney Standards" was
established by the Vail Town Council during its critical strategy workshop in September 2000 and
was reiterated during the 2001 budget process. The report is describes what impressed those who
went and what the Vail Community, the Town of Vail and the Public Works Department can take
away from the trip to better the product and services we provide.
Disney World was picked for its similarities to Vail in name recognition, being number I in our
respective industries, positive guest experience, destination resort and because it is considered an
industry leader in cleanliness and guest services.
1. Impressions of Disney
These impressions are both the first impressions and the on-going lasting impressions we have had
since our return. They are highlighted and are provided to give a sense of the overall experience.
Core Business and Princibles
• Guest central to everything
• Know their business/strong culture
• Complete nomenclature and culture
• Original Vision Closely Guarded
• Strong traditions and overriding goals which permeate throughout the organization.
• Integrated training in the above principles resulting in living examples everyday of what is
important.
Guest Services
• Guest Safety Emphasis
• Unified Presentation of Cast members uniforms/name nags/ appearance standards
• Guest orientation, providing the guest with information up front through web sites, in
travel company packets, hotel check-in and throughout the visit
• Friendliness, kill you with kindness
• Consistency
Attention to detail
• Amazing
• Cleanliness
• Quality of the Attraction
• Engage all the senses
Issues Disnev is dealing with
• Long lines
• Difficulty in traveling from hotel to hotel (resort-resort)
• Value perception
Enough cannot be said about the alignment of Disney with their business, how they relate this
alignment to the employees and how decisions are made based on these principals. A key point of
their Vision ...is making dreams come true... fantasy is real and reality is fantastic...
Performance Excellence stresses exceeding guest expectations and everyone getting involved.
They know what they are good at and they take pride in being courteous and friendly, paying
attention to detail, cleanliness, safety and training. The Quality Standards used in decision making
of Safety First, Courtesy, Show and Efficiency confirms decisions are made in this order. If any of
the proceeding quality standards are jeopardized for the later standard, you shouldn't be doing it.
The guest service guideline defines immediate guest service recovery. What is role in purpose.
"There are hundreds of roles (jobs) but only one purpose", and "that is to make sure every guest
has the most fabulous time of his/her life
II. Defining Vail's Core Attributes
The trip better defined for the Public Works team terms we use in our business and within the
community. These include resort-community, guest, and customer. As stated previously, our
mission could be stated to improve every thing we do all the time. Our focus has been to maintain
our successes and to build on cleanliness, higher quality maintenance and improved guest services.
It showed us the critical importance to understand the need to find the core reason for an
organization's existence. Then to educate and create buy-in to that core existence. The Public
Works purpose statement defines our core existence: To provide safe, essential and enduring
services and infrastructure that support Vail's economic, environmental and social well being.
We constantly remind ourselves and our team players what business we are in. Performing an
outstanding job is crucial to the overall success of the business. So what does it mean to Vail?
First and foremost, Vail needs to determine what business we are in and have clear direction,
alignment and focus without any doubt as to who and what we are. The team attempted to define
for ourselves how we see it.
Defining the Core Business of Vail
• Vail is in the resort business first and foremost. This resort area geographically is from
Ford Park to Cascade Village, I-70, the frontage roads including the business area in
West Vail, the recreation paths, parks, trailheads, open space and stream tracks, the
golf course and Vail Mountain in addition to the bus service we provide.
• The community is a result of the resort and should be given all the attention that the
best-run municipality gives its customers. The community is the remaining portions of
Vail.
• We are a world class destination. Guests determine our future success. This is a very
competitive market. This business is dependent on discretionary dollars, in that guests
choose how and where to spend their money.
• We need to be successful in this market if we are to survive
• We need to do our business not only better than the other destination ski areas, but
better than all the destination resorts
• The success of the business is the responsibility of everyone
• We need to continue to build on our successes
Resort Business = Guest Business and Guest Services
• World Class resorts need world class amenities.
• These amenities need to be provided at a high quality, not necessarily the highest cost.
• All resort amenities need to be maintained to a very high standard.
• Guest services and managing guest impacts are critical to the business. Immediate
guest recovery techniques should become part of our standard operating procedures.
• Ensure the guest leaves completely satisfied and expectations exceeded.
• Growing repeat customers is essential.
• Provide the necessary staff training to develop a guest service culture.
• Provide the tools and resources so everyone is able to provide the guest with correct
and consistent information, be overly helpful and, if need be, take the time to get them
where they are going.
• It is everyone's responsibility to ensure positive guest experiences. Walk the talk,
there needs to be complete buy-in from all and if there isn't, you are accountable for
the results
• A consistent experience is needed.
Aesthetics and Annearance
• Engage all the senses in the resort environment.
• Cleanliness is critical to positive guest expectations.
• Maintain what you have, show you care, even if it is old, it should be maintained as a
treasured family heirloom.
• Uniforms and name tags are a nice touch and help with guest services
• Pay attention to the details in everything we do. Be thorough and complete.
Service Deliverv
• If you decide to do something do it better than anyone else.
• No surprises.
• Staff the resources to carry out the plan.
III. Implementation and Recommendations: Where Do We Go From Here?
The Department of Public Works and Transportation has many tasks to accomplish. We realize
we are a small part of the resort business. However, we have a major impact on the guest
experience. We have been successful in much of what we do and have contributed to making Vail
what it is today. Our highest priority should be to ensure we do not falter in our current successes
and responsibilities. Our responsibility is to ensure for the public health, safety and welfare and
that the assets of the town are maintained to a level of solid fiduciary responsibility.
Build on our Current Successes
• Transportation system
• Snow removal
• Parks
• Trail opportunities
• Landscape program
• Christmas decoration program
• Recent Village Cleanliness
Cleanliness/Ouality Maintenance "Vail Standards"
We have established a goal of maintenance and cleanliness we call "Vail Standards", a small part
which we have begun to implement. The standards can be achieved with additional resources.
These standards will be discussed in greater detail in a follow-up report.
• We need to provide the resources to deliver premiere services in the areas of cleanliness and
maintenance.
• Perform a variety of "quality" walks to ensure quality consistency.
• Where property lines overlap, form contracts where one entity is responsible from building
line to building line for maintenance and cleanliness. Then everyone pays their share. We
currently have this agreement for winter snow removal maintenance.
• Coordinate cleaning with the various property owners. An example would be to avoid
additional deck washing once the streets have been washed down. If cooperation can not be
worked out, there may be a need to establish rules to ensure coordination.
• Coordinate trash pick ups with street washings as many dumpsters currently leak onto freshly
cleaned streets and the efforts are lost.
• Encourage smoking areas for guests and employees, as there are many areas where cigarette
butts accumulate where smoking takes place regularly.
• Create a sense of shared responsibility to keep our surroundings litter free.
Guest Services
Our greatest and most impacting area of focus is guest service. Anyone within the Town of Vail
boundaries should be considered a guest, even motorists on I-70. We want to impress upon them
that Vail is a special place.
Guest service and resort business philosophies are not something public works crews are
traditionally trained in. Last year only those employees who opted for a merchant pass received
guest service training. We recommend the following:
• Prepare a road map, which begins to relate how our jobs affect the guest. Explain what we do
and how we do it affects the resorts success.
• Conduct resort business training for all new employees which describes what we are and why
we do what we do.
• Conduct guest service training explaining what is expected as a minimum level of guest
service standards.
• Constantly review with our employees how to identify guest impacts and how to resolve them
immediately. Use examples of our successes and learn from our actions to continue to
improve. Discuss with employees how to view our town from the guest's perspective.
• Review our work methods and determine how they affect guest experiences and determine
other means, methods or times we would have less impact. If there is going to be an impact,
have all the necessary mitigation in place at the beginning.
• Create standards for contractors performing work in the resort to minimize guest impact and
hold them accountable.
• Establish a consistent mapping system and information guide to help with guest orientation
and have these resources readily available throughout the community to be used.
• Be proactive to ensure the successful execution of all special events that take place in the
Town of Vail and staff appropriately to handle the workload. Be able to respond to the
unexpected.
• Continue to display a pride and a passion for what we do.
Built and Maintained Environment
The second area where we have tremendous impact is in the built and maintained environment.
Our recommendations include:
• When we build something pay attention to detail, quality material and finishes. Balance the
overall look with the ability to clean and maintain the finished product.
• Provide more amenities for users of our systems, like bike racks, ski racks, benches, trash cans
and dog waste bag dispensers along the recreation paths and picnic tables in the open spaces
around town.
• Provide additional public restroom opportunities near the International Bridge, near the Fire
Station, along with incorporation in the Vail Center/Lionshead parking structure and
Lionshead Mall developments.
• Incorporate public art in all the amenities we provide or construct.
• Provide incentives to kick-start improvements which are adjacent to public areas or are on
public property to be improved. This may include a cost sharing approach and a maintenance
agreement as discussed previously.
• Look at areas needing major attention, such as Wall Street, the Children's Fountain, and parts
of Lionshead. We are anxiously awaiting proposed developments to take place. In the
meantime the areas are in desperate need of repair.
EnaaQe the senses
• We currently decorate using flowers for the summer season and Xmas lights during the winter
season. Follow through with the holiday decoration/event proposal to determine how to
enhance this in the winter. We should consider expanding the proposal by adding theme decor
to the other seasons. We have discussed using flags, banners, and a Fall theme. There is a big
gap from Labor Day to Thanksgiving.
• Introduce appropriate outdoor music in specific areas of town.
• Work to encourage street activity and entertainers to create the feel that every day is a special
event in Vail. The Disney resort most similar to Vail's current clientele is Epcot. They have
many restaurants, numerous shopping experiences, well-landscaped grounds, and an
international feel. They provide street entertainment, a parade and a fireworks display daily. In
addition, the new shopping /entertainment area of Downtown Disney has an island where one
cover charge is good for all the bars. The area outside the bars is similar to Vail's streetbeat
party and they have a New years Eve celebration every night.
Commitment and Shared Responsibility
• There needs to be alignment and buy-in that we are a resort within the resort area we
described. That buy-in should come from the Town, Vail Resorts, the business community and
the residents. The focus needs to be on providing the guest with the best all around experience.
• Town Council has begun to send letters to landlords discussing properties in need of repair.
• Roll out a campaign to educate the community we expect cleanliness and well-maintained
areas from the private sector.
• As redevelopment occurs and DRB approval is obtained, not only do applicants need to meet
the intent of the design when the Town signs off at the end of construction, but the property
needs to be maintained at a high level for the life of the improvements.
• Many downtown areas throughout the country have initiated either business improvement
districts or downtown development districts as well as other methods to cover the increased
costs. They have created shared responsibility for cleanliness, supporting special events,
parking incentives, transportation improvements, marketing and providing a resort
atmosphere. This all comes at a cost. There are multiple ownerships and responsibilities.
• It takes quality employees to perform the work laid out. This takes being a premiere employer
to attract and retain the people needed to carry out the tasks we have outlined.
Our Commitment
• We at Public Works provide for a safe and enduring infrastructure. We provide public spaces,
which are pleasing to the senses. We care for these spaces in an extremely clean and high
quality way. We provide a transportation system that exceeds our guest expectations. We
provide our services in a way to minimize guest impacts. We assist the guest everyday in
having an extraordinary time while they are in Vail, no matter the demographic makeup of our
guests now or in the future.
Appendix
In making a comparison of Walt Disney World and Vail, we first asked a set of questions
relating the two entities. These are provided below:
How is Disney World Similar to Vail?
Name recognition
Positive guest experience
Vacation experience
We have talented staff
Great product to sell
#I in respective industries
Both started from scratch
About the same age 1962 and 1971
Aging infrastructure
Both have experienced some organizational culture change
Both depend on guest's discretionary spending for livelihood
Learning organizations
Both have a "Can do" attitude
60% of the guests are returning guests
How Disney World Differs from Vail?
They own and control the whole operation
They have operating hours allowing them down time to work
Climate
Scale of the operation
Larger labor pool/unionized
Everyone pitches in regarding guest service and cleanliness
60 % of Disney guests are international
On stage verses off stage
Guest recovery tactics
Accountability
Geared for families
Appearance
Attention to detail
Overriding design control by WDI (Walt Disney Imaging)
We are a community in addition to a resort
Vail's natural setting
Disney's 60 % overall employee turnover rate
What does Disney World do well?
How they present construction to the guest
Safety is highly stressed
Engage all the senses (atmosphere)
Cleanliness
Continuous on street cleaning people
Restroom frequency matches guest expectations of clean
On stage personality are guest oriented. They act as guides. They know the park and have
resources available to hand to guests
Rotate on and off stage to stay fresh
Consistent training and mandatory traditions Training and Training props (tracks)
Flower education/celebration
Drip irrigation on light poles
Line management bus queues on one side
Bus information on how to get from here to there
Employee recognition/Appreciation
Global/Internal Benchmarking sharing best practices
Know the business / makes decision based on guest oriented business
Non-intrusive to guest maintenance, cleaning, loading delivery, security
Immediate guest recovery Track abusers
They have standards for decision making, feedback and measurement
Information to guest education
Global overview to save dollars and provide consistency
"I control
Attention to detail
Performance measurements used as an educational tool vs. compensation/evaluation/
Use of industrial engineers
Keep roads clean and maintained (mowed)
Control of trash generators
Don't sell gum,
Cigarettes have to ask to buy, they are not visible at stores,
Designated smoking areas
Appears there is a purpose for everything
Share information/we were treated with respect
What isn't done well at Disney World?
Connection from airport to the hotel and the hotel check in
Park so far away
Can't walk from resort to resort or to parks
Transit from resort to resort
Vehicle procurement (buses)
Environmentally challenged
Length of Lines (getting better "fast pass")
Parking lot to Theme park connection
Efficiency of using masking tape boundaries for the parade viewers
What does Vail do well?
Transit and Transportation
Flowers parks open space and bike paths
Vehicle procurement
Snow removal
Recreational opportunities
Design guidelines keep Vail Village original intent
When we do something we do it well
Talented staff
Understand the need for positive guest experience
Mountain is well run
Close in parking
2 villages at the base
Natural Setting
Understand the need to improve
Walkable community
What does Vail do which needs improvement?
Not focused /aligned
Combined Strategic Plan Lack of leadership
Look out for special interests verses the greater common good
Training
Guest relations
Not innovative/not consistent in employee training
Organizational culture/heritage
Quality Control/ Accountability
Experience our services as a guest and see our product through the guest's eyes
In addition to these questions we have tried to provide as much information as possible. This is
included below. An overall appendix with all the brochures and handouts we were provided is
available for viewing by contacting the Department of Public Works at (970) 479-2158.
Vision, Mission and Purpose
Walt Disney World vision is "Walt Disney World Resort will always be dedicated to
making dreams come true. In this magical world, fantasy is real and reality is fantastic. A
wonderful sense of community awaits, where all are greeted as welcome Guests and
become cherished friends. For all who work and play here, Walt Disney World Resort will
be a source of joy and inspiration."
In addition to the Vision there were a multitude of missions for each department. There is
a set of values and leadership initiatives. Ones that stood out are provided below.
Performance Excellence is all about...
Exceeding Guest expectations
Everyone getting involved
Breaking down barriers
Sharing information and suggestions
Working Smarter
Trying new ways to do things
Listening to others
Being a Team player
They teach that Walt Disney World Resort has a worldwide reputation and their reputation
is simply what they are famous for. They are famous for:
Courtesy and Friendliness (we invented it)
Attention to Detail (like no place on earth)
Cleanliness (Walt's Vision)
The Disney Look in Appearance Guidelines (we have a role and look like it)
Theme Attractions (no one does it like we do)
Food and Service (renowned)
Merchandise (creates tangible memories)
Live Entertainment (creates the "magic")
Theme resorts (one of a kind)
Theme Water Parks (the best in the world)
Sports complex and Recreation (really special)
Landscaping (known around the world)
Safety (safest destination in the world)
Teaching, training and educating (what makes it all come true)
The quality standards should be top of mind and used in decision making.
SAFETY we put safety FIRST to provide secure, safe experiences for our
Cast and Guests.
COURTESY we give friendly, personalized service and treat every Guest as a
VIP
SHOW we deliver flawless and professional presentations every day for
every Guest.
EFFICIENCY we strive for the fastest and most effective systems, processes,
and procedures in order to provide a quality Guest experience.
Purpose and Role implied promise we have made to the people of the world that
everything will be perfect!)
There are hundreds of roles (jobs) at the Walt Disney World Resort, But there is only ONE
PURPOSE for all of us and it is "to make sure that every Guest who comes to the Walt
Disney World Resort has the most fabulous time of his or her life"
Purpose is the implied promise and our role is to fulfill that promise this is ROLE IN THE
SHOW. Cast members understand the connection between their roles, our purpose, and
the connection of these things to Guest Satisfaction and our Vision. It is clearly explained
to ALL cast members if they fail to perform their ROLES IN THE SHOW at a clearly
outstanding level, the Guest experience will suffer within a few minutes a few days, a few
weeks, a few months, or a few years, depending upon which role each Cast Member has.
The level of experience that each Guest has is in each one of our hands no matter what our
role or whether or not we come in direct contact with our Guests. All Cast members must
understand what they do eventually effects the Guest experience.
Seven Service Guidelines for Guest
MAKE EYE CONTACT
GREET AND WELCOME EACH AND EVERY GUEST
SEEK OUT GUEST CONTACT
PROVIDE IMMEDIATE SERVICE RECOVERY
DISPLAY APPROPRIATE BODY LANGUAGE
PERSERVE THE MAGICAL GUEST EXPERIENCE
THANK EACH AND EVERY GUEST
It was also very apparent that training was important to ensure this was upheld. The culture of
Disney completely revolved around the concept of the world comes to see them and they are in
show business. They use the terms show, on stage, off stage, roles, cast, costumes, and even
merchantainers. They have theme parks and resorts (hotels). Traditions and the original vision of
Walt Disney are upheld religiously. From how cast members act to how attractions are run, to how
buildings are maintained. It is this one vision that so strongly runs through the organization.
Size
Walt Disney World is a 44 square mile area covering two counties and municipalities,
wetlands and swamps make up a big part of the area. The whole area is governed by the
Reddy Creek Metro District, which was set up by the Florida Legislature to allow Disney
World to be developed in the 1960's. Disney World opened in 1971. The first theme park
was the Magic Kingdom, which was a replica of Disneyland in California but covering
twice the acreage of its California counterpart. Currently, Disney World has four Theme
parks, Magic Kingdom, Epcot Center, MGM Studios and Animal Kingdom. In addition
there are three water parks, one sports complex, 17 resort hotel properties, and two
shopping areas and 5 golf courses. They also have the Disney Institute, which is an
educational Institute to allow both personnel and professional development. In addition
there are 7 independent hotels on the Disney property. The engineering services
department estimates the assets of Disney World to be 8-9 billion.
Government
Within the Reddy Creek Metro district are approximately 25 residents who never sold out.
Reddy Creek is responsible for the roadways outside the gates of the parks and the resorts,
water, sewer, electric, gas and steam service, fire and EMT services.
Employees
Disney employees 55,000 people with another 15,000 employees of the participants on the
property. (Independent companies such as the independent hotels, the restaurants and
shops of Downtown Disney and a McDonalds restaurant by the All Star- Hotels.) They
were currently going through a downsizing of up to 1500 employees. In addition there are
36,000 contractors who work through out the year. The turnover rate overall for Disney is
60% for position. The engineering services rate was 20% with certain trades at less than
5%.
Training, Reward and Recognition.
It was apparent that training was a key component to ensuring the success of Disney
World. Every employee must go through immediately Traditions training. This is a one
day class on the culture of Walt Disney World. There are also specific department
orientations, which continue with the culture of each department. In addition depending on
the role of the cast member (job) there is additional guest service training that is on going.
Then there is specific training to the job that is needed. For example bus drivers perform a
total from start to finish one month of training before they are set loose on their own.
Street sweepers receive two weeks. Characters receive up to three months training. In
addition to employee training, they have many established apprenticeship programs with
the local labor unions. They have an extensive university internship program. They have a
significant J-I visa program as well.
There are many programs within Disney they use to provide rewards and recognitions.
These include an applause-a-gram, guest service fanatic, partners in excellence in addition
to incentive bonuses and annual reviews. The majority of the positions use a step system
of progression through a salary range. Salary ranges typically are in the 25-35% range.
They use an employee recruitment tool where referral cards are given to future employees
and if this person is hired, the employee who referred the applicant gets a bonus.
Budgets
Disney has recorded six years of record attendance growth as well as total overnight stays.
See attached news release, regarding recent downturns in revenue and attendance
numbers.
The budget of the maintenance departments is $200 million for on going maintenance,
$200 million on capital maintenance, $200 million in utilities. $60 million dollars in
custodial services. We did not receive the transportation or horticultural budgets. However
they carry 63 million passengers.
See attached news release regarding recent downturns in numbers.
Capacity
Disney uses the 85th percentile for its design days. The Magic Kingdom reaches capacity
during its peak times, day visitors are restricted from the park on those days and
destination visitors are encouraged to use one of the other parks. There have been
occasions in which the entire complex has reached capacity and access from the interstate
is blocked and no one else is allowed to come in. These situations have occurred mostly
during the Christmas to New Years holiday, the last few years. It is a problem they are
trying to deal with. This sounds similar to Vail a decade ago. We did not confirm that they
average 180,000 visitors per day and peak at 250,000. It was stated off the record that the
inside the park at one time capacity of the Magic Kingdom is 60,000 people anything
above this the experience of the guest is greatly sacrificed.
They currently have 22,000 rooms with another 6000 opening this summer, which they
own. They average an occupancy of 3.5 people per room and a 90% occupancy rate. Their
capacity is 100,000 pillows.
Value continues to be a struggle with the Disney Guest. To combat this they have opened
up the 6000 room All Star resort and are opening up another 6000 room value resort this
summer. This is to combat the fact the Disney hotels had the reputation of being
expensive. Rates in these value hotels go from $80-125 depending on season. The cost of
entry is $49 per day and multi day discounts are provided. The multi day discount is not
much of a discount however; as additional perks are added which keeps the price similar
to the daily rate. The discount is off the combined price of all the extras.
Guest Service
This is one of the founding principles for Disney and this is far and away where they have
separated themselves from all the rest of us in the resort business. Everything is geared
around this. The training they receive is geared around this. They are not allowed to say
"no" to a guest. Their business and maintenance decisions are geared around guest
impacts. They have a code of conduct with regards to minimum guest service standards.
The have guest recovery standards and employees can do whatever they feel is appropriate
to remedy a situation immediately to resolve the situation.
It is funny that the only area that they lack in the guest experience is in the length of lines.
They have long lines for almost everything you do from getting a shuttle at the airport,
checking in at the hotels, at all the attractions, and to get food from vendors.
The line management is not ignored though as they provide shaded waiting areas, video
and TV monitors and Character appearances to ease the wait.
Cleanliness
Disney is obsessed with cleanliness, It is one of their founding principles and they
continue to carry that out today. Cleaning and picking up trash is everyone responsibility.
As stated above this is part of the purpose of everyone's jobs.
Actual Standards
Restrooms
All 800 restrooms are cleaned every 30 minutes. It was interesting that in
discussions with their crew this has been a standard since the beginning,
but as the resort aged and restrooms were added and the make up of the
workforce changed it was found that it takes more people doing the same
amount of restrooms to meet this standard. All the restrooms are power
scrubbed and sanitized floor to ceiling every night.
Trash Cans
There are over 5000 Trashcans within the parks. Trashcans are placed
approximately every 50-75 feet. In areas near food vendors the density is
greater. Trashcans are serviced about four times per day and those near
the food vendors more frequently.
They do not sell gum in the resort. Cigarettes are sold but are out of sight
and you have to ask for them. Designate smoking areas but do not strictly
enforce them.
Walkways
Park walkways are patrolled constantly by persons with brooms and pans,
who are primary guest contact people. Once again trash is everyone's job.
All the walking surfaces are washed down every night.
Roadways
The 55 miles of resort roadways are walked every day.
The interstate outside the resort is walked weekly by Disney employees.
All roadway accidents are responded to not only by emergency services
but by the custodial staff as well and are cleaned up immediately.
Uniforms
They all have uniforms and if one is spoiled there are spares backstage.
Buses
Buses are cleaned in route by the drivers throughout the day and are
washed en route once daily then washed at night. The buses are detailed
once a month.
Detailed cleaning numbers and standards are provided further in the appendix.
Quality of the show
This is the complete sensory quality of the whole show. The idea the whole time you are
in a theme park that it is the show and called that. The employees are cast members, the
uniforms are costumes, there is on stage and off stage (back of house). No pictures can be
taken off stage. Everything is done to the highest degree or to obtain the greatest effect on
stage. This is carried throughout. They have the Disney Imaging Studios design everything
about new attractions, theme parks, and hotels, they also design any special event or and
all the entertainment. They are the central clearinghouse with regards to paint pallets, sign
schemes, landscaping themes, costumes, and music. It appeared cost was not much of an
issue with this group. They also do quality walkthroughs on a quarterly basis to ensure the
original design intent is still in place. WDI designs at times has caused issues with the
maintenance staff . The design is created in California for a Florida climate. The overall
effect is thought through and this is what is important.
Regarding maintenance in this area all lights in the theme parks are checked nightly and
replaced. There is a painting crew who works just on the Main Street of the Magic
Kingdom and all they do is touch up painting (up to 6' height) of the buildings nightly.
There is a crew responsible just for the special banners, bunting, and decorations of the
Magic Kingdom.
Transportation
Transit
Disney operates the largest free bus system in North America. The fleet consists
of 234 coaches. They use over 1300 employees to run and maintain the system.
They carry 63 million riders per year. They average 15 million vehicle miles. And
the average coach is used 80,000 miles per year. They operate no fixed routes.
Frequency of service is 20 minutes. The longest trip from hotel to hotel would
take up to 1 1/2 hours. Drivers drive 6,8, and 10, -hour shifts. The drivers are
members of the teamsters union. The wage is between 7.50-12.50/hour.
Other modes
They also use boats and the monorail to carry passengers. The boats carry 40
the monorail carries 60 % of another 60 million riders.
Loading and Delivery
The loading and delivery is handled differently for the different parks. The Magic
Kingdom has a set of tunnels in addition to a ring road system. The park is
actually on the second floor and the ground floor is a walkout on the outside of the
park. Epcot has a half-mile tunnel from the entry to the lake down the center and a
ring road around the International Village. The two other parks MGM Studios and
Animal Kingdom has ring road systems. The cost of the tunnels was deemed cost
prohibitive to continue in the parks. The Magic Kingdom has a trash evacuation
system, which is similar to a pneumatic tube, and it sucks trash dumped in
disposal areas from throughout the park to a central collection center. Up to 33 %
of all their trash is recycled using a central sorting facility on site.
Parking
Parking is free for those staying at a resort hotel. Parking is $7/day at the theme
parks. The cost is charged up front in the form of tollbooths.
Roadways
Disney World is accessed by three freeway systems at 4 interchanges. There are
two arterial streets that access Disney World from the surrounding communities.
Disney operates 7 miles of expressway and 10 miles of four lane divided arterial
streets.
Airport Access
Disney World is served by Orlando International Airport. The airport is 20 miles
from Disney World. Shuttle service is available form the airport to your Disney
World hotel. This is arranged through Disney or your travel agent in advance,
however, it appeared very confusing during busier times. Vouchers are given
ahead of time to show that the shuttle is paid for. Once you land, individual tickets
are given to board the correct shuttle. The line to trade the voucher for the ticket
took some time. Once the ticket is obtained. Separate lines form at each of the
specific resorts shuttles. Shuttles are over the road coaches to small vans. The
shuttles are overbooked and as many as 20 passengers had to stand the entire 30
minute ride. This service, even though booked through Disney, is provided by an
outside contractor.
Management Systems
Disney works with a work order system, which was used in varying degrees through out
the global resort over the years. In the last two years they have been standardizing it within
the engineering services. This is still not standardized across different maintenance
functions such as horticulture and custodial. In addition they are just starting to try to
integrate the work order system across the different resorts. Each hotel property had
varying ways to request work. This is in the development stages.
They have come up with what they call a balanced scorecard for each maintenance area
and it can be ramped down or up to see specific work crews, work teams work divisions
whole departments and theme parks. This scorecard is made up of Key Drivers. They have
determined these drivers to state how well they are doing. It is not used as an evaluation
piece but as a tool to educate all as to where do we stand, are we doing better or does an
area need attention, or explanation.
They have gone back to a more global management system with regards to purchases,
specified materials, and equipment, which has reduced their costs.
Construction and Maintenance Issues
The impact of construction and maintenance on the guest experience is considered in all
the functions Disney does. It was stated that if a guest complains about any noise from a
maintenance issue such as mowing the activity is stopped. The same goes for construction
methods. Disney does pay a premium in construction costs to have such stop work clauses
in their contracts.
Contractors who work on Disney property in the sight of the guest have an appearance
code. This is enclosed. In addition they use diapers on equipment to avoid grease and oil
stains on pavements. They use all types of guards to keep scrapes by heavy equipment off
of surfaces. They use all types of screenings to shield the work from guests, this is both
from a safety standpoint and visual impact standpoint. Details of the screening
requirements are enclosed.
To avoid painting lines on the ground for crowd control for the two parades in Magic
Kingdom and Epcot, they use masking tape which is placed down and taken up every day
subsequent to the parades.
Landscaping
Disney prides itself in the landscaped grounds of its theme parks and resorts. The use of
flowers is a large part of the landscaping. The have over 700 beds of which 216 are key
theme beds. They plant well over 100,000 plants a year. They bid out their flower orders
once a year and the gardeners are able to order flowers from the approved vendors as they
need them. They change the beds twice a year to accommodate the two different seasons.
A season is considered two growing seasons and plants are turned over every growing
season. They use mostly annual plants to obtain maximum color year round and because
perennials get unmanageable in the year-round growing season.
They have their own tree care personnel on staff. They keep spare signature trees growing
in nursery back stage to keep the same postcard look every time. Trees in the theme parks
are only allowed to grow to certain heights and shapes before being replaced to maintain
the same image every year.
Irrigation systems are on the same system the Town of Vail uses, the automated Rain Bird
Maxicom system
Mowing is done in the Theme parks before the guests arrive prior to 9 AM and then the
crews move to the resorts (hotels) as the majority of the guests are at the Theme parks.
This scheduling is done to avoid guest impacts.
Special Events
Disney hosts many special events through out the year. In addition they have pro-longed,
up to 15 month marketing themes which changes the show. In addition what would be a
special event to most communities are an every day occurrence at Disney including
parades, fireworks and light displays and street entertainment. They also host a multitude
of conventions and private renting of the Theme parks. This all affects the off hours
operations of the maintenance crews. They have specific crews in charge of decorations,
banners, and flags. Their sixty foot artificial Christmas tree is put up and lit in a twelve
hour period. Many maintenance functions are special events in their own way. Flowerbeds
are changed overnight. Tree removal and replacement is done overnight. The resort
banners are done overnight. No job is spread out over a period of time to give the allusion
of half-finished.
Town of Vail
Benchmarking Trip
Agenda
Angela will pick-up the group at 8:30a at All Star Movies and drive them to FAM.
Speaker Location
30-Apr Overview:
9:00a - 9:30a Organizational Overview (Headcount) Jeff V Everglades, FAM
Mission / Vision Jeff V Everglades, FAM
Trends Tracked Jeff V Everglades, FAM
Surveys & Feedback / Price Value Power of Partnering Jeff V Everglades, FAM
Benchmarking Jeff V Everglades, FAM
" Barb and group will drive to MK
Cast:
10:00a - 11:00a Hiring / Recruitment Trevor MK Large CR
Compensation Trevor MK Large CR
Orientation (Traditions) Trevor MK Large CR
Performance (PDP) Trevor MK Large CR
Recognition Trevor MK Large CR
11:OOa - 11:30a Training: Regulatory / Maximo / Equipment Tammy Johnson MK Large CR
Guest:
11:30a - 12:00p 7 Guidelines (Engage Guests) Trina Maull MK Large CR
Guest Recovery Trina Maull MK Large CR
12:00p - 1:00p LUNCH/BREAK
Project Design
1:00p - 2:00p Design Standards I.e. street / walkway widths (Code vs Disney) AJ Barto/Chip Carbiener MK Large CR
Life Cycle Cost vs Project Cost AJ Barto/Chip Carbiener MK Large CR
Construction delays: weather / Park Hours / Special Events AJ Barto/Chip Carbiener MK Large CR
Sign Package AJ Barto/Chip Carbiener MK Large CR
IFP AJ Barto/Chip Carbiener MK Large CR
2:00p - 3:00p Maintenanace Process (When we do / What / How Much at what time) Trevor MK Large CR
Logistics (delivery areas, access through guest areas) Trevor MK Large CR
Design for Maintenance Access / Visual for guests Barbara / Trevor MK Large CR
SOS Development Trevor MK Large CR
3:00p - 4:00p WALK MK Trevor Larsen MK Large CR
01-May Daily Recording/ Reporting
9:00a - 10:00a Work Order Generation (Handhelds / Espresso) Brian Warnet/James Pennock DAK BOH Engineering CR
Inspector Gaget Brain Warnet DAK BOH Engineering CR
Prioritization DAK BOH Engineering CR
Reponse Time DAK BOH Engineering CR
Scorecard Barbara Gauger DAK BOH Engineering CR
Custodial Walk
10:00a - 11:00a Sweepers (Streets & Parking) When / How many? Allen Darden DAK BOH Engineering CR
Trash Removal Allen Darden DAK BOH Engineering CR
Cleaning Cast Standards (SF / # of Guests / RR / Restaurant) Allen Darden DAK BOH Engineering CR
3rd Shift Allen Darden DAK BOH Engineering CR
Streets & Walkways
11:OOa - 12:00p Lighting Plan (Replacement) John Krueger DAK BOH Engineering CR
Lighting Plan (Energy Management vs Work lights) John Krueger DAK BOH Engineering CR
Concrete / pavers / aspahlt Design and Standards John Krueger DAK BOH Engineering CR
Street / Walkway furniture (Replacement and selection) John Krueger DAK BOH Engineering CR
12:00p - 1:00p LUNCH/BREAK
Landscaping (Higbie)
1:00p - 230p Design (in house vs Out sourced) Dennis and Team Nursery, Jiminy B CR
Lay out by season Dennis and Team Nursery, Jiminy B CR
Flowers by Season (Conditions; I.e. dought) Dennis and Team Nursery, Jiminy B CR
Irrigation requirements, automation, emergency repairs Dennis and Team Nursery, Jiminy B CR
Shrubs & Tree Management Dennis and Team Nursery, Jiminy B CR
Turf Management (Street vs Golf) Dennis and Team Nursery, Jiminy B CR
Transportation & Parking
3:00p - 3:30p Operation (Disney vs City Transit) Bill Thompson RCES - Atlantis CR
Appearance Guidelines Bill Thompson RCES - Atlantis CR
Travel standards (length of route / # of Stops / Walking Distance) Bill Thompson RCES - Atlantis CR
3:30p - 4:30p Fleet Maintenance, Monorail Nick Blackwell RCES - Atlantis CR
Parking Lot Design (Guest and Cast) Barbara RCES - Atlantis CR
Guest Parking (Valet / Free) Barbara RCES - Atlantis CR
Capacity Issue Barbara RCES - Atlantis CR
MEFOLIOWNGMAYBE PERFORMED ONLY PARKING PROCEDURES Highlights of Maintenance
WHDV ME PARK IS CLOSED: • Park in designated areas only. Do not park in r
• Job site scoess via guest areas Guest or Cast Member lots without prior Construction and Production
• Use ofcompeny vehicles inside the Park approval, Procedures for Work at
• Materiel deliveries tolob site • Construction personnel shall use contractor- 4
• Removal ofjob site eonstrwotion debris provided transportation to job site. the MAGIC KINGDOM Park
• Msintensnoelemptying of temporary toi/ois
• Work .
performed outside of job site lane/ng ACCESS PLEASE
• Welding or grinding
• AM demolition work • Clearance for access through WDW Security HELP US
• f Concrete placement Gates for delivery and pick-up of materials, tools
• Running power cables and debris,during Park non-operating hours HELP OUR
• Building ramps or displays should be arranged through your proper WDW G UESTS
• Use otjsok hammers representative,
• Use of scissor lift or high reach • Vehicles are not r;_.dtted inside the Park ENJOY THE
• Jobs Involving extreme noise, odors or visual during operating hours, FULL MAGIC distractions . No private vehicles will be authorized to enter
• Applying epoxy floor coverings the Park.
• Painting In contained areas or areas with OUR
return air screen • Personnel shall use tunnels and backstage areas MAGIC
• Painting with materials with objectionable to exit or enter job site during park operating
odors hours, KINGDOM.
• Use of dusty materials including sandblasting . Materials and supplies shall not be carried into
*VW & CONTRACTOR WfICLES Guest areas during Park operating hours. The WALT DISNEY WORLD Resort operates
• Use drip pans under aU vehicles. • Do not vary from agreed work schedule and 24 hours a day, 7 days a week and
• Clean all fire tracks and debris before Park enter the park without notifying proper WDW maintains rigorous show and safety
representative, standards.
opening,
• Schedule any needed access to rides or,,
• Clean all vehicle tires before entering or leaving attractions and follow all safety/tag-out You will be required to follow the WDW
job site. procedures, show standards highlighted in this
• Clean all debris or dirt dropped on WDW brochure which do not supercede °WOW
•roadways. Special Conditions and General Conditions;
BREAKS/LUNCHES "
• Proper WDW approval is required for the use of view at any time. Plans shall be discussed wth'your WDW
all vehicles (bobcats, trucks, loaders, etc.) inside • o not smoke in Guests the park. + Take all lunches and breaks at the job site or at representative prior to start of work.
• Proper WDW approval is required for gas an approved break area out of Guests' view.
These standards wilt be routinely and
burning equipment or vehicles to enter the • Do not use Guest restaurants or cafeterias.
tunnel. consistently'enforced.
• Do not use Guest restroom facilities, interact
• Note overpass height requirements and bridge with the Guests, watch shows or ride the Exceptions to any of these standards
limits for all in-park and on-property roadway attractions. must be approved by a WDW Operations <
systems. and Maintenance representative in
• Do not interrupt traffic on WDW roadways, advance.
• Observe IOmph speed limit inside the park.
0 The Walt Disney Company
AT77RE JOB SITE APPEARANCE & MAWEXANCE VULMES & SERVICES
• Wear shirts at all times. . Do not smoke in Guests' view at any time • Do not begin work around the WDW Monorail
system without approval of a written
• Do not wear shorts, sleeveless shirts or cut-off- • Your job site must be kept clean at all times.
at-the-waist shirts. Any labor provided by WDWto clean the job construction work plan.
• Do not wear clothing containing objectionable site will be back-charged to the contractor. + Do not alter the current condition of any existing
words or printing. • Know when the Park will open and be prepared utilities including electrical, water, air, gas,
with tools and manpower to complete work, sanitary and storm drains, etc. without proper
NON& ODORS & FVRES clean the area, and exit the park by opening. WDW approval.
• Fumes, gases, smoke, vapors, etc, shall not be drawn into air intakes and ventilation equipment • Protect all work until job is completed and • When restoring work, use materials and
accepted, workmanship that conform in type and quality to
unless prior arrangements have been made with " the existing construction unless otherwise
proper WDW personnel. • Clean slurrcontinuall when sawing or core
z slurry Y specified.
~y • Keep any smell of tar on roofing projects to a drilling concrete,,
minimurn.
• Keep all'materials neatly stored and secured in a AH0 WNW AREAS
A • Perform work that has an odor either away from designated area. •
guests or during non-operating hours when . Do .not encumber job site with materials or The Magic Kingdom basement is a sensitive,
px possibleoccupied structure with a waterproof membrane;
equipmen 4 _ therefore, a detailed work plan must be
• Welding done during Park hoursmust bepre uh • Protect all surfaces from accidental discharge, submitted for proper WDW approval and no
a roved and screened from Guests' sight;
pp.., droppings'ot splashes when placing concrete, demolition can be done without proper WDW
a personnel monitoring the air in,the tunnel below,
& + Use "whirPerued" construction ~ Do rete,p
equipment, . notwashconcrint or other debris into
• Limit loud talking and use of radios: ' ;the storm or sanitary drains
T
PA/N11N6 > '-'JOB 1 S/HE FFl11Kr/IV6 EXG4YA71ON/D/66IN6
• Do not roll paint on walls in Guests' view Refer_to Special Conditions for fencing designs. • Exercise extreme care when excavating around
unless or approval is obtained. existing underground structures and/or utilities.
prior Provide pre-fabricated, pre-painted construction If existing services are damaged or interrupted
• Observe proper controls for painting facades fencing and perform all work inside construction they must be expeditiously repaired or restored
during park hours; hang WDW supplied "Wet fencing. as directed by WDW.
Paint" signs, screen scaffolding from view, and • Any work during Park operating hours without
control Guest access to all materials. fencing must be approved by WDW Operations.
• Protect all surfaces from accidental drips or • Consistently maintain and paint fencing. °
splashes, . Access gates shall not swing into, Guest areas.
• Minimize odors of non-water based paints.
• Use only locks supplied by WDW. qfia u, for ?w*ng u*h us at
• . Spray painting during operating hours must have Use WDW provided paint and rehab signs. the WA~G7tDIS91R T4bgv_o 9~ort
,
prior WDW approval.
l14NDSC4P/N6 • Protect all surfaces behind construction fence
from damage and dirt (use of 6 mil visqueen
• Planting beds may be done with prior WDW single, plywood, etc. on deck and walls is 7ogetherve nm~f vacation magic
approval if the area is neatly maintained and suggested), for the w"fd
tools are not left unattended. f + Upon removal of temporary fencing, clean the
area thoroughly of paint, marks, debris, etc.
REST ROOMS
(General upkeep during Park's operating hours)
Custodial Operational Standards
Daily Standards
1. The frequency of restroom rounds in a guest restroom will be once every 30
minutes.
2. Cast Member will sign in and note arrival time/condition of rest room in the
Rest room Frequency Log.
3. Entire floor will be swept including entryway.
4. All urinals/commodes will be checked for cleanliness and cleaned if necessary
using the approved solution of a germicidal cleaner.
5. All trashcans are checked and emptied if necessary.
6. All sanitary napkin receptacles are checked and emptied if necessary.
7. All paper towels, toilet paper, seat cover, and soap dispenser are checked and
refilled.
8. All sinks are cleaned using a sponge and a approved creme cleanser.
9. All counter tops are cleaned of soap residue and dried of excess water.
10. All mirrors are spot cleaned.
11. All baby changes are cleaned using water only.
12. Entire floor will be checked for cleanliness and spot mop any areas of concern
using the approved solution of a germicidal cleaner.
13. Entire floor will be dried.
14. Cast Member will sign out, note time departing, functions performed and any
maintenance issues encountered in the Rest room Frequency Log. If necessary
cast member will report any maintenance issues to Maintenance Base.
Weekly Standards
1. All paper towel, toilet paper, and seat cover dispenser interiors will be cleaned.
2. All trashcans and sanitary napkin receptacles will be cleaned inside and out.
REST ROOMS (cont.)
(General upkeep during Park's operating hours)
Custodial Operational Standards
Weekly Standards (cont.)
I All partition walls and doors will be scrubbed using the approved solution of a
germicidal cleaner.
4. All rest room custodial closets will be organized and cleaned.
t
REST ROOMS
(Detail cleaning during Park's non-operating hours)
Custodial Operational Standards
Nightly Standards
1. All vents, partitions, doors, lights and the ceiling will be dusted.
2. Entire floor will be swept including entryway.
3. All urinals, commodes, surrounding walls, and privacy partitions will be foamed
with a disinfectant cleaner. (Not applicable in all situations)
4. All urinal's/commode's interiors and exteriors will be cleaned/disinfected using a
johnny mop and the approved solution of a germicidal cleaner.
5. All urinal screens will be cleaned and replaced with new screens if necessary.
6. All surrounding walls and partitions near the urinals/commodes will be
cleaned/disinfected using the approved solution of a germicidal cleaner.
7. All urinals, commodes, surrounding walls and partitions should be dried after
the cleaning process.
8. All sinks, surrounding walls, and counter tops will be foamed with a disinfectant
cleaner. (Not applicable in all situations)
9. All sinks, surrounding walls, and counter tops will be cleaned/disinfected using a
sponge and the approved solution of a germicidal cleaner.
10. All soap dishes will be rinse out.
11. Entire floor will be foamed with a disinfectant cleaner.(Not applicable in all
situations)
12. Entire floor will be scrubbed with a deck brush. (Applicable only if foamed)
13. Entire floor will be hosed and rinsed free of disinfectant cleaner and debris. (Not
applicable in all situations) If the floor is unable to be hosed proceed with
mopping with the approved solution of a germicidal cleaner.
14. All mirrors will be cleaned using an appropriate ammonia and water mixture.
Wipe dry using a paper towel.
15. All stainless steel towel dispensers and trashcans will be cleaned using a stainless
steel cleaner. Wipe excess cleaner off with a paper towel.
Rest Rooms (cont.)
(Detail cleaning during Park's non-operating hours)
Custodial Operational Standards
16. All other stainless steel fixtures will be cleaned with the appropriate ammonia
and water mixture.
17. All baby changes will be cleaned with the approved solution of a germicidal
cleaner.
i
18. All trash/sanitary receptacles will be emptied if necessary. (Applicable only when
the restroom is not serviced by day restroom upkeep personnel or when trash is
over Y2 full.)
19. All paper/soap dispensers will be refilled as necessary. (Applicable only when the
restroom is not serviced by day restroom upkeep personnel or when dispenser is
empty.)
20. Entire floor will be dried using a squeegee and mop/bucket if necessary.
21. All drains will be swept.
Weekly Standards
1. All urinals and commodes will have an acid bowl cleaner applied to the interior
and under the rim of the urinal's/commode's bowl.
2. All restroom floors will be machine scrubbed with a disinfectant cleaner using a
buffer and poly grit brush.
3. The interior and exterior of all lights will be cleaned using the appropriate
cleaner (Monthly).
Work Order Priorities
A Work Order Priority describes the importance of a specific job and determines which
jobs should be done first. The levels are from 5 to 1. Priority 5 is the highest priority,
meaning it is the most important, and should be completed as soon as possible. On the
other end, a Priority 1 task is the least important, and should be scheduled around the
higher prioritized jobs.
Primary Response
(Safety, Building Integrity, Guest Impacts)
Priority 5 (Safety, Operations Critical)
Description:
Any situation which is a " 101" or will likely develop into a " 101"
All guest , cast , or animal safety related issues
Ride Legislation PMs
Building or system integrity situations - floods, report of smoke.
Attraction down during operating hours
System failure - electrical outage, etc.
Occupied Guest Room Call-Ins
Show interruptions
Examples:
Count Down to Extinction experiences a downtime
Pizzamatic machine breaks down
Child caught in gate
Response Time Required:
WDW Maximo Reference & Training Guide 03199 4
Modules Work Orders
Immediate
Secondary Response
(Revenue Loss, Guest Inconvenience, Investigation)
Priority 4 (Revenue Critical)
Description:
Work related to critical or revenue generating pieces of equipment
Ride legislation maintenance
A situation causing a guest inconvenience
Any pending problem that could become a category 5
Examples:
Air conditioning not working in guest area
Plumbing overflow
Equipment noisy
Equipment intermittent
Response Time Required:
Within 20-30 minutes
Planned, Scheduled, Non-Show Aesthetics
Priority 3
Description:
Routine maintenance to keep equipment functioning (non-Ride Legislation PMs)
Problem that has little guest impact
Situation will not cause additional problems to occur
Example:
Light out in dining room
Dripping faucet in restroom
Squeaky seat on ride vehicle
On Stage aesthetics - non-show related (paint touch up, wall vinyl, etc.)
WDW Maximo Reference & Training Guide 03/99 5
I
Modules Work Orders
Response Time Required:
Within 24 hours
Priority 2
Description:
Problems occurring in back-stage areas on non-critical pieces of equipment
Work that can be planned for a later date
Example:
1
Paint security booth
Fix loose roof on pargo
Response Time Required:
Within a week
Projects
Priority 1
Description:
Work done that is not considered maintenance
Special requests
Examples:
Hang a bulletin board
Move a piece of equipment
Clean up shop
Response Time Required:
No specific time required
WDW MOAMo Reference & Training Guide 03199 6
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Foundation
August 30, 2001 3 b 6
Mr. Ludwig Kurz, Mayor
and Town Council Members
Town of,Vail
75-S.-Frontage Road
Vail, CO 81657
Re: Rationale for annual Rt:.1'1 funding request
Dear Mayor Kurz and Town Council Members:
This letter will support VAGF's annual RETT funding request.
For the past 16+ years, VAGF has been building Betty Ford Alpine Gardens into the
world's premier high altitude botanic garden. With our final additions scheduled for
completion by next summer, we truly believe we will have achieved this goal. In
addition to the development of the physical gardens, we provide "extensive skilled-
personnel (volunteer and paid) for programs that further enhance the visitor experience
and provide a world class tourist amenity. This year, we provided free of admission
charee to over 100,000 visitors:
• Over 25 Docent led private tours to 1,000 people primarily from the front range. Our
docents, all volunteers, are highly trained. After their tours, the majority of these tour
groups spend the afternoon dining and sh.,rt,;ng in Vail Village and Lionshead;
• 36 regularly scheduled Docent led tours (10:30 a.m., each Monday; Thursday and
Friday through out the summer). The Visitor. Centers and all of the Valley's
concierges regularly recommend these tours as a popular visitor experience;
e The Schoolhouse Museum and Gift Shop tripled its gross business this year to
$33,000. This amenity is also staffed entirely by volunteers. Cash and in-kind
donations of over $2,000 was raised to clean, paint, and re-decorate the Museum and
Gift Shop;
• A resumption of the annual garden judging contest, Great Gardens of the Vail Valley,
which is a major motivator for community beautification;
• All told, this year our volunteers and Board members donated over 5,000 hours of
their time in promoting this public garden;
• Since inception, our volunteers have donated over 70,000 hours and our donors have
given over $3 million, the majority of which are individuals;
• The Gardens and Vail received international exposure during the national botanic r
garden con ,-..,ce in Denver this July. Pre- and post-conference.2 day tours of the
Gardens, based at Manor Vail Lodge attracted garden directors and horticulturalists
from-Finland, Australia, Canada, and Russia as well as from across the United States.
Nicola Ripley, our Director of Horticulture, and I led a panel discussion at the
conference, which was the 2nd most attended session. Betty Ford Alpine Gardens and
"Our flowers in the surnmer are as glorious as our snoic in the minter, "
183 GORE CREEK DRIVE • VAIL, COLORADO 81657 • 970.476.0103 FAX 970.476.1685
Vail Alpine Garden Foundation are becoming the world's leading "spokes garden"
about mountain flora and environments.
In addition, our small but highly productive staff oversees the development of other
educational programs. When we complete the gardens, all of our efforts will be directed
toward communicating the importance of mountain ecosystems in our lives. In
particular, this will be implemented through new children's educational and
horticultural therapy programs. Our web site will be significantly upgraded this year;
already we are getting double the number of "hits" as last year. We expect that trend to
continue as we link to other garden web sites around the world. Next spring the
Gardens will be featured in Sunset magazine. We, will also be implementing a state-wide
marketing plan.
In 2000, the $38,500 from R I t represented 16.1% of our operating budget. This request
of $56,460 represents $18.9% of our next year's operating budget of $297,623. It is
important to note that the vast majority of municipalities significantly or completely fund
their public botanic garden's operating budget. For example, Denver Botanic Garden
(DBG), a non profit corporation, receives $5.2 million or 49% of its $10.6 million operating
budget from the City and County of Denver's general fund and its Scientific and Cultural
Facilities District tax (see attachment). In addition, Denver is supporting DBG's $40
million bond initiative on this year's upcoming ballot. DBG also charges a gate fee.
VAGF is fast approaching pCIuLanent financial stability. Since 10/1/99, I have raised
$725,000 in operating funds and $1.6 million in new capital funds. I am currently
implementing a formula to ensure the operating security of VAGF and the Gardens. Our
memberships are up $15,000 to $53,250 or 40% over last year and with my continued
marketing expertise should grow another.. 25% next year. Our endowment also continues
to grow rapidly. This year it grew $28% or $57,000 to $262,700. We have several
confirmed major donors who will contribute to endowment when our current capital
campaign is completed. I am working toward and anticipate our endowment to exceed
$1,000,000 by the'end of 2002.
I hope this letter elucidates the economic and cultural benefits that VAGF and Betty Ford
Alpine Gardens bring to the Town of Vail in support of your mission to be a world class
resort. I also hope it answers many of your questions and con~C~~~ and that you
favorably support our request for $56,460 from RETT for 2002 operations. I would be
happy to personally appear before the Council to answer any additional questions.
I thank you for all of your past and present support.
1
With re ~ db"
Ryuthard
Executive Director
Lupinzu ell;enteus
Silver Lupine
Printed ors
Recycled Paper
r-ro; n &Lw j6ofanic o r 'rs &1104 -t Boa
DECEMBER 31, 2000
COMBINED STATEMENT OF FINANCIAL POSITION COMBINED STATEMENT OF ACTIVITIES
ASSETS 2000 REVENUES, GAINS AND SUPPORT 2000
CURRENT ASSETS GENERAL DONATIONS $I,904,728
CASH & CASH EQUIVALENTS $I,150,078 ENDOWMENT I04,728
ACCOUNTS RECEIVABLES 1,444,374 SCFD
3,230,410
PREPAID EXPENSES 37,035 INVESTMENT INCOME 324,912
INVENTORY I 19,808 GIFT SHOP & CONCESSIONS-NET 1,170
25
TOTAL CURRENT ASSETS $2,751,295 CONTRIBUTED GOODS & SERVICES 359,212
EDUCATIONAL/PUBLIC PROGRAMS 1,328,536
OTHER ASSETS MEMBERSHIP DUES 870,448
INVESTMENTS $12,373,705
CITY AND COUNTY OF DENVER L 1,977,17 y ) i
CONTRIBUTIONS RECEIVABLES-LONG TERM -0- OTHER 339,869
REAL ESTATE AND WATER RIGHTS
693>592
TOTAL SUPPORT & REVENUE $Io,686,456
IMPROVEMENTS AND EQUIPMENT i.
t
(NET OF DEPRECIATION OF $690,62 I) ,258 EXPENDITURES
----394-----...-__.....__...-
TOTAL OTHER ASSETS $13,461,555 _ PROGRAM SERVICES $9,509,612
TOTAL ASSETS. $16,212,850
SUPPORTING SERVICES 2,629,633
- -
TOTAL EXPENDITURES $12,139,245
LIABILITIES AND NET ASSETS
LIABILITIES
CHANGE IN NET ASSETS BEFORE
PAYABLES/ACCRUALS/ADVANCES $1,259,551
COLLECTION ITEMS NOT CAPITALIZED
TOTAL LIABILITIES $1,259,551
NET ASSETS COLLECTION ITEMS NOT CAPITALIZED (89,688)
UNRESTRICTED $8,252,050
TEMPORARILY RESTRICTED 1,748,783 CHANGE IN NET ASSETS ($1,542,477)
PERMANENTLY RESTRICTED 4,952,466
TOTAL NET ASSETS $4953,299
1
TOTAL LIABILITIES AND NET ASSETS $16,212,850
t.
C~
37•
COUNCIL FOLLOW-UP
FTOPIC QUESTIONS FOLLOWUP
I
2001 )
rather than mall areas? Are they legal? need to be licensed; they are legal; it is up to the Council whether to
enact an ordinance limiting their use to streets. It is up to the Council
what, if any, regulations need be imposed on these scooters.
According to a police department survey done approximately 2 years
ago, skateboards, bicycles and other vehicles that travel on
sidewalks, paths and streets, there was no need to regulate these
vehicles. Historically, and as a matter of policy, Council has not
wanted to implement dismount zones. Council can re-visit this issue
at any time. It is suggested Council receive input from the police
department prior to enacting any ordinance.
8/14/01 BETTER LIGHTING AT GREG/LARRY: It is very dark in the area from
CHECKPOINT CHARLIE Crossroads to Checkpoint Charlie, and given this will
Sybill Navas become the Streetbeat venue for this winter again (to
say nothing of the regular pedestrians trying to get from
Point A or Point B), what is the cost of upgrading the
lighting? And can this be done this year?
8/14/01 ARBITRATION RE: SPECIAL ALLEN: The Vail Chamber and Business Association Tom Moorhead advised that he did not author a written opinion on
EVENTS DECISIONS requested Council reconsider its role as arbitors for this subject. However, when it was suggested by kaye Ferry at a
Kaye Ferry contested special events decisions. work session, he advised the Council against getting into this
position. Moorhead stated the Council would be going outside their
role and as such would not have benefit of governmental immunity as
they would be acting as volunteers. This is not under their powers in
the Town Charter. Moorhead advised that the merchants can hire
someone to act as arbitor.
8/14/01 CONTRACT W/VRD RE: THE ICE BOB: Include "free days" for Council use in contract.
DOME
Diana Donovan
8/14/01 SHORT TERM SOLUTIONS FOR BOB: When is this next set for discussion? Critical strategies set by 9-1-01; set for 9-4-01 work session.
F:lmcasterlbsaRerlagendalfollowupl9-04-01 du
September 4, 2001 - Page 2
COUNCIL FOLLOW-UP
TOPIC QUESTIONS FOLLOWUP J
2001
6/26/01 VRD PARKING SPACES AT FORD COUNCIL: Agreement was reached for Council to
PARK observe and review these signed spaces for a possible
Piet Pieters continued allowance of not moving them to the east lot.
(Kevin/Rod: Piet said they are requesting this because
it is very difficult to monitor the spaces, as is, and if
they're in the east lot, staff will not be able to see them.)
6/26/01 BLACK GORE BRIDGE GREG H,: Coordinate w/Pam Hopkins on a suitable
Diana Donovan light design that is in accordance w/approved safety
guidelines.
7/17101 SALES TAX ON SKI LOCKERS ALLEN CHRISTENSEN: Can we extend the rental This is not a "new tax" or "tax rate increase". It is simply a change in
Council period for sales tax collection beyond thirty days? definition of what is taxable. In accordance with VMC 4-3-1-8, Bob
has the authority to rules and regulations to administer sales tax
procedures and he may amend Town of Vail Sales Tax Policy 97-3 if
the Council so desires.
7-24-01 BIGHORN MOTEL (formerly) EAST DAVID RHOADES: Another one for "the list"!" This David Rhoades will locate this property and report back to Council.
VAIL property is owned by the Sonnenalp for employee
Council/Susan Pollock housing. Complaints were made re: trash, weed
problems, and it is looking generally unsightly and
unkempt.
7-24-01 4957 JUNIPER LANE, WEST HALF DAVID RHOADES: The list and the letter: Exterior of Matter referred to Gary Goodell to review for Building Code violations.
the building is a mess, including deteriorating facia,
siding, holes in the deck surrounding the hot tub.
Owner: Hugh Ferdows, SCIC, INC., 801 Corporate
Avenue, Lamar, CO 81052.
8/7/01 SCOOTERS W/SEATS GREG M./JOE RUSSELL: Scooters w/seats are now The scooters are not approved for highway travel and there are no
Kevin Foley/Greg Moffet being rented. Are these legal? Must they be licensed? special statutes, or regulations. If a drive of a scooter travels on a
Should riders be licensed and be constrained to streets, road, they are subject to the laws and rules of the road. They do not
F:lmcasterlbsalterlagendalfollowu pl9.04-01 du
September 4, 2001 - Page 1
COUNCIL FOLLOW-UP
TOPIC QUESTIONS FOLLOWUP J
2001
1-70 NOISE
Greg Moffet
8/14/01 LIGHTS AT VILLAGE PARKING LARRY/CHARLIE/JOHN: The lights at the west
STRUCTURE pedestrian exit (facing La Tour) from the structure going
Kevin Foley to the lowest level need replacement.
8/14/01 GRAFFITI AT PEDESTRIAN LARRY/CHARLIE/JOHN: The "cover up" of the graffiti
BRIDGE at Dowd is being washed away and should be re-done.
Kevin Foley
8/14/01 STAN BERNSTEIN MEMO ON BOB: Put in this week's packet.
JOINING FIRE DISTRICT
Council
8/14/01 NEW YEAR'S EVE ALTERNATIVE BOB: Set meeting w/Council's representatives (Diana
ENTERTAINMENT and Sybill) to include Bill Jensen, VRD, VVTCB, VCBA,
Council and commercial property owners.
8/21/01 SPECIAL EVENTS MEDIATOR BUCK: Would you consider serving as mediator to
Greg Moffet resolve disputes between members of the business
community and special events promoters?
8/21/01 ADDITIONAL HOUSING NINA: Ask Housing Authority whether it would be
AUTHORITY TASK willing to explore development of a mixed-use project
Greg Moffet along the south side of the Village parking structure.
8/21/01 SEAL COATS IN LIONSHEAD LARRY/GREG: Besides the additional maintenance
Chuck Ogilby and flower planting we're doing in LionsHead, can we
schedule annual seal coating where appropriate?
8/28/01 INSTALLATION OF ICE DOME BOB: There is a concern it has been proposed to take
Diana Donovan two months to install the ice dome at the golf course
driving range, following the October 1 closure; this due
to additional site work.
8/28101 JUNE SALES TAX NEWSLETTER STEVE: Why did the utility category increase so Although this is confidential information (sales tax collections), staff
F:lmcasterlbsalterlagend alfol lowupl9-0401 du
September 4, 2001 - Page 3
AUG-31-2001 11:50 P.02
2001 VAIL ICE DOME
TIME LIME
OCTOBER 1- 5, 2001 - STRIP SOD
- PREP SOIL.
OCTOBER 8 -12, 2001 - PREP SOIL
- REPAIR DRAINS
- START TRACK PAVING
OCTOBER 15 -19,201 - FINISH SNOW TRACK PAVING AND ZAMBONI GATE PAVING
- SET COMPRESSOR, DOME FURNACE AND INFLATION
EQUIPMENT
OCTOBER 22 - 26, 2001 - INFLATE DOME
INTERIOR SAND GRADING
- LAY PIPE (REFRIGERATION)
- SET DASHER BOARDS
- ICE MAKING BEGINS
- START INTERIOR FLOORING
OCTOBER 29 - NOV 2, 2001 - FINISH ICE (PAINT LINES, ETC.)
- FINISH INTERIOR FLOORING, RUBBER ETC.
- BUILD NEW SCORE BOARD STAND
NOVEMBERS - 8, 2001 - TWEAK ALI, SYSTEMS
- ICE CURE
- "PORTO-LETS" DELIVERED AND INSTALLED
NOVEMBER 9, 2001 - OPEN !
* OPENING DATE AND ALL OTHER WORK MENTIONED ABOVE IN THIS TIME LINE IS TOTALLY
WEATHER DEPENDANT, ALSO AT i= MERCY OF B & B EXCAVATING!
~ ~1• ~I.41 ~ 3
Proposed Vail Center Decision Points
After November 2001 Election
JEnd unef July 9,
December February End of March & Beginning M May-
November February April 2002 of May ~ 2002 2002
7,2001 2001 2002 2002 2002
Implement Design & cost
other estimates & public Refine design and
No 10 projects/ discussions cost estimates
actions
Council ounci
Counci Council decides direction on ecision to
determines Public Discussions refining Refine
market on project Financing on Public the preferred workshops move forward
with 2 reading
*riori update
ail analysis what uses manager and other on Financing planning Plan g
Council Election Yes
should be plan f an ordinanc
? resources for 2002
ursue
J lectio
Development of a Refine Business
,nput Option for more public input Business Plan & Plan
Option for more publici
Public Discussion
on that plan
Council asks for Council asks for
public input on public input on
uses
strategic goals
This could take
This could take an additional 1-2
an additional 2.4 months
months
3 CV5 q-q• dl aftk* 3
¦
2002 Proposal For Services
Partners In I ourism or Vai
4i,OATER NI..CaloPl•~
~ f
OF r
t
7
y
~ x;gy'Y~ --dam ,ngnk F~"Y` 7 G
VAIL VALLEY
~ VBIISUmmerSI10~LSF n
- TOURISM AND CONVENTION BUREAU
pry F'k Tre& Li.t"w
Today's Agenda
. 2002 Request for funding:
Visitor Centers and Special Events
* Organization/Team
*Visitor Service Centers
• Core Services
• Value added
• Quality Checks
* Special Events
• Summaries of VVTCB produced events
• New in 2002
wa} 3 ? Commission on Special Events
• Research
* Summary
Vail Visitor Service Division
. Mission:
To give life to Vail.
Enhance the partnership between the Town of Vail and
the WTCB to create apro-active approach to guest
services offering our customers and locals an
"interactive experience" to enhance the marketability
of the Town of Vail's story.
This effort is made financially feasible through
leveraging the Town of Vail's seed money for events
and information with private 3,d party partnerships to
create a greater sum experience and impact for our
community.
Vail V'Is'ltor Serv'ice's Division
Vail's Team
. Vail Visitor Service's Division
* Joel Heath - Vice President
? Special Events Department
* Joe Blair
• Special Events Manager
Kim Cobb
E Sponsorship Manager
Visitor Information
? Nancy Kern
Manager Information Services
Vaull Volsoltor Informatimon
. Vail and Lionshead Visitor Centers
? Staffing the booths 365 days/year
* 8916 hours of staffing + management
? Full Vacation Planning Services
* Assist lodges with "walk-in" referrals to convert the
day visitor into an overnight guest.
* Provide full service concierge services giving
guests one-stop shopping
• ? 24 Hour courtesy phones for lodging reservations
? Vail 50
* Community Host Program - 2844 hours of guest
interaction time plus management time
Parade of Events
* Master Calendar and distribution
Continued....
Va'11 V'Is'ltor Informat'ion
continued...
? Vail 101
* Background training for frontline Vail
businesses on general Vail info and history
? Resort Intranet
* Provide a comprehensive information
database for all frontline and media needs
? Vail Tours
* Historical Walking Tours of Vail
* Custom Vail Tours
? Maps
lodging properties,
* Comprehensive listing of all
ts,ME rr
buildings, major attractions and roads
ICY -
Referral Po ¦
Lodging
¦ Lodging - We will assist the guest to secure lodging
by calling and checking availability as well as any
special walk-in rate that will be offered.
? We give a few suggestions (usually2-3) and then let
the guest make their own decision.
? We do not accept any payment from the guest, nor do
we make the actual reservation.
? We do confirm that the guest did stay with the lodge
and then invoice the lodging property for the standard
commission that has been agreed upon through
membership in the WTCB.
¦
Referral PollC -
¦ ¦ ¦
Activi yes
¦ Activities - Activity companies have two options for
referrals:
? The first is strictly informational. They can display
their brochures in the centers and we will refer their
business to the guest.
? The second option is to be a commissioned booking
activity. For these companies (it is their decision to be
a commissioned activity), we assist the guest with
making actual activity arrangements while here in
Vail. In this case, we do make the reservation and
give the activity company the guests' credit card to
hold the reservation.
Vail Vis'ltor Information
Quality Check-in
Lodging Referrals (January - July, 2001)
? 667 Reservations within Vail
? 16 Reservations outside of Vail.
* These reservations were necessitated by a lack of available
inventory in Vail during 5 weekends. In each case, we
notified the Assistant Town Manager of the situation an
were advised to keep the guests in the area as potential
customers for our restaurants and retailers rather than let
~ them go on to Glenwood or Aspen.
t
Val'i Vl'sl'tor Informati'on
Quality Check-in... continued
• Secret Shopper (2000)
? June
* Overall promoted the TOV first than Vail Valley:
• Every single shop scored a four out of five
* Overall enthusiasm for Town of Vail
• Average score was four out five
July
* Clearly Recommended Town of Vail First
* Of the 84 shoppers that asked questions, only one answer
did not give a specific recommendation in the TOV.
? August
* Clearly recommended Town of Vail first
* Of the 90 shoppers that asked questions, only one answer
' did not give a specific recommendation in the TOV.
yr 1 ~ F ~ . d{,` ¢sfi 'F~, ~ 'fir ~i, y Y r E y ¦ Shopping was performed for by Daniel Johnson
Presentations and paid for by the Town of Vail
Specoial Events
. Special Event Production
? Teva Whitewater Festival
.ASS ? University of New Adventures at Vail
r"
VNLCOLOR~ ? Vail America Days
r Oktoberfest Vail
? President Ford Tree Lighting
~ra'r
3 Event Research
n.
Commission on Special Events
Y8ll8um'm~~erj$ O~SFeel
v/l?' t
Teva Whi'tewater Festival
• 2001 Recap
? Kick-off to Vail Summer - Media
? 5,000 Attendees
? Top Pro kayakers in the world
? 67% of event attendees came to Vail
specifically for the event
IEVVATR FES26/o ° of attendees stayed overnight
~ ?
spending approximately $114 per person
per/day
V,g1~.CoLtitzAD~? ~x~
1 ~ [r.l zY' i
? Fox Sports Net - 34.4 million homes
Teva Whi'tewater Festival
• 2001 Recap
? FOX Sports Net - 34.4 million homes
SPORTS NET * Detroit Region - July 1, 2, 25 August 3, 6 and 23
* Pittsburgh Region- June 23 and 26
* Midwest - June 24, July 14 and 21
* LA - July 1, 3, 9, and 12
* Bay Area - July 8 and 10
* Northwest - July 7 and 9
Rocky Mountain - June 24 and July 2
ER
* Florida - June 24 and 30
Gold (Satellite) - July 1,3,9,10,14
VAIL,COLORAnO
Teva Wholtewater Festolval
. 2002 New Additions
? Increase the event in Vail by a day
? Fox Sports Net - Expanded distribution
? Increase in the number of pro athletes
? Grand stand seating on the International
Bridge
? Increase in prize money for top athletes
I ATER
.',w ? We need to maintain momentum...
Finish Whitewater Park improvements
VA~L.CaLOt~~
for run-off in 2002.
Un'iversi'ty of New
Adventures at Vail
A packaged marketing umbrella to
highlight Vail as the Ultimate
Mountain Playground
? 2001 Highlights
* 110+ displays in Safeway stores in
Rocky Mountain Region
* Incredible media pick-up
' ~ ? 2002 New Additions
*Addition of major national media
F ,~9
o partner
BOIg Wheel n 1151
. Goal: Change Vail's perception &
increase traffic
? 26% of event attendees perception of
Vail was changed in positive manner
by attending the event (source RRC &
Assoc.)
? Media
* Dominated Denver through radio partner
alignment
* Attracted celebrities for added media
_ value - Amy Van Dyken
-67% of event attendees came to Vail
~r
specifically for the event r= Z774-
donated to charities through
$8,000
?
celebrity event
Big Wheel'n'Chl'11'
Looking to 2002
Adding two days
? Increase overnight stays
Adding major concerts at Golden Peak
? Expected 10,000 incremental visitors
Maintain Media partners to dominate Denver
market
Continue to expand on celebrity charitable
event
Valml Amerimca Days
2001 Recap
. 27% of event attendees are from outside
Colorado
. 67% of parade attendees are local
. 19% of parade attendees are staying
overnight
• 40% of people staying overnight are
1 staying in the Town of Vail
'Ilk 40% are staying with friends
~7rIB/7r ~ ~s ¦
Lacrosse survey
63% Stay overnight
? Average 6.2 nights
Vamil Amermica Da s
Looking Yorward to 2002
. Maintain quality of parade,
fireworks and bands
. Limit financial losses
z,
Oktoberfest Val"I
2000 Highlights
n - a ? 52% of attendees stayed overnight for an
average of four nights
? 58% of attendees are from out of town
w * Source SJL Peterson & Associates
a
. New For 2002
g . ? Double the length of the event by adding
4
a weekend
? Each Village will have its own weekend
celebration
yar - r ? Continue with Vail's Reunion
? Maintain major media presence in
Denver
President Ford's Annual
Tree L'ight'ing
Looking Forward to 2002
. The expansion of the charitable
o component for local charities
° ¦ Maintain Lionshead and Vail
Village Tree Lighting
Maintain ambient entertainment
during festival
¦ Maintain New Year's Eve fireworks
Commission on Special Events
. 400 + hours of coordination/facilitation of
commission related events
? Allocation of $160, 000.
* No funds are kept by the WTCB
? Facilitation of monthly meetings
? Contract negotiations
? On-Site Coordination
a~ ^f- ''t7 a gaE ` r n
° ` ? Manage the accounting
Commission on Special Events
• Allocation of $160,000
? $60,000 in seed funds for new events
* Events funded in 2001
• Vail Arts Festival
• Squirrel Nutt Zippers
• King of the Mountain
• James Brown and Hole in One at Vail
• Spaeth Design
? Three on Three Soccer ($20,000)
* 435 Teams competed.
* Each team brought an average of 14
players/coaches/family
* Estimated individuals brought to Town specifically for the
, t yevent is 6,090
a Z f x s
? Vail Summer Sports Fest Major concert
($30, 000)
? Major Vail Icon Event ($50,000)
Event Research
. In 2001
? The VVTCB commissioned a study of the
effectiveness of special events in the TOV.
($20,000)
* 10 Events surveyed
* ROI for events
* Study completed by RRC
In 2002
? Go into greater depth of ROI of events
? Research events that did not make the 10
events in 2001
Financials
Total cost of operations
Total TOV VVTCB % Subsidy
Cost Contribution Subsidy
Special Events $783,428 $468,500 $314,928 40%
Visitor Information $375,740 $191,352 $184,388 49%
Financials
Request 2001 vs. 2002
2002 Request 2001 Funding
Special Events $468,500 $361,500
Visitor Information $191,352 $155,800
Parking 9 Blue 7 Blue
Host Program 25 Blue 25 Blue
Changes for 200 2 -Special Events
. Special Events = $107,000 increase
6
ti1C,,,ATER Fpgp41 ? Return:
- * Teva Whitewater Festival
VNL.COLT W Increase the size of the event by 50%
'.r Big Wheel `n' Chili
Increase the event hours by 150% to
attract an estimated additional 10,000
people through major concerts
Vail America Days
• Maintain Consistency
* Oktoberfest
Double the length of the event to have
a weekend in each village
* Go after a major long-term icon
ftbummer$F)GftSFsst
summer event for Vail
* 3 V 3 Soccer long term contract
a n es for 2 0 02 - Information Services
. Information Services= $35,552 increase
* Have not increased fee since 1999
? Reasons:
* Cost of employees (wages +
insurance)
• 24% increase since 1999
* Information Services is forecasted
to lose $67,481 for the WTCB in
2001.
Better Services
• Front line resource program
• Vail 101
Three Opt'ions for
Visitor Centers
• Assumptions
? We budget to break even.
* Request for funds in all three options are
built on the assumption of breaking
even with a zero balance for the department
at the end of the year.
t
Option 1 Optimal Service
Option 1 - Optimal hours of operation in both
information centers
? 365 days per year
? Winter 9:00 - 5:00
? Summer 8:00-6:00
? Off-Season will vary
• Request
• $191,352
• 9 Blue Parking
t hr rx f 4b x ~b 3
November 2001-April 2002
25 Blue Parking passes for Vail 50 Program
• November 2001- April 2002
Optimon 2
Lionshead Closed In Off-Season
• Option 2 - Lionshead Information Center
closed in the off seasons
? Closed: mid April-1St week in June and
September 17 - December 1).
? The Village Information Center maintains
optimal hours and staffing.
Request
• $180,511
• 9 Blue Parking passes
November 2001-April 2002
• 25 Blue Parking passes for flail 50 Program
• November 2001- April 2002
•
Optimon 3
Decreased Hours
• Option 3 - Decreased Hours of operation in
both information centers 365 days per year
? Winter 9:00-4:00
? Summer 9:00 - 5:00
?
0 -Season 10:00 - 4:00
Request
• $173,000
• 9 Blue Parking passes
• November 2001-April 2002
25 Blue Parking passes for Vail 50 Program
• November 2001- April 2002
r
¦
Our Recommendations
• Research shows... events work
? Fund special events for $468,500
• Run world-class Visitor Centers:
? Fund the optimal amount of hours...
option 1 = $191,352
? Trust usH!
* If you feel the need, pay to shop us
u. again, we consistently over perform!
. ~5 4 4- 01 VailToday
for a
better "l omorrow
VailToday
Vail Annual Revenues
• Half of Vail's annual
Sales Tax revenues come from
¦ Property tax
13 Ski Lift Tax business sales taxes.
Rol 1
w ,
Franchise . There is no TOV
w ¦ Licenses
IntergoVt strategy regarding
Parking
¦ Services "business".
El Fines
Investments • The word "business"
13 Rentals
¦ Msc is not even mentioned
in the Vail mission.
Vail'today
Vail sales tax revenues growing slower than inflation
$16,200,000
$1690009000 - Li Inflation
$1598009000 ¦ Sales 1 ax
y
$15,600,000
$15,400,000
$15,200,000
$15,000,000 0 0 0 0 0 0 0 0 0 '~-0 0 0 0 0 0 0 0 0 ~
0 0 0 0 0 0 0 0 0
N N N N N N N N N, v ,
O
N
VailToday
Projects in process/planning/discussion would cost more
than $100M. Where will the money come from?
• Donovan Pavilion Consolidated Info Center
• Vail Center Gymnastics, Center
• Employee Housing I-70 Entrance Gateway
• Fire Station(s) - Village Streetscape
• Meadow Drive Street. Parking
• I-70 Noise Abatement New Town. Hall
• Lionshead Redevelop. Buses
VailToday
Where will the money comp from?
• Cut Services
• Borrow ?
-Still have to raise taxes to service debt
• Increase Property and/or Sales Tax Rates ?
• Increase sales tax revenue through increased
Tourism revenues ?
~ I 1
Val 1 o a
Y
Lionshead Sales Taxes for 2000
300,000
Lodging
250,000
Retail
2009000 Food & Bev.
150,000
Dec-Mar 67%
100,000
Apr-Nov 33%
50,000
0
post
Source: 2000 sales tax report
~ r i
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Village Sales Taxes for 2000
600,000
5009000 Lodging
- % Retail
4009000 Food & Bev.
300,000
Dec-Mar 63%
200,000 '
Apr-Nov 37%
100,000
0
Source: 2000 sales tax report
• 1 1
al 1 o a
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Businesses Gone "Out of Business"
Village Lionshead
• Base Mountain Sports • Bum Wraps
• Camera Shop • Chart House
• Gore Creek Grill • Cleaver's Deli
• Lord Latigo • Colorado Log & Antler
• Foto Finish Memories • Eye Pieces
• Planet Earth Gore Range Mountainworks
• Polo • Helly Hansen
• Siamese Orchid, etc. • Foto Finish Memories
• Sunglasses Hut • Krismar
• True North • Sargent Leisure
• Village T-shirts & more Trail's End & more
I 1
Val 1 o a
Y
2001 SALES TAX REVENUES
1 BAR .TO YEAR COMPARISON
Village Lionshead CV/WV OOT Total
MAY -3.1% -15.2% 24.0% 16.5% .4%
JUNE -2.7% -13.1% -1.9% 38.6% 2.1%
JULY
VailToday
Vail Valley Summer Visitor Research 1999
.Vail Valley `Intend to Summer visitors are
Return' in summer much more likely than
Overall 1999 1996 winter visitors to be
Definitely 29%150% first-time visitors.
Probably 22% 6% `Definitely' return for a
First Time 1 winter visit dropped
from 18% to 6%.
Definitely 11% 22%
Probably 12% 17% Source: RRC Visitor Intercept 1999
VailToday
Sales Tax Revenue is not matching inflation!
Businesses are going "out of business"!
Summer tourists are not coming back!
IS THERE ANYONE WHO DOES NOT
BELIEVE THAT VAIL HAS A SUMMER
PROBLEM?
VailToday
What should we do?
• Vail needs a dramatic increase in summer
and shoulder season tourism to drive sales
revenue growth well beyond inflation rate.
• Objective is to double the estimated number
of annual visitors from 600,000 to
1,200,000 per year.
VailToday
What should we do?
Top five requested summer activities:
Concerts /festivals -music /festivals
Alpine Slide * kids fun
Arts festivals -festivals
Climbing wall -kids fun
Miniature golf ~ family fun
Source: Vail Valley Summer Visitor Research 1999
Vailtoday
What should we do?
Host many new Festivals (Street Parties) with
•Music,
*Dancing
•Kids/Adults Entertainment
*Ethnic Food
Built around 2 themes. NOT THEME PARKS!
VailToday
Most supported themes for Vail
• Tyrolean /Bavarian International Village
V111a2e -Small Investment:
- Part of Vail's History flags, mural, paint
- Identified with -Open areas for ethnic
festivals, music, fun festivals, music, fun
- Small Investment: -Kids activities (need
flags, mural, paint more)
26% of Colorado pop. of Colorado population has
Germanic ancestry diverse ancestry'
Vail today
Colorado's Ethnic Ancestry
192009000-
190009000-
8009000-
6009000-,-,"
4009000-
2009000-
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Source: 1990 Census except Mexican (2000)
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Others have been very successful with this approach
Annual
Town Population Nearest City Distance Tourists
Helen, GA 430 Atlanta 85 miles - 1.0 million
1.5 hrs
Leavenworth 2074 Seattle 120 miles - 1.4 million
WA 2 hrs
Frankenmuth 6887 Detroit 90 miles - 3.0 million
MI 1.5 hrs
Vail, CO 4531 Denver 100 miles - 0.6 million*
1.75 hrs ,
* ERA estimated 0.7 million for Vail Valley
' r ~
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Leavenworth has become a
pillar of the tourism industry
in the Pacific Northwest,
attracting more than a million
tourists each year.
VailToday
t otal Visitors:
Leavenworth, WA
195009000
• 1.4 million
annual visitors
1,000,000
• 60% stay in
town
5009000 375,000 hotel
nights in town!
L
VailToday
Visitor Ages: Vail Visitor Ages: Leavenworth
45%- 45%
40%40%
35%35%
30°/ 30%
25°/ 25%
20°/ 20%
15%
11
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5% 5°/O
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<31 31 - 45 46 - 55 56+ <20 20 - 40 41 - 60 60+
•
VailToday
w
Household Income: Vail Household Income: Leavenworth
60% 60%
50% 50%-
40%- 40%
30% Fes:`" 30%-
20%- 20%
Wt
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Visitor Evaluation: • Highly satisfied visitors
Leavenworth • They will return and bring
100%io their friends
90%
80%
0
60%io Compare this to Vail
50%
40%io • Vail visitor `intent to
2000;0 return' is eroding
10% • Vail satisfaction dropped
in 18 of 21 categories
°
VailToday Projects
Village Lionshead
• Infrastructure Infrastructure
-Lights Gore Creek Dr. -Lights Sundial Plaza
- Flags Gore Creek Dr. -Flags everywhere
and Bridge Street -Info displays
- Info displays
- Murals - Mural
- Building colors
VailToday Projects
Village Lionshead
• Street Entertainment Street Entertainment
- Memorial -*Labor Day Memorial---o-Labor Day
- 1-2 musicians
- Clowns & mimes SAME
- Face painters
VailToday Projects
Village Lionshead
• Festivals. Festivals
- 2 Tyrolean/Bavarian - 5 Ethnic festivals
• Alpine Gardens Irish
• Edelweis Italian
• Expand Oktoberfest * Mexican
• Greek
• Kickoff summer on Expand Oktoberfest
Memorial Day instead
of 4th of July
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VailToday
What will it cost?
• Infrastructure
$95K ? TOV Public Works
• Street Entertainment
$75K *VCBA
• Seven Festivals
$130K 'Vail Today
$ 25K ' VLMD
• $325K Total ($300K Bret
Vail'today
• How many new visitors are needed to return $300K in
sales tax revenues?
- 82K Day visitors @ $92 per day
or
- 30K Overnight visitors @ $162 per day (1 night)
or
- 43K Day / Overnight visitors @ 50150 mix
• Leavenworth gets 1.4 million visitors and 60% stay
overnight! Helen gets 1.0 million visitors!
• Vail Todav project could breakeven in second year and
begin to generate net sales tax dollars in third year for
Town capital prof ects.
~ r ~
Val1 o ay Suppofters
Judy Alexander Kenny Friedman Paul Johnston Kim Saalfeld
Bill Anderson Bob Fritch John Kaemmer Tom Saalfeld*
Peter Apostol Helen Fritch Steve Kaufman Pam Shaeffer
T.J. Armstrong Susan Fritz George Knox Steve Sheridan
Tom Banner John Giovando James Knowles Steve Simonett
Jeff Bailey Dave Gorsuch Paul Kuzniar Peter Stadler
Erich Baumann Rene Gorsuch Sigi Langegger Hermann Staufer*
Allen Bebee Paul Gotthelf Ernst Larese Anne Staufer
Gary Boris Pepi Gramshammer Rob LeVine Joe Staufer
Jeff Boss Sheika Gramshammer Chris Lloyd Flo Steinberg
Dale Bugby Mike Grant Bill Loeper Tom Steinberg
Lars Burghardt Peter Haller Chris Manning Pam Stenmark
Gretta Burke Bill Hanlon Liz Meyer Nancy Stevens*
Jason Coleman Joe Hanlon Luc Meyer Bill Suarez
Stephen Connolly Meg Hanlon John Milligan Oscar Tang
Eustaquio Cortina Sally Hanlon Diane Milligan Hamish Tear
Dave Cribbs Dick Hauscinian Stuart Moulton Guido Thomas
Bart Cuomo Martha Head Tom Neyens Wolfgang Triebnig
Rob DeLuca Debra Hein Konrad Oberlohr Steve Virion
Johannes Faessler Christy Hill Bill Pierce* Packy Walker
Kaye Ferry Ghiqui Hoffman Piet Pieters* Bob Walsh
Ceil Folz* Nicole Hoffinan-Ewing Waldir Prado Mick Warth
Helmut Fricker Skip Hyde Silvia Revello Ron Weinstein
Heidi Friedman Bill Jewitt Jim Robbins Axel Wilhelmsen
Steve Rosenthal Hans Woldrich*
* = private citizen
~ I 1
al to aY Businesses
Club Chelsea Bravo / VVMF Villa Cortina
Lion Square Lodge Gorsuch Swedish Clog Cabin
Passages Gotthelf s Rams Horn
Blu's Gasthof Gramshammer Left Bank
Banner Sports Off Piste Lionshead Inn
Lodge at Lionshead Alpenrose Ski Valet
Eye Pieces Wild Bill's Vail Plaza Hotel
Noel Vail Village Travel Campo de Fiori
Montauk Dakota Craftsman Alaska Shop
Bag & Pack Laughing Monkey Colorado Footwear
Vail Resort Rentals Rucksack Golden Bear
John Galt General Store Performance Sports
Cabbages & Kings Gravity Jones Simonett Realty
Hubcap Bart & Yeti's Up the Creek
Vail Chamber & Business Assoc Christiania Evergreen
Lionshead Inn Toy Store Ore House
Kaltenberg Castle Tap Room Scotch on the Rockies
Vail Realty Moose's Caboose Lodge at Vail
Sonnenalp D'Carlo La Bottega
Currents Tyrolean Lifthouse Lodge
Daily Grind Swiss Hot Dog Charlie's T-Shirts
Kenny's Double Diamond Antlers Russell's
Sitzmark Garfinkel's Roxy
Gore Creek Grill Gravity Gore Range Mountainworks
VailToday
Summary
• Vail can become the nearly year-round vacation mecca in
the mountains.
• It's been done before. There is virtually no financial risk.
• Everyone benefits:
Business: Increased revenues
Community: Increased amenities
Mountain: Increased off-season revenues
TOV: Increased sales & lodging tax revenues
Homeowners: Reduced pressure to raise property taxes
THE END
wS Q +b i Uit4o 4
VAIL TODAY FUNDING REQUEST SUMMARY
INFRASTRUCTURE $95,000 Public works
STREET ENTERTAINMENT $75,000 VCBA
FESTIVALS $130,000 Vail Today
FESTIVAL FRONT RANGE MARKETING $25.000 VLMD
TOTAL $325,000
VAIL TODAY FUNDING REQUEST FOR INFRASTRUCTURE
Villaae Flags and Lights
unit cost -qty cost
5 tall light posts with 2 banners $4,400 5 $22,000
for Gore Creek Drive
75 flags with poles $55 75 $4,125
25 flag brackets $10 25 $250
fiber optic light system for check $19,575 1 $19.575
point charlie evergreen tree
$45,950
Lionshead Flaas and Lights
7 tall light posts with 2 banners $4,400 7 $30,800
for Sundial Plaza
50 flags with poles $55 50 $2,750
50 brackets $10 50 $500
$34,050
Info disalays
Remodel Lionshead Info booth and $6,000 1 $6,000
current info display
6 info displays in Village/Lionshead $1,500 6 $9.000
$15,000
Total Infrastructure $93.000
VAIL TODAY FUNDING REQUEST FOR STREET ENTERTAINMENT
Weekends from Memorial Day to Labor Day
15 weekends @ $180/hour per group
Total for Street Entertainment $75.o20
VAIL TODAY FUNDING REQUEST FOR FESTIVALS
REVENUE
unit total
5 Ethnic Festivals @ 2 days $5,000 5 $25,000
1 Tyrolean/Bavarian @ 2 days $5,000 1 $5,000
1 Tyrolean/Bavarian @ 1 day $0 1 $0
$30,000
EXPENSE
5 Ethnic Festivals @ 2 days $25,000 5 $125,000
1 Tyrolean/Bavarian @ 2 days $28,000 1 $28,000
1 Tyrolean/Bavarian @ 1 day $7,000 1 $7.000
$160,000
NET FESTIVAL EXPENSE $130,000
VAIL TODAY FUNDING REQUEST FOR FRONT RANGE MARKETING
unit cost cost
7 Festival Advertising $3,000 7 $21,000
2 Theme Brochures $2,000 2 $4.000
VLMD FESTIVAL MARKETING EXPENSE. $25,000
ORDINANCE NO. 20
SERIES OF 2001
AN ORDINANCE MAKING SUPPLEMENTAL APPROPRIATIONS TO THE TOWN OF VAIL
GENERAL FUND, CAPITAL PROJECTS FUND, AND THE REAL ESTATE TRANSFER TAX
FUND OF THE 2001 BUDGET FOR THE TOWN OF VAIL, COLORADO; AND
AUTHORIZING THE EXPENDITURES OF SAID APPROPRIATIONS AS SET FORTH
HEREIN; AND SE 11 LNG FORTH DETAILS IN REGARD THERETO.
WHEREAS, contingencies have arisen during the fiscal year 2001 which could not have
been reasonably foreseen or anticipated by the Town Council at the time it enacted Ordinance No.
28, Series of 2000, adopting the 2001 Budget and Financial Plan for the Town of Vail, Colorado;
and,
WHEREAS, the Town Manager has certified to the Town Council that sufficient funds are
available to discharge the appropriations referred to herein, not otherwise reflected in the Budget,
in accordance with Section 9.10(a) of the Charter of the Town of Vail; and,
WHEREAS, in order to accomplish the foregoing, the Town Council finds that it should make
certain supplemental appropriations and budget adjustments as set forth herein.
NOW, THEREFORE, BE IT ORDAINED, BY THE TOWN COUNCIL OF THE TOWN
OF VAIL, COLORADO that:
1. Pursuant to Section 9.10(a) of the Charter of the Town of Vail, Colorado, the Town
Council hereby makes the following supplemental appropriations and budget adjustments for the
2001 Budget and Financial Plan for the Town of Vail, Colorado, and authorizes the expenditure of
said appropriations as follows:
FUND AMOUNT
General Fund $1,694,205
Capital Projects Fund (709,371)
Real Estate Transfer Tax Fund (3.209.440)
Total ($2.224.606)
2. If any part, section, subsection, sentence, clause or phrase of this ordinance is for any
reason held to be invalid, such decision shall not affect the validity of the remaining portions of this
ordinance; and the Town Council hereby declares it would have passed this ordinance, and each part,
section, subsection, sentence, clause or phrase thereof, regardless of the fact that any one or more
parts, sections, subsections, sentences, clauses or phrases be declared invalid.
3. The Town Council hereby finds, determines, and declares that this ordinance is
necessary and proper for the health, safety, and welfare of the Town of Vail and the inhabitants
thereof.
4. The repeal or the repeal and reenactment of any provision of the Municipal Code of
the Town of Vail as provided in this ordinance shall not affect any right which has accrued, any duty
imposed, any violation that occurred prior to the effective date hereof, any prosecution commenced,
nor any other action or proceedings as commenced under or by virtue of the provision repealed or
repealed and reenacted. The repeal of any provision hereby shall not revive any provision or any
ordinance previously repealed or superseded unless expressly stated herein.
5. All bylaws, orders, resolutions, and ordinances, or parts thereof, inconsistent herewith
are repealed to the extend only of such inconsistency. This repealer shall not be construed to revise
any bylaw, order, resolution, or ordinance, or part thereof, theretofore repealed.
INTRODUCED, READ, APPROVED, AND ORDERED PUBLISHED ONCE IN FULL
ON FIRST READING this 4th day of September, 2001, and a public hearing shall be held on this
Ordinance on the 18th day of September, 2001, at 7:00 p.m. in the Council Chambers of the Vail
Municipal Building, Vail, Colorado.
Ludwig Kurz, Mayor
ATTEST:
Lorelei Donaldson, Town Clerk
READ AND APPROVED ON SECOND READING AND ORDERED PUBLISHED
this 18th day of September, 2001.
Ludwig Kurz, Mayor
Ai iEST:
Lorelei Donaldson, Town Clerk
4
,.p
MEMORANDUM
TO: VAIL TOWN COUNCIL
FROM: Steve Thompson, Finance Director
DATE: August 29, 2001
RE: PROPOSED SUPPLEMENTAL APPROPRIATION AND BUDGET
ADJUSTMENTS #2 OF 2001.
Enclosed is a schedule of proposed revenue adjustments, expenditure adjustments,
and supplemental appropriations for the Capital Projects, Real Estate Transfer Tax, and
General Funds. In the Capital Projects fund for 2001, we are adjusting the budget down
by $709,371 which is made up of additional expenditures in 2001 of $2,795,025 and
reducing several 2001 budgeted projects by $3,504,396. The majority of reductions in
project budgets in the Capital Projects Fund are due to moving projects from 2001 to
2002.
In the Real Estate Transfer Tax Fund for 2001, we are adding additional expenditures
for 2001 in the amount of $549,560 and reducing expenditures in the 2001 budget by
$3,789,000, leaving a net reduction in the budgeted expenditures of $3,239,440.
The majority of the reduction in Real Estate Transfer Tax Fund, expenditures include
$3.4 million that we budgeted for the Donovan Park project.
In the General Fund, we are adding $1,711,171 of additional budgeted expenditures.
The majority of this amount is $1.5 million for the General Fund's portion of the Donovan
Park Pavilion.
Also as you can see in the three funds just discussed, we have revised revenue
estimates for various revenues in those funds. In the Capital Projects Fund we have
added $1.7 million in additional revenue which includes $1.5 million transfer from the
General Fund for the Donovan Park Pavilion. In the Real Estate Transfer Tax Fund we
have added $375,000 worth of additional revenues and in the General Fund we have
added an additional $621,615.
We have increased our 2001 estimates of sales tax revenue, lift tax revenue, and
parking revenues based upon collections year-to-date.
Proposed Supplemental Appropriations and Budget Adjustments #2 of 2001
Revenue Expenditure
Amount Amount
Description Increase Increase Reason
General Fund
Misc. Income 62,115 Refund on overcharged utilities
Federal Grants 66,854 For cameras, wheel chairlifts, Nextbus
Sales Tax Revenue 179,500 Revise estimate
Shared Project Costs 18,250 VVTCB 50% share of Community Info assistant
Lift Tax Revenue 143,000 Revise estimate
Parking Revenue 237,000 Revise estimate
Misc. Police Expenses 36,362 For July 4th program
Salaries & benefits 25,600 VVTCB 50% share of Community Info assistant
Wages & Benefits -0- Reclass CEO from Police to Comm. Dev. Dept.
Insurance - Liability 12,750 Premium for tail policies
Contingency 7,500 Contribution for U.N. Event
Professional Fees 6,723 Environmental monitoring program and speaker series
Office Equipment 15,000 Trade in copier pay remaining lease
Professional Dues 5,000 CART's Dues
Public Education Costs 50,000 For July 4th program
Misc. Public Works Expenses 2,333 For July 4th program
Misc. Fire Expenses 11,350 Additional expenses needed for operations
Host Program 16,967 10 hosts
Correction of Ist supplemental 4,620 Correct contributions
Transfer to Capital Projects Fund 1,500,000 General Fund's portion of the Donovan Park Pavilion
Subtotal General Fund 706,719 1,694,205
Total All Funds 2,846,540 (2,224,606)
Supp Aprop 2 of 2001 3 8/30/2001 3:25 PM
Nov.
Proposed Supplemental Appropriations and Budget Adjustments #2 of 2001
Revenue Expenditure
Amount Amount
Description Increase Increase Reason
Capital Projects Fund
Transfer from General Fund 1,500,000 To fund Donovan Park Pavilion
Sales Tax Revenue 159,700 Revise estimate
Federal Grant Revenue (397,223) Postpone until 2002
Sale Proceeds 242,344 Sale of 770 Potato Patch unit & increase Arosa-Garmisch ($17,344)
Interest Income 260,000 Revise estimate
Capital Street Maintenance (700,000) Moved to 2002 for Meadow Dr. Project
Replace buses (2,020,000) Move project to 2002
Street Furniture Replacement (20,000) Move to RETT
Vail Valley Drive (414,396) Move all but project design to 2002
Medians in S. Frontage Road (50,000) Move project to 2003 - 2004
Community Room at Vail Commons (300,000) Delete project
Subtotal - Projects Moved or Deleted (3,504,396)
Buildings 378,286 Purchase EHU units
Lionshead Improvements 213,395 Rollforward balance from 2000
Legal, Planning & Public relations 235,000 Start up costs for Mtn Bell site
Building Improvements 139,196 Improvements to Creekside Water System
Radio Equipment 50,000 2 additional stations
Next Bus Locators 30,000 For additional 6 buses
Street Improvements 24,150 Manhole covers & street imprinting
Pavilion at Donovan Park 1,500,000 Construct a portion of pavilion
Correct Ist Supplemental Approp (48,500) Ford Park Trash Enclosure s/b in RETT Fund
Fire truck purchase 13,228 For additional equipment on new fire truck
Web Page Development/E commerce 80,000 Enhance web page development
Laptops for PD 60,000 Install laptops in police vehicles
General Facility Improvements 58,000 Revised estimate
Arosa Garmisch Units 62,270 Amount to finish construction
Subtotal - Projects Added 2,795,025
Subtotal Capital Projects Fund 1,764,821 (709,371)
Supp Aprop 2 of 2001 1 8/30/2001 3:25 PM
Proposed Supplemental Appropriations and Budget Adjustments #2 of 2001
Revenue Expenditure
Amount Amount
Description Increase Increase Reason
Real Estate Transfer Tax
Shared Project Costs 175,000 Reimbursement for Red Sandstone School Soccer Field
Interest Income 200,000 Revised estimate
Donovan Park Project (3,489,000) Remove Debt Service and Pavilion costs
Bike Path Gold Peak to Soccer Field (300,000) Move to 2002
Subtotal - Projects Moved (3,789,000)
Weed Control - Goats 4,000 Additional amount for goats
Play Ground Repair 16,060 Pavers at Ford Park
Ford Park Improvements 75,000 Access road to lower bench
Ford Park Trash Enclosure 60,000 $11,500 is additional amount, $48,500 from CPF
Pine Beetle Control 57,500 Additional cost for 2001
Street Furniture Replacement 20,000 Move from Capital Projects Fund
Trailhead Development 20,000 Missed as a rollforward
Nature Center Bridge Repair 82,000 Additional cost for 2001
White Water Park 25,000 Legal & surveying flood plain analysis
Irrigation control 30,000 Legal fees to use raw water for irrigation
Katsos Ranch Bike Path Restoration & By-Pass 35,000 Revised estimate
Gore Creek Promenade Bridge 25,000 Design for rehab\replacement
Red Sandstone School Soccer field 100,000 Additional cost for 2001
Black Gore Creek Sand Mitigation 10,000 Sand cleaning for Black Gore Creek
Project Management 20,000 Intern
Subtotal - Projects Added 579,560
Subtotal RETT Fund 375,000 (3,209,440)
Supp Aprop 2 of 2001 2 8/30/2001 3:25 PM
~ A