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HomeMy WebLinkAbout2002-10-15 Support Documentation Town Council Work Session.. , ... ., VAIL TOWN COUNCIL WORK SESSION Tuesday, October 15, 2002 12:30 P.M. SITE VISIT: Vail Golf Course -Bubble site - (Meet at the TOV parking lot) (30 min.) ~ ~~ "" ~~ 1. Executive Session: Personnel Matters (C.R.S. 24-6-402(4)(f) and Property Acquisition (C.R.S. 24-6-402(4)(a). (1 hour) 2. ITEM/TOPIC: Budget Wrap Up (1 hour) - Detail on elimination of proposed bus route Golf Course/LionsRidge Loop - Charge for Interstate emergency response 3. ITEM/TOPIC: CSE Update. (30 min.) Bill Jewitt 4. ITEM/TOPIC: Discussion of next steps to implement Russ Forrest anew funding source for Lionshead Public Improvements Bob McLaurin (1 hour) 5. Bill Gibson ITEM/TOPIC: First Reading of Ordinance No. 28, Series of 2002, an ordinance amending Section 12-8B-3 (Conditional Uses), Vail Town Code, to allow for "seasonal use or structure" as a conditional use in the Outdoor Recreation zone district; text amendments to Section 12- 2-2 (Definitions), Vail Town Code, to amend the definitions_of "seasonal use or structure," "recreation structure," and "recreational amenity," and setting forth details in regards thereto. (15 min.) ACTION REQUESTED OF COUNCIL: Approve, approve with conditions, or deny Ordinance No. 28, Series of 2002, on first reading. BACKGROUND RATIONALE: The Vail Junior Hockey Association and the Vail Recreation District is requesting to amend the Vail Town Code. Amendments to the Vail Town Code are permitted pursuant to Section 12-3-7, Vail Town Code. The proposed amendments include a text amendment to Section 12-86-3 (Conditional Uses), Vail Town Code, to allow for "seasonal use or structure" as a conditional use in the Outdoor Recreation zone district; text amendments to Section 12-2-2 (Definitions), Vail Town Code, to amend the definitions of "seasonal use or structure," "recreation structure," and "recreational amenity." These proposed text amendments are intended to facilitate the construction of a seasonal ice rink at the Vail Golf Course driving range site. The Planning and Environmental Commission is scheduled to review and discuss the proposed text amendments at its Monday, October 14, 2002, public hearing. At this public hearing, the Planning and Environmental Commission is also scheduled to 1 ~' : mcaster/agenda/worksession/2002/ 101502 .... forward a recommendation to the Town Council on the proposed text amendments. The Planning and Environmental Commission's recommendation will be forwarded to the Town Council at its Tuesday, October 15, 2002, work session. '~ `-~ STAFF RECOMMENDATION: __ ~,~-% The Community Development Department recommends that the Town Council approve Ordinance No. 28, Series of 2002, on first reading. 6. ITEM/TOPIC: Bill Gibson First Reading of Ordinance No. 29, Series of 2002, an ordinance amending Section 12-86-3 (Conditional Uses), Vail Town Code, to allow for "public utility and public service uses" as a conditional use in the Outdoor Recreation zone district and setting forth details in regards thereto. (15 min.) ACTION REQUESTED OF COUNCIL: Approve, approve with conditions, or deny Ordinance No. 29, Series of 2002. BACKGROUND RATIONALE: _ - The Public Service Company of Colorado is requesting to amend the Vail Town Code. Amendments to the Vail Town Code are permitted pursuant to Section 12-3-7, Vail Town Code. The proposed amendments include a text amendment to Section 12- -_ - 86-3 (Conditional Uses), Vail Town Code, to allow for "public utility and public service uses" as a conditional use in the Outdoor . Recreation zone district and setting forth details in regards thereto. This proposed text amendment is intended to facilitate the construction of a natural gas regulator station at the Vail Golf Course. The Planning and Environmental Commission is scheduled to review and discuss the proposed text amendments at its Monday, October 14, 2002, public hearing. At this public hearing, the Planning and Environmental Commission is also scheduled to forward a recommendation to the Town Council.on the proposed text amendment. The Planning and Environmental Commission's recommendation will be forwarded to the Town Council at its Tuesday, October 15, 2002, work session. STAFF RECOMMENDATION: The Community Development Department recommends that the Town Council approve Ordinance No. 29, Series of 2002, on first reading. 7. DRB (10/2)/PEC (10/14) Report. (5 min.) 8. Information Update. (5 min.) 9. Matters from Mayor and Council. (5 min.) 10. 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 F:mcaster/agenda/worksession/2002/ 101502 WILL BE ON TUESDAY, NOVEMBER 5, 2002, BEGINNING AT 2:00 P.M. IN THE TOV COUNCIL CHAMBERS. THE NEXT VAIL TOWN COUNCIL REGULAR EVENING MEETING WILL BE ON TUESDAY, NOVEMBER 5, 2002, 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. F: mcaster/agenda/worksession/2002/101502 MEMORANDUM TO: Vail Town Council FR: Bob McLaurin, Town Manager DT: October 10, 2002 RE: BUDGET DISCUSSION We have set aside an hour on Tuesday afternoon to continue our discussions for the FY'03 Budget. We will be prepared to discuss the following items on Tuesday: update on the budget numbers; a discussion on bus service; and a review of the Real Estate Transfer Tax Fund budget. Budget Update The first three documents show the changes to the budget made by Council last Tuesday. Exhibit A is the summary of major changes in operating expense, between the 2002 budget and 2003 proposal. This document reflects the funding of the VLMD of $150,000 and additional funding of the Vail Chamber and Business Association of $45,000. Exhibit B is a summary of the detail of Council contributions. Finally, we have attached the Capital Projects Planning Document, which you reviewed last week. We have made no changes to this document, except to include revenues to show the offsets for specific projects: Bus Service As you are well aware, the manager's budget proposed the elimination of the golf course and Lions Ridge Loop bus routes, as well as some additional route modifications resulting in a net savings. of $200,000. Based on my conversations with each of you this past week, it is clear that the majority of the Council is unwilling to eliminate these bus routes at this time. Therefore, my proposal at this point would be to retain the routes, while beginning a process to identify how we can yet eliminate $200,000 of expenditure from the bus department in 2003. We intend to utilize the time allowed to us on Tuesday afternoon to present you a brief overview of the bus system with ridership, cost per rider, etc. I believe we need to reduce bus expense. Therefore, we have not adjusted Exhibit A. We will set a time for review of the Council to identify the service modifications necessary to achieve the $200,000 reduction. It is important to understand that reducing bus service expenditures will have impacts somewhere. In other words, we cannot eliminate $200,000 without a reduction or modification in services somewhere. As indicated, we will set aside time after the budget adoption to begin this discussion. RETT Budget We have attached the proposed budget for the Real Estate Transfer Tax Fund in your packet. I believe the document is self-explanatory and we will be available to answer your questions regarding this budget on Tuesday afternoon. Attachment r Exhibit A Town of Vail Summary of Major Changes in Operating Expenses 2002 Budget to 2003 Proposal 10/01/02 Meeting Current Submission Changes Proposal Contributions and Community Support (308,000) 150,000 (158,000) VLMD Funding VCBA Reduced 1/3 Each Year (100,000) 45,000 (55,000) Vail Today TOVNA Task Force -visitor interrupt surveys, peer resort visit: (70,000) (59,600) (70,000) (59,600) TIF EducationNail Renaissance (38,600) 025 28 (28,025) (38,600) - Jammin Jazz funded by Council , (14 250) (14,250) United Way for Education & Human Services Contributions , (5,912) (5,912) Other Changes to Contributions Subtotal Contributions and Community Support (548,175) 148,813 (401,382) Staffing and Employee Costs (125,000) 125,000 ( ) Staff Reductions Salary savings from vacant positions _ (90,000) (90,000) (88,487) (88,487) Overtime Reduction in seasonal positions -bus drivers ~ (81,712) (81'712) Reduction in seasonal positions -maintenance (22'242) 22,242 (17 850 ( ) Employee Christmas party & picnic (17,850) (10,373) , 10,373 ( ) International Recruiting 000 326 326,000 Merit Increases at 2.5% , 80,800 80,800 Health Insurance 900 51 51,900 Worker's compensation , 220 9 9,220 Tuition program for student fire fighters , 258 32 - 32,258 Subtotal Staffing and Employee Costs , Services (200,000) 200,000) ( Bus Routes (50,000) (50,000) Check Point Charlie (31,000) (31,000) Snow Shovelling (20,000) (20,000) Park Improvements (16,500) (16,500) Gate Operations 300 61 61,300 4 new parking hosts Police Contracted Services for July 4th and New Year's , 10,000 10,000 Public Education for July 4th & New Years curfews 20,000 - 20,000 200) (228 Subtotal Services (226,200) , Other Operating Costs 802) (114 114,802) Heavy equipment operating costs , (59,665) (59,665) Utility Costs (49,138) (49,138) Town Manager Facility maintenance and landscaping supplies (47,595) 47,595 ( Public Works' Operating Expenses not shown elsewhere (27,182) 27 182 ( ) 119) (30 Town Council (30,119) (30,000) , (30,000) Housing Maintenance Information Systems projects and support (24,700) 24,700 ( Town Attorney expenses =professional fees, litigation. Etc.. (14,748) 14,748 ( ) Dispatch -smaller portion of shared costs (13,983) 13,983 246) (13 ( ) Transportation dept advertising (13,246) , All other items 154 75 75,154 General liability insurance , 9,257 9,257 All Other Subtotal Other Opereting Costs (328,501) - (328,501) Net Expenditure Reduction (1,082,888) 146,813 (936,073) ~onoioz F:\FINANCE\BUDGET\Budget0304\5%ReduclionPian Exhibit B Vail Chamber and Business Association (VCBA) Operations Vail Jazz Foundation/Jammin Jazz Street Entertainment Subtotal VCBA Vail Valley Chamber & Tourism Board (WCTB) Merged chamber operations Information Services Seed Money Balance of 20020Seed Money Transferred Back Special Events Subtotal WCTB Commission on Special Events Vail Valley Foundation American Ski Classic Gerald R. Ford Ampitheater (Hot Summer Nights) Vail International Dance Festival Winter concert SerieslStreet Beat Subtotal Vail Valley Foundation Other Miscellaneous Contributions Bravo! Colorado -New York Philharmonic Bravo! Colorado Vail Jazz Foundation -Jammin Jazz Vail Jazz Foundtion First Descents Gore Range Natural Science School Learning Tree/ABC School Meet the Wilderness The Resource Center of Eagle County Vail Mountain Rescue Group VRD -Eagle CO Youth Activities VRD Vail Family Camivai United Way Arrangements 8, Agreements Vail Valley TV/Channel 5 (40% franchise fee) Vail Valley Exchange Youth Recognition Award Vail Valley Althete Commission Town of Vail Contributions Town Mgr's 2003 Council's 2003 Increase Town Increase 2002 Town Mgr's (Decrease) Council (Decrease) Budget Recommended from 2002 Budget from 2002 257,500 180,000 (77,500) 225,000 (32,500) 22,500 (22,500) (22,500) 75,000 (75,000) (75,000) 355,000 180,000 (175,000) 225,000 (130,000) 25,000 25,000 25,000 - 191,352 199,500 8,148 199,500 8,148 160,000 - (160,000) (160,000) (107,993) (107,993) (107,993) (107,993) 308,000 - (308,000) (308,000) 684,352 116,507 (567,845) 116,507 (567,845) 564,933 564,933 565,000 565,000 20,000 (20,000) (20,000) 20,000 19,000 (1,000) 20,000 - 12,500 11,875 (625) 12,500 - 20,000 19,000 (1,000) 16,571 (3,429) 72,500 49,875 (22,625) 49,071 (23,429) - 100,000 100,000 95,000 95,000 22,500 21,375 (1,125) .21,375 (1,125) 28,500 28,500 - 7,000 6,650 (350) 6,650 (350) 2,000 1,900 (100) 1,900 (100) 2,000 (2,000) (2,000) 1,000 (1,000) (1,000) 1,000 (1,000) (1,000) 5,000 (5,000) (5,000) 2,000 (2,000) (2,000) 1,000 (1,000) (1,000) 1,000 (1,000) (1,000) 14,250 14,250 - 60,000 57,000 2,500 - 6,000 6,000 5,000 4,750 Vail Local Marketing District 308,000 Vail Today 70,000 Vail Alpine Garden Foundation -Operating Support .56,460 Vail Apline Gardens -New Garden Capital Construction Eagle River Watershed Eagle River Watershed - Community Pride Hwy Clean-up Total Contributions from all Funds F:\FI NANCE\BUDG ET\Budget0304\W P's 53,637 95,000 47,500 950 (3,000) 57,000 (3,000) (2,500) (2,500) _ 6,000 - (250) 4,750 (250) (308,000) 150,000 (158,000) (70,000) (70,000) (2,823) 50,000 (6,460) 95,000 - - 47,500 47,500 47,500 950 950 950 1,664,312 1,348,827 (315,485) 1,396,703 (267,609) -19.0% -16.1% t on o~oz _.. -: ~. Revenue Real Estate Transfer Tax Golf Course Lease Lottery Revenue Project Reimbursement Land Exchange Proceeds •-Interest Income & Other Recreation Amenity Fee Real Estate Transfer Ta: Fand Five Year Sammary of Revenue and Ezpenditares DRAFT 2002 2003 2004 2005 2006 2007 Project Information 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 117,387 121,496 ~ 125,748 130,149 134,704 139,419 18,000 18,000 18,000 18,000 18,000 ~ 18,000 Red Sandstone School/Soccer Field 296,500 90,000 90,000 90,000 90,000 -90,000 90,000 13 0,000 130,000 130,000 130,000 13 0,000 130,000 Total Revenue 3,151,887 2,859,496 2,863,748 2,868,149 z,a~ii; iu4 `,a i i,4iy Ezpenditnres Anneal Maintenance RETT Collection Costs Rec. Path Capital Maintenance Alpine Garden Support Tree Planting & Pine Beetle Control Street Furniture Replacement 87,000 87,000 87,000 87,000 87,000 87,001 Collection fee remitted to the General Fund 202,144 130,000 135,200 140,608 146,232 152,082 Capital maintenance of the town's rec. path system 56,460 56,460 56,460 56,460 56,460 56,460 For maintenance of gardens 152,620 60,000 60,000 60,000 60,000 60,000 Provide additional trees to Vail's public areas 20,000 20,000 25,000 25,000 25,000 25,000 Newspaper boxes in 2000 and replace, add street furniture ~atoioz RETT CPSYr 2002-2006 draft Oct 2002 10 1:33 PM Black Gore Creek Sand Mitigation Real Estate Transfer Ta= i~nd 1~ve Year Summary of Revenue and Eapenditnres DRAFT 2002 2003 2004 2005 2006 2007 Project Information 55,978 100,000 100,000 100,000 100,000 100,000 17,000 18,000 9,500 10,000 In the parks 67,500 135,000 141,750 148,838 156,279 164,093 Maintenance of pavilion and fields 775,545 806,567 838,829 872,383 907,278 943,569 Ongoing path, park and open space maintenance 1,434,247 1,413,027 1,453,739 1,500,288 1,538,250 1,588,205 Bear Proof Containers Donovan Park Operating Costs Park, Path & Landscape Maintenance Subtotal Maintenance Recreation PatL/Trail Development Trail Signs Trailhead Development N. Frontage Rd. (School to Interchange) N. Frontage Rd. (Timberidge to Buffehr Cr.) Katsos Ranch Bike Path Restoration & Soft Service By-Pass Lionshead Nature Trail/Middle Creek Gold Peak to Soccer Field 124,911 Create improved way finding to parks and trailheads 20,000 20,000 20,000 20,000 20,000 20,000 Improve trailheads 500,000 Create a separated path from the pedestrian overpass to the north side of the main interchange in conjunction w/ Mtn Bell 450,000 Reconstruct the existing at-grade path as a separated path from Timberidge to the Brandess Building -moved back from 2003 Repair the path where washouts occur each year. Construct the trail as part of the Lionshead and Open Lands Master Plans, includes bridge -estimated $498,750 moved beyond 2007 335,000 Bike paths -portion of Vail Valley Drive Project tonoio2 RETT CP5Yr 2002-2006 draft Oct 2002 11 1:33 PM Real Estate Transfer Tai Fnnd Five Year Summary of Revenue and Ezpenditares DRAFT 2002 2003 2004 2005 .2006 2007 Project Information Soccer Field to Ptarmigan Streetscape Design and Implement Ptarmigan East to Sunburst Frontage Road Bike Trail Subtotal Pathways Park Capital Maintenance Irrigation Control Playground Safety Imp. Pirate Ship Park -Per Salley Plan Big Horn Park -Per Safety Plan Red Sandstone Park -Per Safety Plan Public Art Ford Park Projects: Bike paths -portion of Vail Valley Drive Project; estimated $393,750 moved from 2004 to beyond 2007 300,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Increased from $.5 million per year per Town Council 10/01/02 Bike paths -portion of Vail Valley Drive Project; estimated $682,500 moved from 2004 to beyond 2007 1,050,000 Construct widened 6' shoulders along all frontage roads; first priority is Blue Cow Chute to East Vail, Phase 1 moved from 2004 and 2005 444,911 1,855,000 1,470,000 1,020,000 1,020,000 2,070,000 - 175,951 100,000 100,000 100,000 100,000 100,000 Last year of automating the town's irrigation system + raw water 85,000 Various Locations 367,500 262,500 210,000 75,000 75,000 75,000 75,000 75,000 75,000 Additional amount for projects. $lOK is for 10 hours of coordinator ~ on oioz RETT CP5Yr 2002-2006 drak Oct 2002 12 1:33 PM East Road Nature Center Bridge Replacement Subtotal Capital Maintenance Park Development Ford Park Playground Improvements Donovan Park -Community Facility White Water Park Gore Creek Promenade Bridge Red Sandstone School Soccer Site Lionshead Park Booth Creek Park Redevelopment Subtotal Park Development Open Lands Real Estate Transfer Taz Fnnd Five Year Summary of Revenue and Ezpenditares lIRAFT 2002 2003 2004 2005 2006 2007 Project Information Re-engineer east path for access; estimated $1.5 million moved from 2006 to beyond 2007 35,995 371,946 542,500 437,500 385,000 175,000 175,000 18,307 Finish project started in-1999 3,313,155 Complete Project 50,000 100,000 Legal Fees -original budget $SOK in 2002; total of $200K for this and Gore Creek Promenade Bridge in 2003 18,151 100,000 Design -original budget $18,151 in 2002; total of $200K for this and White Water Park in 2003 146,052 Complete construction 100,000 690,000 Construction of a park to replace the Lionshead Park and meet the needs of the Lionshead Master Plan -moved from 2002 & 2003 871,500 Revamp the park 3,545,665 200,000 0 0 971,500 690,000 ~oitoio2 RETT CPSYr 2002-2006 draft Oct 2002 13 1:33 PM . ,. Real Estate Transfer Taz Fend Five Year Summary of Revenue and Ezpenditnres DR.if FT 2002 2003 2004 2005 2006 2007 Project Information Butell 400,000 Land identified in the Open Lands Plan for acquisition to preserve open space located at the end of Willow Way Snowberry 135,000 Land identified in the Open Lands Plan for acquisition to preserve open space located at the end of Snowberry Drive Open Space Acquisition 500,000 500,000 Unallocated land acquisition; eliminated 2004 - 2006 Subtotal Open Lands 500,000 535,000 0 0 0 500,000 Project Management 82,996 87,146 91,503 96,078 100,882 105,926 Funds a landscape architect/project manager to complete the projects Total Projects 6,379,765 4,632,673 3,452,743 3,001,366 3,805,632 5,129,131 Revenue Over (Under) Ezpenditnres (3,227,878) (1,773,177) (588,995) (133,217) (932,927) (2,251,712). Beginning Fand Balance 6,522,668 3,294,790 1,521,613 932,618 799,401 (133,526) Ending Fend Balance 3,294,790 1,521,613 932,618 799,401 (133,526) (2,385,238) 10/10/02 RETT CPSYr 2002-2006 draft Oct 2002 14 1:33 PM Town of Vail Contributions r Vail Chamber and Business Association (VCBA) Operations Vail Jazz Foundation/Jammin Jazz Street Entertainment Subtotal VCBA Vail Valley Chamber & Tourism Board (WCTB) Merged chamber operations Information Services Seed Money Balance of 20020Seed Money Transferred Back Special Events Subtotal WCTB Commission on Special Events Vail Valley Foundation American Ski Classic Gerald R. Ford Ampitheater (Hot Summer Nights) Vail International Dance Festival Winter concert SerieslStreet Beat Subtotal Vail Valley Foundation Other Miscellaneous ConVibutions Bravo! Colorado -New York Philharmonic Bravo! Colorado Vail Jazz Foundation -Jammin Jazz Vail Jazz Foundtion First Descents Gore Range Natural Science School Learning Tree/ABC School Meet the Wilderness The Resource Center of Eagle County Vail Mountain Rescue Group VRD -Eagle CO Youth Activities VRD Vail Family Carnival United Way Arrangements 8 Agreements Vail Valley TV/Channel 5 (40% franchise fee) Vail Valley Exchange Youth Recognition Award Vail Valley Althete Commission . Vail Local Marketing District Vail Today Town Mgr's 2003 Council's 2003 Increase Town Increase 2002. Town Mgr's (Decrease) Council (Decrease) Budget Recommended from 2002 Budget from 2002 257,500 180,000 (77,500) 225,000 (32,500) 22,500 (22,500) (22,500) 75,000 (75,000) (75,000) 355,000 180,000 (175,000) 225,000 (130,000) 25,000 25,000 - 25,000 - 191,352 199,500 8,148 199,500 8,148 160,000 - (160,000) (160,000) (107,993) (107,993) (107,993) (107,993) 308,000 - (308,000) (308,000) 684,352 116,507 (567,845) 116,507 (567,845) 564,933 564,933 565,000 565,000 20,000 (20,000) (20,000) 20,000 19,000 (1,000) 20,000 - 12,500 11,875 (625) 12,500 - 20,000 19,000 (1,000) 16,571 (3,429) 72,500 49,875 (22,625) 49,071 (23,429) - 100,000 100,000 95,000 95,000 22,500 21,375 (1,125) 21,375 (1,125) 28,500 28,500 - 7,000 6,650 (350) 6,650 (350) 2,000 1,900 (100) 1,900 (100) 2,000 (2,000) (2,000) 1,000 (1,000) (1,000) 1,000 (1,000) (1,000) 5,000 (5,000) (5,000) 2,000 {2,000) (2,000) 1,000 (1,000) (1,000) 1,000 (1,000) (1,000) 14,250 14,250 - 60,000 57,000 2,500 - 6,000 6,000 5,000 4,750 308,000 70,000 Vail Alpine Garden Foundation -Operating Support Vail Apline Gardens -New Garden Capital Construction Eagle River Watershed Eagle River Watershed - Community Pride Hwy Clean-up Total Conbibufions from all Funds F:\FINANCE\BUD~ET18udget0304\W P's 56,460 53,637 95,000 47,500 950 (3,000) 57,000 (3,000) (2,500) (2,500) - 6,000 - (250) 4,750 (250) (308,000) 150,000 (158,000) (70,000) (70,000) (2,823) 50,000 (6,460) 95,000 - -. 47,500 47,500 47,500 950 950 950. 1,664,312 1,348,827 (315,465) 1,396,703 (267,609) -19.0% -16.1% lonoio2 t Town of Vall Capital Protects Planning Document FY 2003 Beginning Fund Balance 1,800,000 Sales Tax 5,000,000 Other CPF Revenue 1,015,000 GF Reductions 750,000 RETT fund revenues for streetscape 1,000,000 Existing Revenues 7,765,000 TIFF Revenue 0 New Mill Levy (net) 1,900,000 Subtotal Poffirttial New Revenues 1,900,000 Total Funds Available 9,665,000 CAPITAL MAINTENANCE DEBT SERVICE 1,875,949 Equipment Purchases 1,804,372 Capital Street Maintenance 795,000 Street Reconstruction 340,000 Buildings and Improvements 955,000 Housing Program 100,000 Miscellaneous Improvements 100,000 SubtoffiI CapiffiI Maintenance 5,970,321 NEW PROJECTS Fire Station (COP) 350,000 Village streetscape (Hanson Ranch Rd) 665,000 Reimb Project Costs (200,000) Heat Reimb (69,000) NetProject ~ `.-~ 396,000$ .. ... -- East Vail Repeater Site 300,000 911 Upgrades 200,000 Children's Fountain (heated) 750,000 Hea/Reimb (136,000) NetProject • 614:0001 -70 Noise 250,000 SubtoffiI 03 Projects 2,110,000 FY 2004 3,184,879 5,000,000 1,600,000 750,000 1,000,000 8,350,000 13,000,000 1,900,000 14,900,000 23,250,000 FY 2005 13,800,580 5,000,000 750,000 750,000 1,000,000 7,500,000 2,000,000 2,000,000 9,500,000 FY 2006 985,281 5,000,000 500,000 750,000 1,000,000 7,250,000 2,000,000 2,000,000 9,250,000 FY 2007 (4,888,043) 5,000,000 500,000 750,001 1,000,000 7,250,001 2,000,000 2,000,000 9,250,001 2,294,099 2,315,299 2,317,324 2,322,099 1,651,000 1,275,000 619,000 1,090,000 750,000 920,000 942,000 1,062,000 0 0 0 0 859,000 700,000 900,000 800,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 5,754,099 5,410,299 4,978,324 5,474,099 350,000 350,000 350,000 350,000 250,000 250,000 250,000 250,000 East Meadow Drive (no heat) 1,300,000 Reimb Project Costs (400,000) ~ Net Project 9QQ,000 West Meadow Drive ~ 2,100,000 Reimb Project Costs (400,000) NetProject 1;700;000~ Public Restrooms 350,000 Loading & Delivery 2,000,000 Village streetscape (Bridge Street R Gore Creek Drive 2,980,000 Reimb Project Costs (1,000,000) Heat Reimb (650,000) NetProject 1.;330,000. Subtotal 04 Projects 6,280,000 Frontage Road Improvements Lionshead Pedestrian Plaza West LH Circle East LH Circle East LH Portal _ Village streetscape (W. Gore Creek Drive) Heal Reimb NetProject Lionshead Intermodel Site Reimb Project Costs SubtoffiI 05 Projects Parking Improvements Reimb Project Costs Net Project Village streetscape (Wall StreeUFounder's Plaza) Heat Reimb Net Project Public Restrooms SubtoffiI 00 Projects Village streetscape (Checkpoint Charfie/Willow Bridge/Gore Creek Promenade) Heat Reimb Net Project Library Renovation Neighborhood Streets Skate Park Frontage Road Improvements Reimb Project Costs SubtoffiI 07 Projects Total Expenditures 8,080,321 Revenue Over (Under) Expenditures 1,584,679 Ending Fund Balance 3,184,679 10,000,000 9,000,000 1,500,000 1,000,000 3,000,000 2;570,000 (745,000) i ?; .~ 1 825;000`: 12,000,000 (22,000,000) 16,325,000 15,000,000 (7,500,000) 7,500,000" 1,905,000 (450,000) . 1,455,000 350,000 9,305,000 2,388,000 (370,000) 2,018,000 12,834,099 10,815,901 13,800,580 22,335,299 (12,835,299) 965,281 14,883,324 (5,633,324) (4.668.043) 5,000,000 (5,000,000) 2,018,000 8,092,099 1,157,902 (3,510,141) F:\FI' ;NCE\BUDGET\Budget0304\capitalplanlfrom Bob1 MEMORANDUM TO: Vail Town Council FR: Bob McLaurin, Town Manager DT: October 10, 2002 RE: CSE UPDATE We have scheduled 30 minutes for a presentation on the Commission on Special Events to update the Town Council on the CSE activities to date and plans for the future. Attached to this memo is a letter from Packy Walker that he wished me to pass on to the Council Attachment '~ ;4' s TO: ~1VIr. Robert Mclaurin FROM: ~1?acky Walker DATE: October 9, 2002 RE: CSE Board I received a letter today written, I guess, by the same people that wrote the bible, as they, too, did not sign their names. I would like to know who was at the meeting, as ~nr`ell as who made motions, and who voted on what issues and for what reasons:' ~~~. ,. ;. The CSE board is a new organization, created by the TOV council, for the sole purpose of freeing up their agenda, as well as selecting a group of individuals dedicated to promote the activities in Vail, as well as increasing the sales tax for tfie~TOV. The last two items are important, but it is even more imperative that we show our guests an entertaining time, and by this I mean a ~~; °_;. reason to comea,back to Vail every year, and certainly in the summer, when business has fallen off drastically the last 3 years. The new CSE board is trying to get a feel as to where we wish to go. We are going to operatewith the same budget as the council did last year. I am waiting to hear. from tle'~`I,ongwood Marketing firm, as well as to where the marketing dollars should'be spent. They (Longwood) seem to think that the last few years have been nori'-productive in the way we have spent our advertising dollars. I would Like to know, and I should know, who is on the "board" allocating the marketing dollars that we collect for. Vail only marketing tax, and if they are paid to do so, and is it Vail only. I am not opposed to Valley-wide marketing, as long as everyone `gets on board financially. Sorry, I go`t~on a tangent. I believe that I speak for the CSE board in so much as an established function such as TEVA should start after 3 years to be somewhat sufficient, and the promoter take some risk in his personal take of .• ~ ~ " -profits, if he wants the event to become larger. This should not become ayear- after-year CSE charity cakewalk. If you are a promoter, produce. We will seed you, but we wi3l not carry you, especially if the sales tax revenue indicates that it is not a positiv~`Stance for the TOV to fund. This is the reason that we cut TEVA by 25,000.00. ~' TEVA was'20% of our budget. Sfreet entertainment was, I think, 75,000.00 annually. I really have a problem with jugglers, and a person on the guitar, etc., in this town, in a location where no one knows where they are, and perhaps could care less. <, Bob, as I explained to you, the WTCB gets $308,000.00 to put on the Teva, Big Wheel ,OctoberFest, 4th of July, X-Mas tree lighting, and I DO NOT GET IT!!!!! They also received $160,000.00 in seed money. How was it spent?. I put on the Lionshead Car Show for 250.00. $50.00 went to the town and 200.00 went for a million-dollar insurance policy. Is there not a way that the TOV can get a blanket insurance policy to cover special events, other than liquor, that would make special events less expensive? August is an embarrassment, as we do nothing as far as the Ford Amphitheater, and/or other major promotions for that month except the jazz concerts we have in Lionshead, which have been very well-received, and get better every year. I have my thoughts as to those who are undermining the new CSE, and, as I told you, I am prepared to pay, out of my pocket, to do a forensic audit on the WTCB books to see where the money was spent (the $308,000.00), as well as a financial statement disclosing where the $160,00.00 seed money was spent. I also want to know the salaries of top management that work at the WTCB, and where this money is generated. Getting back to the CSE, the TOV council had little direction when they first started in 1965. We, the CSE, are no different, except that we have been here for years and have a feel for what the town needs. Given what the Longwood survey shows the TOV, let's see where the CSE can take us. Packy Walker P.S. Oh! By the way, Chuck Mclaughlin and I ran the bulls in Spain in 1982. What if we had "the running of the sheep" in town during the same weekend. After all, we had more sheep in 1967 then people. Cc: Town Council, Town of Vail CSE Board Members Vail Marketing Advisory Council Event Marketing Strategy 2003 - 2005 ;~ ~~~ ra ~: ~.K,~ __ ~w~~~ _~ .~ ~. ~~_^.r . ~ ..lei +-~ `-.< G„~ f =rr~~ ~~ ~..~ October 9, 2002 Vail Event Marketing Plan - 2003-2005 ~, EXECUTIVE SUMMARY 10/9/2002 With the exception of a few major international events and a growing inventory of cultural offerings, Vail's history of success in event marketing is sporadic. In large part, the community has focused its resources on building lower-tier events with little national exposure; managing them in-house and risking financial resources on the outcome- largely driven by unpredictable weather. The lack of a comprehensive strategy and event recruitment effort has inhibited Vail from reaching its true potential in generating consumer awareness, demand, visitation, event participation and product sales. In short, the current model is no longer functional. The good news is that Vail is hungry for change. In recent months, a more focused Brand Marketing Strategy has been adopted, a reformed municipal structure has been put in place, and significant funds have been set aside for the endeavor. The stage is set for significant growth. By 2005, it is entirely possible for Vail to establish itself as a first-order events destination, possess a consistent inventory of national, regional and local events, and leverage them as business-building assets. But, in order for this to occur, several fundamental assumptions must be set in place. In summary, Vail must: o Integrate Event Marketing into the VMAC Brand Marketing Plan o Redirect the majority of its resources to begin to focus on national-caliber events o Develop consistent event selection and evaluation criteria o Be a catalyst for local high-caliber events consistent with positioning and product offerings o Place itself in an 18-36 month planning timeline 2 Vail has great potential to establish itself as a national leader in tourism-based event marketing. Its brand is internationally known and has tremendous cachet, the community possesses extensive infrastructure and marketing support and there exists sufficient community will to attract and retain national-level events. Vail Event Marketing Plan - 2003-2005 10/9/2002 A. Acquire, retain and leverage a stable inventory of category-appropriate events that result in... o economic impact (balance short and long-term) o visibility and market reach 0 opportunities for leverage and integration Tactics -organize Vail's events portfolio into three categories and allocate budget accordingly Icon Events Economic Impact Events o PGA TOUR o NY Phil National reach, marketing value, long-term economic impact, demo fit brand extension Recruitment / negotiation o TEVA o Regional Soccer Champs o Culinary Fest o Community Festivals o Cultural Performances Community o Vail Am Days Events o Oktoberfest Economic impact, low period infill strategy Regional/local marketing value, quality of production, cost- effectiveness Recruitment RFP B. Develop (and fund) aggressive event recruitment mechanism Tactics - o seed funding o dedicated staffing o marketing plan to events industry o streamlined municipal events process and support II. STRATEGIES & OBJECTIVES Vail Event Marketing Plan - 2003-2005 10/10/2002 C. Establish consistent criteria and process for event selection and measurement EVENT CRITERIA _ ., -. - :Example' Community Economic Icon Economic PGA Iron= 30 40 15 ' Impact TOUR Man ..Sales Tax 3 3 Increased 3 3.' , . Occu anc Direct 3 3 S endiri Low Season 1 5 20 10 ]'imin Marketing 10 20 20 Value. Primary, 5 2 Markets Secondary 5 :; 2 .Markets Television . 15 Value ` Regional 5. 1 ' , . National 5 2 - Demographic 5 3 10 10 20 Fit;. Ability to 5 4 20 Levera e Growth 5 3 10 . 10 Potential Producer ualif .Local 20 Regioriaf. 10 National 5 5 10 . 50 36 . Total Rating XX XX XX: (Actual) 1. Rating of events would occur within that category, not across categories 2. Rating scale of 1-5 (5 being highest) -accompanied by a specific numerical ratings key. Ex: an Economic Impact of $0 - $200k would equal a "2", $200k - $400k = a "3" rating, etc. 3. Add total points from each criterion for comparative value within category 4. Use percent of weight chart for decision when total value of events within one category is close or tied. 4 Vail Event Marketing Plan - 2003-2005 10/9/2002 D. Define roles and responsibilities TOV Strategy. Approval Budget Informal reporting VLMD Brand strategy Selection criteria . E. Minimize need for public support Tactics -develop alternative revenue structures o sponsorship sales o strategic alliances o revenue sharing (lodging, ticket, concessions) III. 2003-2005 BUDGET CSE Funding decisions Producer selection Comment 2003 2004 2005 Income Below TOV Event Fundin 585 000 585 000 585 000 Alternative Revenues 1 2,3 - $ 100,000 $ 200,000 Total Income 4 $ 585 000 $ 685 000 $ 785 000 Ex enses Continuin RFP events $ 150 000 $ 150,000 $ 150,000 Recruitment Efforts $ 150 000 150 000 $ 150 000 Icon Event Fundin 185 000 $ 300 000 $ 425 000 Contin enc 100 000 85 000 60 000 Total Ex enses 4 $ 585 000 $ 685 000 $ 785 000 Budget Assumptions: 1. Alternative revenues are expected with Icon events only 2. Alternative revenue sources typically include revenue-sharing relationship(s) on event sponsorships, ticket sales, concessions, and merchandise. Specific percentage due host site determined on case-by-case negotiation. 3. Revenues generated on Icon events would be returned to the CSE budget to be used for funding of future/other Icon event activities 4. Accounting services to be provided by Town of Vail (as with VLMD) \~ Vail Event Marketing Plan - 2003-2005 10/9/2002 III. SUMMARY Vail is capable of competing at the highest level of event marketing destinations. It has tremendous resources that, with targeting, focus and determination can result in quantum economic growth and community sustainability. 'For this effort to be effective, Event Marketing must become fully integrated into the marketing strategy of the brand, develop consistent and comprehensive evaluation criteria, and become an aggressive player in the events recruitment marketplace. 6 Vail Marketing Advisory Council Event Marketing Strategy 2003 - 2005 October 9, 2002 Vail Event Marketing Plan - 2003-2005 I. EXECUTIVE SUMMARY 10/9/2002 With the exception of a few major international events and a growing inventory of cultural offerings, Vail's history of success in event marketing is sporadic. In large part, the community has focused its resources on building lower-tier events with little national exposure; managing them in-house and risking financial resources on the outcome- largely driven by unpredictable~weather. The lack of a comprehensive strategy and event recruitment effort has inhibited Vail from reaching its true potential in generating consumer awareness, demand, visitation, event participation and product sales. In short, the current model is no longer functional. The good news is that Vail is hungry for change. In recent months, a more focused Brand Marketing Strategy has been adopted, a reformed municipal structure has been put in place, and significant funds have been set aside for the endeavor. The stage is set for significant growth. By 2005, it is entirely possible for Vail to establish itself as a first-order events destination, possess a consistent inventory of national, regional and local events, and leverage them as business-building assets. But, in order for this to occur, several fundamental assumptions must be set in place. In summary, Vaif must: o Integrate Event Marketing into the VMAC Brand Marketing Plan o Redirect the majority of its resources to begin to focus on national-caliber events o Develop consistent event selection and evaluation criteria o ~ Be a catalyst for local high-caliber events consistent with positioning and product offerings o Place itself in an 18-36 month planning timeline 2 Vail has great potential to establish itself as a national leader in tourism-based event marketing. Its brand is internationally known and has tremendous cachet, the community possesses extensive infrastructure and marketing support and there exists sufficient community will to attract and retain national-level events. Vail Event Marketing Plan - 2003-2005 10/9/2002 II. STRATEGIES & OBJECTIVES A. Acquire, retain and leverage a stable inventory of category-appropriate events that result in... o economic impact (balance short and long-term) o visibility and market reach 0 opportunities for leverage and integration Tactics -organize Vail's events portfolio into three categories and allocate budget accordingly Icon o PGA TOUR Events o NY Phil Economic o TEVA Impact o Regional Events Soccer Champs o Culinary Fest o Community Festivals o Cultural Performances National reach, Recruitment / marketing value, negotiation long-term economic impact, demo fit brand extension Economic impact, Recruitment low period infill strategy Community o Vail Am Days Regional/local RFP Events o Oktoberfest marketing value, quality of production, cost- effectiveness B. Develop (and fund) aggressive event recruitment mechanism Tactics - o seed funding o dedicated staffing o marketing plan to events industry o streamlined municipal events process and support Vail Event Marketing Plan - 2003-2005 10/10/2002 C. Establish consistent criteria and process for event selection and measurement EVENT CRITERIA - , -. :Example Community Economic Icon .Economic PGA Iron- 30 40 15 Impact ,. TOUR '`Man Sales Tax 3 3 .'. -Increased 3 3 , Occu anc Direct 3 3 S eridin Low Season 1 5 20 10 Timin Marketing „ 10 20 20 Value Primary 5 2 - Markets Secondary 5: .: 2.:. . Markets Television 15 Value , ~ Regional _5.. 1 National 5 2 Demographic 5 3 - 10 10 20 'Fit Ability. to : 5 '. - , 4 20 Levera e Growth 5 3 10 10 Potential Producer ualif _,. _- Local 20 Regional 10 National 5 5. 10 50 36 . ; Total. Rating XX XX XX (Actual) •. ~~ ~~ ~~ 1. Rating of events would occur wifhin that category, not across categories 2. Rating scale of 1-5 (5 being highest) -accompanied by a specific numerical ratings key. Ex: an Economic Impact of $0 - $200k would equal a "2", $200k - $400k = a "3" rating, etc. 3. Add total points from each criterion for comparative value within category 4. Use percent of weight chart for decision when total value of events within one category is close or tied. 4 Vail Event Marketing Plan - 2003-2005 D. Define roles and responsibilities TOV Strategy. Approval Budget 10/9/2002 Informal reporting VLMD Brand strategy Selection criteria.:.: E. Minimize need for public support Tactics -develop alternative revenue structures o sponsorship sales o strategic alliances o revenue sharing (lodging, ticket, concessions) III. 2003-2005 BUDGET CSE - Fundrng decisions. . Producer selection Comment 2003 2004 2005 Income Below TOV Event Fundin 585 000 585 000 585 000 Alternative Revenues 1 2 3 $ - $ 100 000 $ 200,000 Total Income 4 $ 585 000 $ 685,000 $ 785 000 Ex enses Continuin RFP events $ 150 000 $ 150,000 $ 150,000 Recruitment Efforts 150 000 $ 150 000 $ 150 000 Icon Event Fundin $ 185 000 $ 300 000 $ 425 000 Contin enc 100 000 85 000 60 000 To tal Ex enses 4 $ 585 000 685 000 785 000 Budget Assumptions: 1. Alternative revenues are expected with Icon events only 2. Alternative revenue sources typically include revenue-sharing relationship(s) on event sponsorships, ticket sales, concessions, and merchandise. Specific percentage due host site determined on case-by-case negotiation. 3. Revenues generated on Icon events would be returned to the CSE budget to be used for funding of future/other Icon event activities 4. Accounting services to be provided by Town of Vail (as with VLMD) 5 Vail Event Marketina Plan - 2003-2005 10/9/2002 III. SUMMARY Vail is capable of competing at the highest level of event marketing destinations. It has tremendous resources that, with targeting, focus and determination can result in quantum economic growth and community sustainability. For this effort to be effective, Event Marketing must become fully integrated into the marketing strategy of the brand, develop consistent and comprehensive evaluation criteria, and become an aggressive player in the events recruitment marketplace. 6 Vail Marketing Advisory Council Event Marketing Strategy 2003 - 2005 -~- '~ = i ` 4 {. p ~~"S ~ ~~'~' ~ `~.. b *~ ~ Jb... _w _'~ 1P' -A.x.~'.--~.r, ~ /n' ;' ~x ~ y.• i ~ , ~ , . ~c°c12" y '!' 9 * ~.y u; ~ . ~ k, *:. October 9, 2002 Vail Event Marketing Plan - 2003-2005 10/9/2002 I. EXECUTIVE SUMMARY With the exception of a few major international events and a growing inventory of cultural offerings, Vail's history of success in event marketing is sporadic. In large part, the community has focused its resources on building lower-tier events with little national exposure; managing them in-house and risking financial resources on the outcome- largely driven by unpredictable weather. The lack of a comprehensive strategy and event recruitment effort has inhibited Vail from reaching its true potential in generating consumer awareness, demand, visitation, event participation and product sales. In short, the current model is no longer functional. The good news is that Vail is hungry for change. In recent months, a more focused Brand Marketing Strategy has been adopted, a reformed municipal structure has been put in place, and significant funds have been set aside for the endeavor. The stage is set for significant growth... By 2005, it is entirely possible for Vail to establish itself as a first-order events destination, possess a consistent inventory of national, regional and local events, and leverage them as business-building assets. But, in order for this to occur, several fundamental assumptions must be set in place. In summary, Vail must: o Integrate Event Marketing into the VMAC Brand Marketing Plan o Redirect the majority of its resources to begin to focus on national-caliber events o Develop consistent event selection and evaluation criteria o Be a catalyst for local high-caliber events consistent with positioning and product offerings o Place itself in an 18-36 month planning timeline Vail has great potential to establish itself as a national leader in tourism-based event marketing. Its brand is internationally known and has tremendous cachet, the community possesses extensive infrastructure and marketing support and there exists sufficient community will to attract and retain national-level events. Vail Event Marketing Plan - 2003-2005 II. STRATEGIES 8c OBJECTIVES 10/9/2002 A. Acquire, retain and leverage a stable inventory of category-appropriate events that result in... o economic impact (balance short and long-term) o visibility and market reach 0 opportunities for leverage and integration Tactics -organize Vail's events portfolio into three categories and allocate budget accordingly Icon o PGA TOUR National reach, Recruitment / Events o NY Phil marketing value, negotiation long-term economic impact, demo fit brand extension Economic o TEVA Economic impact, Recruitment Impact o Regional low period infill Events strategy Soccer Champs.. -._ - o Culinary Fest -:_ -~- oCommunity Festivals o Cultural Performances Community o Vail Am Days Regional/local RFP Events o Oktoberfest marketing value, quality of production, cost- effectiveness B. Develop (and fund) aggressive event recruitment mechanism Tactics - o seed funding o dedicated staffing o marketing plan to events industry o streamlined municipal events process and support -, Vail Event Marketing Plan - 2003-2005 10/10/2002 C. Establish consistent criteria and process for event selection and measurement EVENT CRITERIA -. Example . ` Community Economic Icon Economic P,GA Iron- 30 40 15 Impact , ~ TOUR Mane. ~ _ Safes,Tax ~ `3 3. ; . ~:~ .. ~_ ~ Increased 3 3 .,: Occu anc - Direct 3 3 :: S endin Low Season. 1 5 20 10 Timin Marketing .: ., ' 10 20 20 . Value.. Primary 5 2 Markets Secondary -; 5 - 2 ; .Markets Television 15 ..Value , Regional 5 -. 1 National - 5 2 ,.: -Demographic 5 3 10 10 20 -Fit- Ability to S 4 20 Levera e Growth ~ ~ ~ ~ ~~5 -3 ~~~ 10. 10 Potential , 'Producer ualif Locat 20 Regional 10 National 5 ~ 5 ~ 10- , ... 50 '. , :. 36 . ~ , Total. Rating - XX XX XX `. (Actual) •. ~~ ~~ ~~ 1. Rating of events would occur within that category, not across categories 2. Rating scale of 1-5 (5 being highest) -accompanied by a specific numerical ratings key. Ex: an Economic Impact of $0 - $200k would equal a "2", $200k - $400k = a "3" rating, etc. 3. Add total points from each criterion for comparative value within category 4. Use percent of weight chart for decision when total value of events within one category is close or tied. 4 Vail Event Marketing Plan - 2003-2005 10/9/2002 D. Define roles and responsibilities TOV Strategy Approval ` Budget Informal reporting VLMD ..Brand strategy Selection criteria GSE Fundirig decisions. Producer selection E. Minimize need for public support Tactics -develop alternative revenue structures o sponsorship sales o strategic alliances o revenue sharing (lodging, ticket, concessions) III. 2003-2005 BUDGET Comment 2003 2004 2005 Income Below TOV Event Fundin $ 585 000 585 000 585 000 Alternative Revenues 1 2,3 $ - $ 100 000 $ 200 000 Total Income 4 $ 585 000 $ 685 000 $ 785,000 Ex enses Continuin RFP events $ 150,000 $ 150,000 $ 150,000 Recruitment Efforts $ 150 000 $ 150 000 $ 150 000 Icon Event Fundin $ 185 000 $ 300 000 $ 425 000 Contin enc 100 000 85 000 $ 60 000 To tal Ex enses 4 $ 585 000 $ 685 000 $ 785 000 Budget Assumptions: 1. Alternative revenues are expected with Icon events only 2. Alternative revenue sources typically include revenue-sharing relationship(s) on event sponsorships, ticket sales, concessions, and merchandise. Specific percentage due host site determined on case-by-case negotiation. 3. Revenues generated on Icon events would be returned to the CSE budget to be used for funding of future/other Icon event activities 4. Accounting services to be provided by Town of Vail (as with VLMD) 5 F Vail Event Marketing Plan - 2003-2005 III. SUMMARY 10/9/2002 Vail is capable of competing at the highest level of event marketing destinations. It has tremendous resources that, with targeting, focus and determination can result in quantum economic growth and community sustainability. For this effort to be effective, Event Marketing must become fully integrated into the marketing strategy of the brand, develop consistent and comprehensive evaluation criteria, and become an aggressive player in the events recruitment marketplace. 6 To: Vail Town Council & Lionshead Task Force From: Staff: Russ Forrest Date: October 15, 2002 Subject Discussion on Lionshead Public Improvements 1. PURPOSE: The Town Council requested that time be allocated at the October 15th Town Council meeting to begin making decisions on funding for Lionshead public improvements. The Lionshead Task Force has been meeting over the last four to five months. The Task Force has been meeting in the last month with other TIF jurisdictions in the state. The Task Force has also developed a decision tree and time line for making decisions on Lionshead funding. In addition, a major case regarding tax increment financing in Golden was resolved in September which clears the way for the use of an Urban Renewal Authority without the requirement of a public vote for bonding. 2. SEQUENCE OF DECISIONS The Task Force has developed a draft fact sheet on Tax Increment Financing and a decision tree. That decision tree is attached (Attachment A). The significant next steps and questions that need to be answered include: 1) Should tax increment financing be pursued for funding Lionshead projects? 2) What areas should be considered for a geographic district so they can be evaluated in a tax increment study? This study would determine whether a geographic area would legally qualify for a Downtown Development Authority (DDA) or a Urban Renewal Authority (URA) or both. 3) Direct staff to complete the TIF study. 4) Determine whether to pursue a DDA or an URA and the geographic boundaries for the district. If Council wants to move forward with tax increment financing (question 1) then the Town will need to complete a TIF study which was begun in 2000. The TIF study would take 1 month to complete and would cost approximately $15,000. The Town does have funding budgeted in the 2002 budget for Lionshead implementation to pay for this cost. BRW began a TIF study for Vail in 2000 and was asked to stop as the Town considered the community facilities project. They already have a significant base of information collected and could most rapidly and cost effectively finish this study. This study is required before a URA or DDA could be established. Staff has attached additional background information on URAs and DDA for your consideration (Attachment B). 3. OBSERVATIONS FROM OTHER JURISDICTIONS Attached is a summary of input from other jurisdictions (Attachment C). On September 30th, the Lionshead Task Force met with the Denver Urban Renewal Authority, Grand Junction Downtown Development Authority, and the Crested Butte Downtown Development Authority. Observations from those discussions included: All three entities felt creating a separate board was beneficial. At the same time it appeared that the Town Council had considerable control on either a URA or DDA board by having approval authority over the plan and bonding. AURA can have either a separate board or be the Town Council while a DDA must be a separate board appointed by the mayor. Mt. Crested Butte felt a DDA was a more politically palatable way to develop their resort community. They did not need or want condemnation. The County Commissioners in Gunnison County seemed to like a DDA more than a URA. However, it was interesting that diverting money from the County back to Mt. Crested Butte was a major selling point in the Crested Butte community. We heard two different philosophies about defining the Tax Increment Financing (TIF) Districts. Denver defines very tight districts. So a private development project pays for the debt service on its own project along with the related public improvements. This limited the financial exposure of the Urban Renewal Authority. However, Denver acknowledged that they can have very successful projects that rapidly pay for their debt and other not so successful) projects that are challenged paying for their debt. They stated it would be nice to be able to use the revenue from the successful projects to pay off the not as profitable projects. Mt. Crested Butte and Grand Junction felt it was better to create a large district and issue bonds for improvements when supporting private projects received building permits. All three TIF Districts were able to pay for debt service. Therefore they were always able to pay for the debt service through the tax increment. All three TIF Districts warned about being careful when you create the District in relationship to when debt is issued. For example, a URA district can exist for 25 years. If private projects don't occur for 3-4 years after the district is established then you can only borrow money for 21-22 years thus limiting the bonding potential of a district. It should be noted that a DDA can last for 30 years. Denver mentioned that their constituents are also apprehensive about condemnation. They try to address that concern by directly stating in the development plan for a district (Denver has numerous TIF Districts controlled by the Denver Urban Renewal Authority) that condemnation either will or will not be used. If condemnation is not stated in a plan then they won't use their powers of eminent domain. 4. STAFF RECOMMENDATION Staff recommends the Town move forward with Tax Increment Financing for Lionshead. Specifically Staff would recommend that BRW be directed to finish the TIF study for the Lionshead Master Plan Area and that they also evaluate whether the Evergreen Hotel and Chateau would meet the criteria for either a URA and/or a DDA. Staff would recommend that while this TIF study is being completed that discussions occur with all property taxing authorities in the Town of Vail. After the study is complete, within one month, staff would recommend that a final decisiori on whether to pursue a DDA or a URA be made on November 19'h, 2002 or December 3~d, 2002 at the latest. Attachment A: Decision Tree Attachment B: Fact Sheet on TIF Attachment C: Summary of other jurisdictions ATTACHMENT A TIF DECISION TREE AND TIME LINE Time Line Sept. (02) October (021 November (02) December (021 January (03) February (03) March (03) April (03) May (03) June (03) July (03) Auousl (03) September October November (03) ~ 25 Electors submit petition Council submits Refine Cost ~ URA Plan Estimates for to PEC Public URA Council holds Improvements Clerk hearing on Complete Publishes formation of Plan After hearing Councl or etermine Notice for URA 8 passes PEC submits Council Council adopts Authority whether to headng on ~ resolution recommendation suhmils plan resolution approves of Review UR4 'm lement a U p creating URA to Council to County for review approving of plan issuing of bonds (25 and DDA Complete TIF or a DDA Base is Frozen Years) DisUicts in study 8 a Colorado Communications DDA Plan Ordinance to t h i Special Council Council Council passes Authority board adopts Council Determine crea e aut or ty approved on 1st Must wait 90 days from election to appoints 5-11 members (7 Complete submits Plan resolution to resolution approves of District and 2nd November 02 election create Council Plan (or DDA - to PEC for approve Plan submittin g bond tan ua e g g Develop Boundaries Reatling authority member) Review Base Is Frozen bond question with a instructions for ~ to the voters resolution TIF Study (What areas should be evaluated) . PEC provides No its recommendati on to Council Yes- Complete Should sales Yes Sales Tax tax be usedy Study (Ford ~ Frick) (30 Years) ATTACHMENT B Tax Increment Financing Information Sheet 1. What is Tax Increment Financing? Tax increment financing is a tool utilized by municipalities to finance public improvements in identified areas of need, known as redevelopment districts. Tax increment financing can be implemented through a down town development authority (DDA) or an urban renewal authority (URA). AURA or DDA can provide public amenities that encourage and facilitate corresponding new development. For example, an authority might use funds generated from a new development to build streetscape or improve circulation that helps make the new development possible. Another possibility is that if a property is to be redeveloped, the authority might work with the developer to provide some public amenities such as a plaza or pedestrian mall. An authority can also provide assistance to existing property owners who might want to rehabilitate or expand their property. An example of this type of assistance might be a facade improvement loan program. This tool is not new and, has been utilized around the country for decades to fund public improvements and encourage redevelopment. In Colorado as of 1993, there were 18 cities utilizing tax increment financing (15 through Urban Renewal Authorities (URA) and 3 through Downtown Development Authorities (DDA)). 2. How does TIF Work? Once a URA or DDA has been established, the Town is able to adopt a plan to use TIF. Once a redevelopment district.is established and a plan is adopted, the property tax base for the redevelopment district is frozen. This means that after the date of plan adoption, the assessed value to which the mill levy for the Town, the water district, school district, and the County would be the same each year with adjustment for general reassessments. For example, if the assessed value in a redevelopment district is $1 million on the date of plan adoption, then the mill levy for each of the overlapping taxing jurisdictions is applied to that $1 million assessed value each year of the plan. As the properties in the redevelopment district begin to increase in value due to the redevelopment efforts, that increase in assessed value times the combined mill levy of the overlapping taxing jurisdictions goes to the URA or DDA. For example, if the assessed value of property in the district increases to $10 million in year 5 of the plan, the taxes derived from multiplying the combined mill levy times the $1 million base go to the overlapping taxing jurisdictions and the mill levy times the $9 million increase goes to the URA and DDA So revenues that would have ended up with the county and other entities through increases in tax revenues, stay in the Town of Vail and, more specifically, in the redevelopment district. The plan can also affect Town sales tax revenues; but not State or County revenues. The plan can dedicate sales tax revenues above the base year revenues to the URA or DDA. The following graph represents how revenues are captured by the redevelopment district. $ Assessed Values Incremental Assessed Value in Future Years / / Growth in assessed value / / captured in redevelopment / district I Assessed value. used by Base Year Assessed Value taxing agencies Time Once incremental tax revenues are captured, this new stream of revenue can be utilized to pay debt service on bonds that are issued by the Town for public improvements. Bonding is necessary, as it would take a period of time to acquire enough revenue to fund public improvements. Lending institutions find TIF a very stable source of revenue and therefore readily lend money when secured by TIF. Bonds are only put in place once construction of public improvements begins. TIF can be utilized for up to 25 years from the date of establishment for a URA and 30 years for a DDA. 3. Is TIF a new Tax: No new taxes are established using TIF nor are taxes increased. The revenues produced by increased property values and increased retail sales activity are simply redistributed to benefit the redevelopment district. 4. How much can it generate in Lionshead? It depends on the geographic boundaries of the district and what improvements are actually developed. If what is being proposed in Lionshead is actually developed and the district includes the Lionshead Master Plan area and the area north of West Meadow Drive the potential income is as follows: Property Tax:. $13 million Sales Tax: 13 million Total $26 million These are approximate numbers and will need to be further refined. Also the Town will need to seriously consider whether to use sales tax since that growth in sales tax also pays for increasing operational and maintenance costs for the Town of Vail. 5. If TIF is used, will developers pay for any improvements directly? Yes, developers will still be asked to pay for a significant portion of public improvements that are directly adjacent to private development sites or required because of private development. For example, the Town has assumed that private developers would pay for the majority of the cost of rebuilding West Lionshead Circle and new streetscape around a new hotel in the core site. However, TIF will reduce the financial burden for paying for necessary public improvements from both the Town's existing capital fund and the developer's pro-forma. 6. What is the difference between a DDA and a URA A down town development authority (DDA) and a urban renewal authority (URA) work the same in terms of how revenue is generated to pay for the debt service for bonds. Both use the incremental increase in property and/or sales tax that results from public and private improvements. The differences between the two types of TIF districts are summarized below: DDA's: • DDAs are initiated by an oridance from the Town Council • DDA's require a vote of owners, tenants, and business owners located in a District to establish the district and to issue bonds. • DDA's requires stating that blight is being prevented. • DDA's require that a separate board be created to administer the District. Only 1 Council member can sit on the board. The members of the Board must be appointed by the mayor. • DDA's do not have condemnation powers. • DDA's last for 30 years U RA's: • URA's are initiated by 25 registered voters signing a petition • URA's don't require a public vote to create the district or issue bonds. • URA's require a resolution that blight is being eliminated. • URA's can be administered by the Town Council or the Town Council can appoint a separate board. • If a URA is a separate board from the Town Council it can have condemnation powers to achieve the goals of the redevelopment plan. • AURA can last for 25 years. 7. Pros and Cons of Tax Increment District Financing Pros: • TIF can fund needed public improvements without an increase in taxes. • TIF takes the additional incremental revenue resulting from public and private improvements to help pay for public improvements in a redevelopment area. This form of public revenue is paid for by the development without increasing taxes (User Pays). Other taxing jurisdictions still get what they receive today in revenue. After the TIF district expires (25-30 years) the other jurisdictions will receive the full benefit of the growth in property and sales tax. This is common financing tool for redevelopment projects around the United States. Other TIF Districts in Colorado have generally reported that this financial tool has achieved its goal for funding public improvements. Cons: • The Town must either declare that they are preventing blight (DDA) or eliminating blight (U~)• • If property values and sales tax don't increase with development the Town or authority may not be able to pay for the debt service for the bonds. • TIF requires legal, financial, land planning (TIF study), and communication expertise. Consulting services can be significant to implement this financing tool. • If a URA is used, citizens can be concerned about condemnation. • This is a confusing financial tool and it is harder to communicate how this tool works compared to other more traditional revenue sources (sales tax, property tax ect). • Other jurisdictions don't receive the incremental growth in property and sales tax as the result of redevelopment. This can lead to conflict'and litigation which can delay the use of TIF. Characteristics of the Downtown Development Authority and the Urban Renewal Authority. How are they formed? Urban Renewal Autbority Any 25 electors of the Town file a petition with the Town Clerk. After a hearing, the Town Council passes a resolution establishing the Urban Renewal Authority and district boundary. Downtown DevelopmetttActthority The Town Council determines that a DDA is necessary for the public health, safety, prosperity, security, and welfare of the Town. By ordinance, the Town Council shall submit a question for the ballot for the next general or special election. Who can vote in an election to form a redevelopment area? Urban Renewal Authority. Downtown Development Authority No election is necessary. Residents, landowners, lessees, corporations, second homeowners, and condo owners located in the area set for the DDA may vote. What findings are required in order to form a redevelopment area? Urban Renewal Authority Downtown Development Authority By resolution, the Town Council must find that at The Town Council must find that corrective least 4 of 12 factors are present in the area being actions must be taken to halt or prevent the considered which qualify it as a blighted area or a deterioration in property values or to halt or slum. As an example here are some potential prevent the growth of blighted areas. findings or conditions: Predominance of defective or inadequate street layout; Deterioration of site or other improvements; Inadequate public improvements or utilities; Buildings that are unsafe or unhealthy for persons to live or work in because of building code violations, dilapidation, deterioration, defective design, physical construction, or faulty or inadequate facilities; unusual topography; etc. Who can be a member of the Authority which directs actions in the designated area? Urban Renewal Authority ' The Town Council can designate itself to act in the capacity of the Authority. If a separate authority is established, only one of its members can be a Town Council person. Downtown Development Autl:oriry One member of the Town Council must be a member of the authority and a majority of the members must reside, be a business lessee, or own property in the redevelopment area. The Town Council may not designate itself as the Authority. Is a redevelopment plan required to be adopted? Urban Renewal Authority Prior to the use of tax increment financing, a redevelopment plan must be adopted directing activities to occur in the area. Downtown Development Authority Prior to approving redevelopment projects, a redevelopment plan shall be adopted directing activities to occur in the area. ~~~r -TIF Districts in Colorado ~.. rURA ~:~, .Boulder .Denver • r Estes Park .Golden .Westminster ~r D DA .Grand Junction .Fort Collins .Longmont .Mt. Crested Butte ~', ~~'~ Bou Ider-URA ,, •BURA is a separate board from the local municipal ~~~ ~~~ ~ government ~~•~~'~ .Created in 1979 essentially to redevelop the 300 acre Crossroads Mall area ~~` ,; .Property values have increased in the past 20 years .Blight surveys are done by consultants .TIF has worked well in general, Boulder has just -~~ finished paying their bonds in March 2002 (25 year pay-off period for TIF) .Excess money went to the general fund controlled by the City Council ATTACHMENT C ,, ~A~° Denver Urban Renewal Authority ~- Started in 1958 _ ~ ~r DURA is a separate entity from the local and county government ~, , and committee members are appointed by the mayor ,~ L +w TIF is financed by sales and property taxes ~4 • It is helpful to use an independent agency when conducting blight ,~ studies to provide unbiased, reliable results '`~ ~- Current) DURA is workin on ro ects in downtown Denver and '~ issues with high vacancies in regional shopping centers and smaller neighborhood projects • Generally TIF is a good financial tool if people have an understanding that the designated place has a need to redefine or recreate itself s TIF basically allows for a project to pay for itself and does not draw from other public budgets like fire and police ~- There is a lot of bad baggage especially if URA is used in its old ways, but it can be mutually beneficial and can achieve broad IQ benefits • It is a difficult concept for people to understand fully and it should be made clear to the public ~- It is difficult to determine the economic impact on sales tax and property tax. However DURA has been able to pay its bonds ~~ Estes Park Urban Renewal Authority +~ The URA was started primarily because of the Long Lake Flood that wiped out much of the town about 20 years ago w '- .;3 +r The URA began in 1982 using TIF #~~. v~,, • TIF site was essentially the central business district but has now t`' flowed into the conference center area and includes an historic ` , s ., district which were urban renewal projects ~_ '. • Projects have included street alignments, additional parking, j streetscape improvements, the Riverwalk and Riverside Plaza ';~'~ +- The TIF uses both property and sales tax for financing s The URA originally started out as a local municipal government board, but within the first year a separate board was formed and this was found to be much ~- Property values have dramatically and steadily increased since the TIF was started +r Sales tax also increased dramatically ~ Current revenue from the TIF is at $3 million (83% =sales ~ taxes, 17% =property taxes) ,; +~ Blight was not a problem or challenge, primarily due to the obvious damage from the flood +r Generally has been successful and worked well, achieving their goals -public improvements have stimulated private development 2 Golden Urban Renewal Authority y +~ Started in 1989 to revitalize downtown ;, G ~- Initially the council served as the URA board, but after a year and a half realized that it would be more beneficial to have `~ citizens make up the board and it has been that way since 1991 ; +r Uses sales and property taxes :;~;~ • Property values did increase ~- Have no data besides that which the county assessor provides +~ Blight was easier to declare because the area had many depressed historic areas +~ One issue is the controversial politics of URA and that some € people did not like the changes and had different visions of what Golden should be ~ The DDA does not do much and is not very active ;. ~~ Westminster Economic Development Authority ~ (URA) • Uses both property and sales tax in their TIF A. ~' ,~ ~- Started in 1984 initially to resurrect a derelict shopping mall k~'r ~ ~- TIFs are all set at 25 years ~~, +r The URA is a separate entity, but the city council serves as the '` - board ~= n "~~ ~r The property values increase was minimal until actual ~° development occurred s Increase was seen more in sales tax than in property taxes • Declaring blight was not a problem and there was no dispute that the shopping center was blighted ~ , `~ 3 ~~~ - Grand Junction DDA +~ DDA created in 1979 `~~ ~ Formed because of concern of the loss of business in the CBD resulting from the mall .; ~~~ ;~; ~ Separate Board appointed by Council ~ Uses both property and sales tax +~ Used dollars for convention center, Hawthorn Suites (Hotel), remodel of convention center, new hotel, undergrounding utilities, parking +~ Catalyst for public private partnerships +~ Down Town would be dead if DDA did not exist. h ~ Always able to pay for debt service'due to the increase in property and sales tax. ~~ Fort Collins Downtown Development F t; `' Authority ,~~ ./ ~ ~• Created in 1981 to finance the redevelopment of the CBD `f~' . « Only property taxes are used to pay the bond debt, while sales taxes were ~y "; pledged as a back-up but have as yet never been used ~ ,~« The DDA is separate from the local municipal government ' '~~« Property values have increased extraordinarily (a comparative 1998 study I, between Loveland and Fort Collins shows the property value difference) ' ' « DDA and TIF has impacted property values greatly (positively); however, one can never truly say that it is because of TIF that they have risen, but highly ~' likely Hardy worked as a consultant on the Greely DDA and recommends Vail look at the Mount Crested Butte DDA as a similar situation and town Very positive outlook on DDA and sees it as better than URA if there really ~, isn't any blight, although consultants can be creative when looking for blight « TIF is really the only realistic tool that the state offers to raise good amounts of - capital for projects and redevelopment 4 "~ Longmont Downtown Development '~ ~~~ Authority -y r Mary Murphy-Ressler '~~ , a DDA started in 1983 after master plan development ~" r Committee was started the year before mainly due to the economy and the construction of a new mall '~ • Uses property taxes only :~;, . The DDA is separate from the municipal government • Property values did not noticeably increase in the beginning, but later did improve. "TIF was chosen because it was the best way to not compete or interfere with other city budgets and it provided a clear governmental commitment to the private sector for the improvements and dedication in the chosen area" +- DDA implemented a streetscape plan in 1998. Before the plan 2 -3 properties a year were coming in to take advantage of their facade improvement program, after the streetscape was implemented, they are now averaging 10 - 12 properties a year for properties coming in for facade improvement applications ~5 4'. ~~~` Longmont Downtown Development Authority ,; ,,- :1; <~' ~- The vacancy rate has dropped dramatically ~~ ;, ~- More restaurants have moved in and there is more -~ ~ `4 diversity in restaurants ~' ~ +~ 5 riew major businesses moved in after the 1998 f r~s streetscape implementation (a large number for their ,: downtown) ~- The most difficult challenge for Longmont DDA is that ;` the marketing element is not there and there is little funding to develop a marketing effort or plan ~~ ~~~ 5 ~~ Mount Crested Butte Downtown Development Authority 1 ~ ~ +i- POC: Chuck Stearns ,,. , . ~ Uses property and sales taxes for TIF `,~ ~ +~ Created in 1996 with the vote and then the '~~ development plan was approved in 1997 ~ Created to revitalize the downtown area ' +~ The board is separate from the government which is required of all DDAs by state law +~ Property values did increase ~~ ~ +- They did not use consultants for all their beginning work '~ and the first development plan, they have since used various design firms for their design plans ., ~ Summary ~ry :ice.. `~~.~ ;a Typically see a separate Board that the ;~~_~ , Town Council appoints ~~ ,,~. ,'~` '-~~ Hard to pinpoint the economic rd,~ implications of a TIF District. All have been able to pay for debt service '-~ All recommend TIF as a financing tool • Recommend we invite or visit 2-3 DDAs t; ~' and URAs 6 DESIGN REVIEW BOARD AGENDA Wednesday, October 2, 2002 3:00 P.M. PUBLIC MEETING RESULTS PUBLIC WELCOME PROJECT ORIENTATION /LUNCH -Community Development Department 12:00 pm MEMBERS PRESENT MEMBERS ABSENT Bill Pierce Clark Brittain Hans Woldrich Margaret Rogers Charles Acevedo SITE VISITS 2:00 pm 1. Waeckerle residence - 5136 N. Main Gore Drive 2. Boothfalls Townhomes - 3094 Boothfalls Road 3. Vail Mountain School - 3160 Frontage Road East 4. Golf Course 5. 770 Potato Patch 6. Vlaar residence - 2963 Bellflower , 7. Bramante residence - 1285 Westhaven Drive 8. Williamson residence - 344 Beaver Dam Circle 9. Vail Trails Chalets - 413 E. Meadow Drive 10. Beaver Dam residences - 363 & 383 Beaver Dam Circle 11. Halaby residence - 252 West Meadow Drive 12. Crossroads - 141 E. Meadow Drive 13. Gore Range Mountain Works - 201 Gore Creek Drive 14. Vail Village & Lionshead Ticket Kiosks Driver: Bill PUBLIC HEARING -TOWN COUNCIL CHAMBERS Crossroads of Vail Condominium Association DRB02-0314 Bill Final review of proposed tree removal 141 East Meadow Drive/Lot P, Block 5D, Vail Village 1St Filing Applicant: Crossroads of Vail Condominium Association MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0 APPROVED WITH 1 CONDITION: That a minimum of three aspen trees be planted with a minimum caliper of 2 '/2 ". 2. Vlaar residence DR602-0334 Warren Final review of proposed re-paint 2963 Bellflower/Lot 7, Block 6, Vail Intermountain Applicant: Hans & Mia Vlaar MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0 TABLED UNTIL OCTOBER 16, 2002 1 ~. TOWN OF VAIL ~i 3:00 pm 3. Williamson residence DRB02-0325 Matt Final review of proposed tree removal 344 Beaver Dam Road /Lot 10, Block 2, Vail Village 3~d Filing Applicant: Diana Williamson MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0 APPROVED WITH 1 CONDITION: 1. That the tree next to the driveway be replaced by two trees of at least 12' in height and one of the trees 15' in height. 4. 770 Potato Patch DR602-0323 Allison Final review of proposed repaint 770 Potato Patch Dr. /Lot 6, Block 2, Vail Potato Patch Applicant: Prima Accosciates MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0 TABLED UNTIL OCTOBER 16, 2002 5. Gore Range Mountain Works DRB02-0337 Allison Final review of proposed vuindow addition 201 Gore Creek Drive/ Belltower Building Applicant: Axel Wilhelmsen MOTION: Hans Woldrich SECOND: Charlie Acevedo VOTE: 3-0 APPROVED WITH 1 CONDITION: 1. That the windows shall have "modern divided lights" with 4 squares across. 6. Beaver Dam residences DR602-0355 Bill Final review of proposed changes to approved plans 363 & 383 Beaver Dam Circle/Lots 2 and 3, Block 3, Vail Village 3~d Filing Applicant: A to Z Holding, represented by Fritzlen Pierce Architects MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0 CONSENT APPROVED 7. Boothfalls Townhomes DR602-0287 Allison Final review of proposed parking lot and exterior improvements 3094 Boothfalls Road/Lot 1, Block 2, Vail Village Filing 12 Applicant: Boothfalls Homeowners Assoc., represented by Steve Prawdzik MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0 TABLED UNTIL OCTOBER 16, 2002 8. Vail Village and Lionshead lift ticket kiosks DR602-0313 Warren Final review of proposed lift ticket kiosks 600 Lionshead Mall/Lot 4, Vail Lionshead 1St Filing and 1 Vail Place Condos/Block 5C, Vail Village 1St Filing Applicant: Vail Resorts, represented by Cynthia Steitz MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0 TABLED UNTIL OCTOBER 16, 2002 2 9. Vail Trails Chalet DRB02-0349 Bill Final review of proposed reroof 413 East Meadow Drive/Lots 1-15, Block 4, Vail Village 15t Filing Applicant: Douglas Roofing Company MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0 APPROVED WITH 1 CONDITION: That the proposed asphalt shingle material shall not be permitted, however, approvable roofing materials shall be wood shakes, wood shingles, tar & gravel, metal standing seam, or metal shingles with colors to be reviewed by staff. 10. Halaby residence DRB02-0311 Bill Final review of proposed separation request/conceptual review 252 West Meadow Drive/Lot 8, Vail Village 2"d Filing Applicant: Segerberg, Mayhew & Associates Architects MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0 TABLED UNTIL OCTOBER 16, 2002 11. Cindy T. Waeckerle Trust DRB02-0264 Matt Final review of proposed exterior alterations 5136 North Main Gore Drive/Lot 2, Block 2, Bighorn 5th Addition Applicant: DMC, Inc. MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0 TABLED UNTIL OCTOBER 16, 2002 12. Bramante residence DRB02-0320 Matt Final review of proposed exterior alteration 1285 Westhaven Drive/Lot 47, Glen Lyon Subdivision Applicant: Castleton Masonry, Inc. MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0 TABLED UNTIL OCTOBER 16, 2002 13. Spraddle Creek LLC. DRB02-0256 Matt Final review of proposed new single family residence 1094 Riva Glen/Lot 4, Spraddle Creek Applicant: Spraddle Creek LLC, represented by Michael English & Assoc. MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0 TABLED UNTIL OCTOBER 16, 2002 14. Vail Mountain School DRB02-0136 .Russ Final review of proposed school development Lot 1, Vail Mountain School Subdivision Applicant: Vail Mountain School, represented by Braun Associates MOTION: Bill Pierce SECOND: Charlie Acevedo VOTE: 3-0 APPROVED WITH 5 CONDITIONS: 3 ~~ 1. That there be homeowner approval on Lots 6 & 7, Block 2, Vail Village 12th Filing before any grading occurs on their lots, as part of the soccer field grading drainage work. 2. That real wood siding be used on the school. 3. That the siding on the Cabin be vertical board on baton. 4. That the landscaping plan be modified to address the line of sight issues at the parking lot entrance. 5. That there be no visible mechanical equipment. 15. Vail Mountain School Russ Final review of proposed eight employee housing units Lot 2, Vail Mountain School Subdivision Applicant: Vail Mountain School, represented by Braun Associates MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0 TABLED. UNTIL OCTOBER 16, 2002 16. Public Service Company DRB02-0321 Bill Conceptual review of a proposed public utility structure Vail Golf Course/Unplatted Applicant: Public Service Company of Colorado MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0 CONCEPTUAL - NO VOTE Staff Approvals Rucksack Condominium Assoc. DRB02-0262 New wrought iron gate 288 Bridge Street/LotD, Block 5A, Vail Village 1St Filing Applicant: Sortland Contractors, Inc. Bill Kasson residence DRB02-0271 George Deck replacement 2570 Bald Mountain Road/Lot 33, Block 3, Vail Village 13th Filing Applicant: Bruce N. & Elena C. Kasson Cascade Crossing DR602-0231 Trash enclosure and concrete slab 1031 S. Frontage Rd. West/Cascade Crossing Applicant: Tim Construction Vail Run Resort DR602-0216 Change to approved plan for stairway 1000 Lions Ridge Loop/LotfC11, Lions Ridge Filing 1 Applicant: Vail Run Resort Community Assoc., Inc. Bighorn Park DRB02-0294 Safety fence around Bighorn Park playground Unplatted/ Bighorn Park Applicant: Town of Vail Matt Matt Allison 4 Anderson residence DRB02-0317 Tree relocation 5106 Black Gore Drive/Lot 1, Block 12, Gore Creek Subdivision Applicant: Lori & Ken Anderson Zuckerman residence DRB02-0300 Install gas fireplace, new stairs and re-deck 2943 Bellflower Drive/Lot 4, Block 6, Vail Intermountain Applicant: Budd Zuckerman Jennings residence DRB02-0332 Re-roof 1855 Gore Creek Drive/Lot 22, Vail Village West Filing 2 Applicant: Kristin A Norrgard Vlaar residence DRB02-0333 Tree removal 2963 Bellflower Drive/Lot 7, Block 6, Vail Intermountain Applicant: Mary J. & Hans M. Vlaar Lapin residence DR602-0336 Rebuild deck and railing addition 232 W. Meadow Drive/Lot 7, Vail Village 2"d Filing Applicant: Mervyn Lapin Vail Resorts DRB02-0327 Relocation of doors & windows and upgrade awning 600 West Lionshead Mall/Lot 4, Vail Lionshead 1St Filing Applicant: Vail Resorts, Inc. Mitchell residence DRB02-0308 Deck addition 1799 Sierra Trail/Lot 17, Vail Village West 1St Filing Applicant: Gloria J. Mitchell Chateau Tremonte DRB02-0328 Site improvements 1894 Lions Ridge Loop/Lot 27, Block 2, Lions Ridge 3~d Filing Applicant: Lot 27 LLC Pearson residence DRB02-0329 Temporary site development sign Vail Rowhouses, 303 Gore Creek Drive, Units 2A & 2C/Los 1 &2, Block 5, Applicant: Vicki Pearson Eiger Chalets DRB02-0298 Stucco and roof over window on Unit #7 1350 Sandstone Drive/Lot G3, Eiger Chalets Applicant: Helmuf E. & Ursula Fricker Bill Warren Warren Warren Allison Matt Matt Warren Warren Vail Village 1St Filing Allison 5 Zinn residence DRb02-0273 Door addition 1568 Golf Terrace, Unit #49/Vail Golfcourse Townhome Applicant: David M. & Marilyn Zinn Winterstorm LLC DRB02-0322 Window addition and interior remodel 2039 Sunburst Drive/Lot 166, Vail Valley 3`d Filing Applicant: Maritta Pierce Tiampo residence DR602-0310 Addition of basement room, window well, door and deck 1620 Sunburst Drive, Unit #21/Vail Golfcourse Townhomes Applicant: James Tiampo Liftside Condos DR602-0234 Interior Conversion below entry level lobby Liftside Condos, 1234 Westhaven Drive/ Cascade Village Applicant: Liftside Condo Association Cook residence DR602-0315 Deck addition 1620 Sunburst Drive, Unit J31/Vail Golfcourse Townhomes Applicant: Patricia A. Cook Matt Allison Matt Matt Matt Kasson residence DRB02-0312 George Change to approved plans for deck replacement 2570 Bald Mountain Road/Lot 33, Block 3, Vail Village 13th Filing Applicant: Bruce N. & Elena C. Kasson Leon residence DRB02-0309 Matt Change to approved plan for deck extension 1650 Sunburst Drive, Unit #60Nail Golfcourse Townhomes Applicant: Rene & Aurora Leon Valentine/Lipnick residence DR602-0306 Allison Heated driveway and boiler 1255 Westhaven Circle/Lot 45, Glen Stream Applicant: Rosslyn M. Valentine Dunning residence DR602-0285 Allison Change to approved plan; addition of outside deck stairs 1461 Greenhill Court/Lot 7, Glen Lyon Subdivision Applicant: Peer B. & Lucy Dunning Callahan residence DR602-0324 Bill Re-paint . 1875 Sunburst Drive/Lot 7, Vail Valley 3`d Filing Applicant: George R Webster 6 Burrows residence DR602-0270 Bill Landscape improvements 3967 Lupine Drive/Lot 1 B, Block 1, Bighorn Subdivision 1St Addition Applicant: William F. Burrows Riva Ridge Condos DR602-0335 Matt Exterior window addition Riva Ridge Chalets South, Unit 755,114 Willow Road/Lot 7, Block 6, Vail Village 1St Filing Applicant: Robert E. & Christine Adams Caples residence DRB02-0342 Change to approved plan -elevation and roof 2537 Arosa Drive/Lot 6, Block E, Vail das Schone 1St Filing Applicant: Richard F. Caples Allison Tuchman residence DRB02-0286 Matt Interior conversion with two shed dormers 3110 Booth Creek Drive/Lot 9, Block 4, Vail Village 11th Filing Applicant: Kenneth D. & Debra Tuchman Vista Bahn Building DRB02-0275 Warren Building sign panel change to one square foot in size Bridge Street Lodge, 321 Bridge Street/Lot A, Block 2, Vail Village 1St Filing. Applicant: Jane Gros Donovan Park DRB02-0330 Irrigation antenna 1600 S. Frontage Road/Donovan Park Applicant: Town of Vail Bill Kramer residence DRB02-0347 Allison Replace sliders with French doors and fixed panel 933 Red Sandstone Road, Unit 3/Cottonwood Park Townhouses Applicant: Sharon D. Kramer Wildberger residence DRB02-0348 Allison Replace sliders with French doors and fixed panel 933 Red Sandstone Road, Unit 4/Cottonwood Park Townhouses Applicant: William C. Wildberger II Cook residence DR602-0353 Bill Addition of hot tub/new windows to replace existing and new brick pavers on deck 1012 Eagles Nest Circle/Lot 2, Block 6, Vail Village 7th Filing Applicant: Sam B. Trustee The applications and information about the proposals are available for public inspection during regular office hours in the project planner's office, located at the Town of Vail Community Development Department, 75 South Frontage Road. Please call 479-2138 for information. Sign language interpretation available upon request with 24 hour notification. Please call 479- 2356,Telephonefor the Hearing Impaired, for information. 7 i.: PLANNING AND ENVIRONMENTAL COMMISSION PUBLIC MEETING Monday, October 14, 2002 PROJECT ORIENTATION / -Community Development Dept. PUBLIC WELCOME MEMBERS PRESENT MEMBERS ABSENT Site Visits 1. Zuckerman residence - 2943 Bellflower Drive 2. Ice Rink at the Vail Golf Course - 1778 Vail Valley Drive 3. Public Utility at the Vail Golf Course - 1778 Vail Valley Drive 4. Outdoor Recreation zoned properties 5. Sonnenalp Hotel Addition/Swiss Chalet Redevelopment - 20 Vail Road Driver: George 11:00 am 12:30 pm ~~ NOTE: If the PEC hearing extends until 6:00 p.m., the board may break for dinner from 6:00 - 6:30 Public Hearing -Town Council Chambers 2:00 pm A request for a recommendation to the Vail Town Council of a proposed major amendment to Special Development District No. 4, Cascade Village, Development Area B, to amend the setback requirements as indicated on the approved development plan, located at Coldstream Condominiums, Unit # 25, 1476 Westhaven Drive /Lot 53, Glen Lyon Subdivision. Applicant: James and Jane Kaufman, represented by Fritzlen Pierce Architects Planner: Allison Ochs 2. A request for a final review of a variance from Section 12-6D-6 (Setbacks), Vail Town Code, to allow for an addition within the required setback, located at 2943 Bellflower Drive/ Lot 4, Block 6, Vail Intermountain. Applicant: Alan Budd Zuckerman Planner: Warren Campbell 3. A request for a worksession to discuss a proposed major exterior alteration; a conditional use permit to allow for a fractional fee club in the Public Accommodation zone district; a text amendment to Section 12-7A-3 (Conditional Uses) to allow for retail uses in excess of 10% of the total gross residential floor area of.the structure as a conditional use; and a variance from Section 12-7A-10 (Landscaping & Site Development), Vail Town Code, to allow for a deviation from the total landscape area requirement, located at 20 Vail Road, 62 E. Meadow Drive, and 82 E. Meadow Drive/Lots K & L, Block 5E, Vail Village 1St Filing. Applicant: Sonnenalp Properties, Inc., represented by Braun Associates, Inc. Planner: George Ruther/Warren Campbell ~~ TOWN OF PAIL ~y 4. A request for a recommendation to the Vail Town Council, to allow for a text amendment to Section 12-86-3 (Conditional Uses), Vail Town Code, to allow for "seasonal use or structure" as a conditional use in the Outdoor Recreation zone district; text amendments to Section 12-2-2 (Definitions), Vail Town Code, to amend the definitions of "seasonal use or structure," "recreation structure," and "recreational amenity," and setting forth details in regards thereto; and a request for a conditional use permit, to allow fora "seasonal use or structure," in the Outdoor Recreation zone district, located at 1778 Vail Valley Drive/an unplatted tract of land within Section 9, Township 5 South, Range 80 West of the Sixth Prime Meridian generally located directly north of Lot 3, Sunburst 3~d Filing within the Vail Golf Course. A complete metes and bounds description is available at the Department of Community Development. Applicant: Vail Junior Hockey Association and the Vail Recreation District Planner: Bill Gibson 5. A request for recommendation to the Vail Town Council, to allow for a text amendment to Section 12-8B-3 (Conditional Uses), Vail Town Code, to allow for "public utility and public service uses" as a conditional use in the Outdoor Recreation zone district and setting forth details in regards thereto; and a conditional use permit, to allow fora "public utility and public service use" in the Outdoor Recreation zone district, located at an unplatted parcel within the Southwest Quarter of Section 3, Township 5 South, Range 80 West of the Sixth Prime Meridian, generally located south of the I-70 right-of-way, north of Gore Creek, and west of 2450 Frontage Road East (Water Treatment Plant) within the Vail Golf Course. A complete metes and bounds description is available at the Department of Community Development. Applicant: Public Service Company of Colorado Planner: Bill Gibson 6. A request for a worksession to amend Chapter 12-15 (Gross Residential Floor Area), Vail Town Code, to discuss modifications and/or elimination of the Gross Residential Floor Area regulations in all zone districts and setting forth details in regards thereto. Applicant: Vicki Pearson, et.al. Planner: Russell Forrest 7. A request for a recommendation to the Vail Town Council, to allow for text amendments to Title 11, Sign Regulations, Vail Town Code, and setting forth details in regards thereto. Applicant: Town of Vail Planner: Russell Forrest 8. A request for a text amendment to Section of the Vail Town Code and the Lionshead Redevelopment Master Plan to,allow for a clarification to the maximum height and calculation of average maximum height requirements for building constructed in the Lionshead Mixed Use 1 zone district. Applicant: Town of Vail Community Development Department Planner: George Ruther 9. A request for a worksession to discuss a recommendation to the Vail Town Council for an amendment to the Town of Vail Land Use Plan and the Vail Village Master Plan, to facilitate the construction of "Nail's Front Door" project and associated improvements and setting forth details in regards thereto, located on an unplatted parcel, generally located south of the Lodge Tower and west of the Vista Bahn Ski Yard. Amore complete metes and bounds description is available at the Department of Community Development. 2 Applicant: Vail Resorts Development Company Planner: George Ruther TABLED UNTIL OCTOBER 28, 2002 10. A request for a modification to the 100-year floodplain, to allow for grading in the floodplain to modify the Gore Creek Whitewater Park, located at the Gore Creek Promenade/Tracts I & A, Block 56, Vail Village 1St Filing, and setting forth details in regards thereto. Applicant: Town of Vail, represented by Gregg Barrie Planner: Bill Gibson TABLED UNTIL NOVEMBER 11, 2002 11. A request for a recommendation to the Vail Town Council of an amendment to Section 12-7A-7 (Height), Vail Town Code, to increase the maximum allowable building height in the Public Accommodation zone district and setting forth details in regards thereto. Applicant: Bob Lazier, represented by Jay Peterson Planner: George Ruther/Warren Campbell WITHDRAWN 12. Approval of September 23, 2002 minutes 13. Information Update The applications and information about the proposals are available for public inspection during regular office hours in the project planner's office located at the Town of Vail Community Development Department, 75 South Frontage Road. Please call 479-2138 for information. Sign language interpretation available upon request with 24 hour notification. Please call 479- 2356, Telephone for the Hearing Impaired, for information. Community Development Department Published October 11, 2002 in the Vail Daily.