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2004-03-02 Support Documentation Town Council Evening Session
T®!NN COUNCIL EVENING f~iiIEETING AGENDA s:oo ~.~. TUESDAY, I~Alacl~ a, aoo~ COTE: Times og items are approttiPnate, subject to change, and cannot be reified upon to detee~anine at what tio~e Council will consider an items. 1 • ITE~/TOIPIC: Citizen Participation (5 min.) 2. ITEI~I/TOPIC: Consent Agenda (5 min.) Approval of the February 2, 2004 and February 17, 2004 Evening Meeting Minutes. 3• ITEi~I/TOPIC: Proclamation 1, 2004. A Proclamation designating March 6, 2004 Helmut Pricker Day in Vail, Colorado (5 min.) 4. Kent Myers ITEftfl/TOPIC: Summer Air Service Update. United and Continental airlines proposals. (15 min.) 5. Bill Gibson ITERfl/TOPIC: Proposed text amendments to Title 12, Zoning Regulations, Vail Town Code, to amend the Gross Residential Floor Area (GRFA) regulations in the Hillside Residential (HR), Single-Family Residential (SFR), Two-Family Residential (R), Two-Family Primary/Secondary Residential (PS), Residential Cluster (RC), Low Density Multiple-Family (LDMF), Medium Density Multiple-Family (MDMF), High Density Multiple-Family (HDMF), and Housing (H) zone districts, and setting.forth details in regard thereto (45 min.) ACTION RE(aUESTED OF COUNCIL: Listen to a staff presentation concerning the Planning and Environmental Commission's recommendation related to the proposed Gross Residential Floor Area (GRFA) text amendments and then solicit public input and questions. BACPKGIaOUND RATIONALE: This is a continuation of the Town Council's February 3, 2004 discussions. 6.. Leslie Pickling ITfs=itfl/TOPIC: Approval Vail Village Streetscape Art work (5 min.) ACTION RE(~UESTED OF COUNCIL: Vote to approve artwork ~ __ 7. Matt Gennett ITEfihI/TOPIC: Request to proceed through the development review process with a proposal to place a monument sign and landscaping improvements on a small portion of the soccer field site located adjacent to the eastern Northwoods entrance at 620 Vail Valley Drive (10 min.) ACTION REQUESTED OF COUNCIL: Approve, approve with modifications, or deny the applicant's request to proceed through the development review process. BACKGROUND RATIONALE: The Northwoods Condominium Association has submitted an application for design review to the Town of Vail Community Development Department to allow for extensive landscape improvements to occur on their property, located at 600 Vail Valley Drive/Pinos Del Norte. It is contemplated that a monument sign and a small area of landscape improvements wilt be located on the northwestern most tip of the Town of Vail soccer field site, located at 620 Vail Valley Drive/Tract & Lot A, Bfock 2, Vail Village 7th Filing. The Town of Vail (TOV) is the owner of the soccer field. As required by Code, in order to proceed through the development review process, the permission of the property owner(s) (TOV) is required. STAFF RECOMMENDATION: The Community Development Department recommends that the Town Council grant approval for the applicant's request to proceed through the development review process. The monument sign and landscaping will have no impact on the soccer field or its use. 8. Matt Mire ITEMITOPIC: First Reading of Ordinance 4, Series 2004. An Ordinance Amending Title Six of the Vail Town Code; Exempting Areas of Stephens Park from Town of Vail Requirements Regarding Pet Animal Owners' Immediate and Physical Control of Dogs; and Setting Forth Details in Regard Thereto (20 min.) ACTION REQUESTED OF COUNCIL: Approve, approve with amendments, or deny Ordinance No. 4, Series 2004. BACKGROUND RATIONALE: In 2003 the Council designated areas of Bighorn Park to allow dogs to be unleashed. At that time Council agreed to allow aone- yeartrial period for unleashed dogs at Stephens Park and that trial period has ended. Accordingly, Council requested an Ordinance for consideration to make Stephens Park an official dog park pursuant to the Town Code. STAFF RECOMMENDATION: Approve, approve with amendments or deny Ordinance No. 4, Series 2004, on first reading. ,1. 9. Matt Mire ITEM/TOPIC: First reading of Ordinance No. 5, Series 2004, an Ordinance Amending Title 4, Chapter 3, of the Municipal Code of the Town of Vail; Providing for Certain Amendments to the Town of Vail Sales Tax Code; and Setting Forth Details in Regard Thereto(5 min.) ACTON REQUESTED OF COUNCIL: Approve, approve with amendments, or deny Ordinance No. 5, Series 2004. BAC~CGROUNID RATIONALE: The jeopardy and assessment provision as proposed by this ordinance is consistent with state law and with other municipal tax codes, including our own ski lift tax. The amendment was requested by the Town Finance Department and will provide the Town of Vail Finance Director with more latitude in implementing and enforcing the Town's sales tax code in situations where a delay would jeopardize collection of the taxes due. STAFF RECOMMEN®ATION: Approve, approve with amendments or deny Ordinance No. 5, Series 2004, on first reading. 10. Stan Zemler ITI:I~I/TOPIC: Town Manager's Report (10 min.) Adjournment (8:00 P.M.) (VOTE UPCOMING MEETING START TIMES BELOW: (ALL TIMES ARE APPROXIMATE AND SUBJECT TO CHANGE) THE NEXT VAIL TOWN COUNCIL REGULAR WORK SESSION WILL BEGIN AT 2 P.M. ON TUESDAY, MARCH 16, 2004, IN THE TOV COUNCIL CHAMBERS. THE NEXT VAIL TOWN COUNCIL REGULAR EVENING MEETING WILL BEGIN AT 6 P.M. ON TUESDAY, MARCH 16, 2004, IN TOV COUNCIL CHAMBERS Sign language interpretation available upon request with 24-hour notification. Please call 479-2106 voice or 479-2356 TDD for information. d DRAFT VAIL TOWN COUNCIL EVENING MEETING TUESDAY, FEBRUARY 3, 2004 7:00 P.l~. The regular meeting of the Vail Town Council was called to order by Mayor Rod Slifer at 7:00 p.m., in the Vail Town Council Chambers. Council members present: Rod Slifer, Mayor Dick Cleveland, Mayor Pro-Tem Diana Donovan Farrow Hitt Kent Logan Greg Moffet Kim Ruotolo Staff members present: Stan Zemler, Town Manager Pam Brandmeyer, Asst. Town Manager Matt Mire, Town Attorney Mayor Rod Slifer introduced and welcomed new Councilmember Farrow Hitt. The fOrst item on the agenda was Citizen Participation. Chuck Ogilby, long time resident and former Vail Councilmember, showed the Council streetscape slides taken in Europe on a recent trip. Council requested Ogilby to provide prints of the streetscape slides to the Council. The sec®nd item on the agenda was the approval of the January 6, 2004 and January 20, 2004 evening meeting minutes. Greg Moffet moved to approve the minutes as written. Diana Donovan seconded the motion. A vote was taken and the motion was approved unanimously, 7-0. The ttairdl item on the agenda was Council Appointments to Boards and Commissions. Greg Moffet moved to appoint Kim Ruotolo to serve on the Channel 5 Vail Valley Community Television Board. Dick Cleveland seconded the motion. A vote was taken and the motion passed unanimously, 7-0. Greg Moffet moved to appoint Dick Cleveland to serve on the Eagle County Regional Transportation Authority (ECO). Kim Ruotolo seconded the motion. A vote was taken and the motion passed unanimously, 7-0. Greg Moffet moved to direct Town Manager Stan Zemler to appoint a staff member to serve on the Colorado Ski Museum and Ski Hall of Fame board. Kent Logan seconded the motion. A vote was taken and the motion passed unanimously, 7-0. ~t V DRAFT Greg Moffet moved to appoint Dick Cleveland and Farrow Hitt serve on the Parking Task Force. Diana Donovan seconded the motion. A vote was taken and the motion passed unanimously, 7-0. Greg Moffet moved to appoint Diana Donovan, Farrow Hitt and Kent Logan to servE~ on the LionsHead Task Force and to re-appoint Bill Jewitt, Bill Anderson, Werner Kaplan and Robert Lazier to serve as community members. Kent Logan seconded the motion. A vote was taken and the motion passed unanimously, 7-0. Town Council agreed to review these appointments at their retreat scheduled for Friday, February 13tH The iFourth item on the agenda was an appeal of the December 8, 2003, Planning and Environmental Commission denial of a request for a sign variance to allow for additional signage for Bogart's Bar and Bistro. After hearing a presentation by Warren Campbell, town planner, and Luc Pols, the applicant, Greg Moffet moved to overturn the PEC decision and grant the variance request by the applicant. Kent Logan seconded the motion. Further discussion followed, with some councilmernbers not agreeing that a sign on the wall would make a difference in the confusion. A vote was taken on the motion and the motion failed 2-5, Ruotolo, Cleveland, Slifer, Donovan and Hitt opposing. Dick Cleveland then moved to uphold the Planning and Environmental Commission's denial for a request for a sign variance at Bogart's Bar and Bistro. Diana Donovan seconded the motion. A vote was taken and the motion passed 5-2, Greg Moffet and Kent Logan opposed. In denying the applicant's request, the Council felt the problem could be solved by working with the adjacent restaurant owner (China Garden Too) to move the location of their sign or include an arrow on the sign pointing to the direction of China Garden's restaurant. In denying the request, Council also directed staff to address signage issues at Verbatim and bring back a recommendation of a solution to eliminate situations like these. The 19fth item on the agenda was Ordinance No. 3, Series of 2004, second reading, an ordinance vacating that platted public right-of-way between Lots P-3 8~ J, Vail Village Fifth Filing, and a' contiguous portion of Gore Creek Drive. George Rurther, Chief of Planning,.presented the ordinance to the Council, stating this ordinance would vacate a portion of town-owned public right-of-way and replatting a new right-of--way for the Hanson Ranch Road Chute in Vail Village, correcting along-standing error. Ruther stated there had been no changes to this ordinance from first reading. Greg Moffet moved to approve Ordinance No. 3 on second reading. Dick Cleveland seconded the motion. A vote was taken and the motion passed unanimously, 7-0. The :sixth item on the agenda was a discussion regarding Ford Park User Fees. Assistant Town Manager Pam Brandmeyer addressed the Council, stating research had been done by Town Clerk Lorelei Donaldson regarding charges for the lower bench of Ford Park, stating that other communities were charging for d DRAFT the use of similar areas. Brandmeyer also informed the Council that people calling to reserve the lower bench were being informed of the proposed charges. Dick Cleveland moved to approve the fee .structure as proposed.. Kim Ruotolo seconded themotion. A vote was taken and the motion passed unanimously, 7- 0. Mayor Slifer complimented Donaldson for the effort put into this project. The seveo~th item on the agenda was an update by the Pro Cycling tour team's trip to Vail. Rick Chastain of Legacy Sports, provided the Council with an update on the proposed Pro Cycling Tour to come to Vail over Labor Day weekend. Chastain introduced representatives from Legacy Sports Group, who are also promoting the event. The tour is being promoted by ESPiV, USA Triathlon championships, and 6 year American Team of Golf Junior Golf Championship, to be held over the Labor Day weekend: Chastain stated the event would include 2000 riders with a circuit race on a 110 mile course, a tour of the valley, and a 3- day village criteria. Sponsors included the Vail Marriott hotel, Eagle County and Colorado Mountain Express, as well as KOA radio, and the Denver Post. It was noted that due to the national election coverage and fall television sweeps, sponsorships were difficult to obtain. It was suggested that Lance Armstrong may also be in attendance at the event. The e6ghth item on the agenda was the Town Manager's Report. Town Manager Stan Zemler reported on a request from Eagle River Water and Sanitation District's invitation to have lunch with them on March 25th, to include an update on streetscape status, bond issues, summer water issues, and Wolcott and Vail water issues. Council also requested to be updated on what the district is doing with additional revenue with drought rates. Council was updated on the Vail Mardi Gras event being planned for February 24th. Zemler stated this was a new event to Vail and would be held mostly on private properties. Council approved $300 in in-kind services, such as parking and cleanup. Council gave town manager Zemler authorization to staff approve up to $1500 in in-kind services without Council approval. Council requested a report be given to Council periodically on what projects had been funded. Council agreed to declare March 6, 2004, as Helmut Fricker Day and prepare a proclamation, stating such. The Council agreed to forward its support to the iVorthwest Colorado Council of Governments for a grant to help with the planning of a cultural arts facility in Gypsum. As there was no further business, Greg Moffet moved to adjourn the meeting. Dick Cleveland seconded the motion. A vote was taken and the motion passed unanimously, and the meeting was adjourned at 8:10 P.M. I~ DRAFT Respectfully submitted, Rodney E. Slifer, Mayor ATTEST: Lorelei Donaldson, Town Clerk Minutes taken by Mary A. Caster DRAFT VAIL TOMlRI COUftICIL EVEi~ING MEETIilIG TUESDAY, FEBRUARY 1~, 200 6:00 P.i~i. The regular meeting of the Vail Town Council was called to order by Mayor Rod Slifer at approttimately 6:00 p.m. on Tuesday, February ~17, 2004. Councilmembers present: Rod Slifer, Mayor Dick Cleveland, Mayor Pro-tem Diana Donovan Farrow Hitt Kent Logan Greg Moffat Kim Ruotolo Staff members present: Stan Zemler, Town Manager Pam Brandmeyer, Asst. Town Manager Matt Mire, Town Attorney The f0rst item on the agenda was Citizens Participation. It was noted by the Council that Donovan Park was voted "best park for kids" in the Vail Daily. the second item on the agenda was Resolution IVo. 9, Series of 2004, a resolution decl~~ing Tail's Town Council's opposition to extreme efforts to limit use off eminent domain for the purpose of urban renewal. Town Manager Stan Semler advised Council Colorado Municipal League was urging support of this bill and asked for the town's acknowledgement. Greg Moffat moved to pass Resolution No. 9. ®iana ®onovan seconded the motion. ~ vote was taken and the motion passed unanimously, ~-0. The third item on the agenda was Resolution IVo.'10, Series of 2004, authorising the Town Manager to sign a bargain and sale deed, to sell and convey a vacated portion of platted right-of-way between Lots P-3 and .9. Blck 5-~, Vail Tillage, Fifth Filing, and a contiguous portion of Gore Creek ®rive. George Ruther, Community ®evelopment ®epartment, stated this resolution followed'the passing ®rdinance IVo. 3, Series of 2004, transferring the right-of-way and recording the ffinal plat at the Eagle County Clerk and Recorder's ®ffce. Greg Moffat moved to approve Resolution N®. ~0. Kim Ruotolo seconded the motion. A vote was taken and the motion passed unanimously, 7-0. The fourth item on the agenda was, the Tail Tillage Streetscape Bid Award for 2004-2005. ~- presentation was made by Greg Hall, Public ~Norks ®irector, recommending awarding the bid to B&B Excavating for $6,650,000, to (begin excavation in the spring of 2004, to construct the utility, draanage, Snowmelt and streetscape improvements, including a public batter®om underneath Tendetta's deck estimated at $350,000. Hall stated the project wi91 continue in a spring and fall construction sequence DRAFT for the next 2 years, 2004 - 2005. Greg Moffet requested a breakdown of expenditures be provided to the Council. ,Diana Donovan expressed concern over melting more snow than was necessary for safety. ,Dan _ _ . TalleE~n long time local and qusiness owner, spoke in favor of the snowmelt for a business perspective. After further discussion, Kent Logan moved to authorize the Town Manager to enter into a contract with B&B Excavating for $6,650,000, postponing the $250,000 for the proposed restrooms under Vendetta's deck until the frst supplemental ordinance in the summer. Kim Ruotolo seconded the motion. A vote was taken and the motion passed 6-1, Greg Moffet opposed. The fifth item on the agenda was a proposal to purchase six transit buses from Orion Bus. Council heard a presentation from Greg Hall, stating the Town had secured two FTA grants of approximately $1,420,900 for a total cost •of $1,793,880. The six buses will have cleaner burning engines and will meet all ADA requirements. Greg Moffet moved to authorize the Town Manager to sign a contract to purchase six buses at a net cost of $372,980. Dick Cleveland seconded the motion. A vote was taken and the motion was unanimously approved, 7-0. The sixth item on the agenda was an appeal of the December 8, 2003, Planning and Environmental Commission (PEC) denial of a request for a setback variance to allow for a garage addition located at 1956 West Gore Creek Drive/Lot 45, Vail Village West 2"d Filing. Matt Gennett, town planner, presented the appeal to the Council. Gennett stated the staff recommended upholding the PEC denial of this request. The applicant, Dave Irwin, addressed the Council stating his reasons for requesting the variance. After the discussion, Greg Moffet moved to uphold the PEC decision to deny the variance request, stating he felt it was a grant of special privilege. Dick Cleveland seconded the motion. A vote was taken and the motion passed 5-2, Slifer and Ruotolo opposing. Slifer stated he was more in favor of allowing a garage in the setback as opposed to cars being parked in the driveway. The :>eventh item on the agenda was the Town Manager's Report. Pam Brandmeyer, Assistant Town Manager, advised the Council that Infocenter signs recommended by the Vail Valley Convention and Tourism Bureau proved. to be more expensive than the town planned to spend. It~was agreed to enhance the signs on the north and south sides of the existing signs to include the international logo. Council agreed to proceed with the review of the current no leash policy at Stephens Park. This discussion will be put on the March 2"d agenda to remind all park users to clean up after their dogs. DRAFT ~s there was no further business, Greg Moffet moved to adjourn the meeting. &~im RuotoBo seconded the motion. A vote was taken and passed unanimously, ~-®, and the meeting was adjourned at 6:5~ p.m. RespectfuiBy submitted, Rodney ~. Slifer, Mayor Lorelei ®®naodson, 'own Cierk Minutes taken by Mary A. Caster ]~][~®CILAT~~'g'~®l~T l~T®. ~, 200 IH[ell~~tr ~~IlC~C~~ may ~n ~TA~ZL, ~®~.,®iZA~® The Vail Town Council encourages all citizens to recognize the valuable contributions of Helmut Fricker and does hereby declare March 6, 2004, Helmut Fricker Day. VVIH[>E1l~lEAS, many consider him a true ambassador for Vail. ~']El[1E]I~IEA~, for over thirty years, the community has enjoyed Helmut Fricker's entertainment. WIEI[>ERIEAS, Helmut Fricker has willingly given fun, love and laughter to all, from toddlers to Presidents. ~Wlf~>ERIEAS, the people of Vail would like to give back to him some of the love that he has given all who visit the Vail Valley. W>El[>E-~IEAS, to many, Helmut is Vail He plays at weddings, funerals, apres' ski, corporate receptions, private homes, and on Vail's streets. 1~1®~' '>('H>E]E~~>F®>E~, the Town Council of the Town of Vail, State of Colorado, does hereby designate that March 6, 2004 to be: Helmut Fricker Day in Vail, Colorado. ><N ~'>«'1~11ES~ '>I'>El[lE~IE®1F', I have hereunto set my hand and the Town Seal this 2nd Day of March, 2004. Attest: Mayor, Town of Vail Town Clerk xe~ C~ ~~~ THE~AgI. ~AZZ m [NC. P.O. Box 3035 VAIL, COLORADO Jatruary 2004 81658-3035 970-479-6146 TEL Ms. Pamela Brandmeyer 970-477-0866 FAx Town of Vail 75 S Frontage Rd E-Mail: Vail CO 81657 vjf@vailjazz.org Web Site: Dear Pamela: www.vailjazz.org CHRISTINE B. CARLSON i:hank yc~u for your support of The Vail Jazz Foundation, Inca We: are dedicated to Execueive Director the perpetuation of jazz music and your gift will help us achieve our mission. JOHN CLAYTON, JR. Now in its sixth year, we are in the process of presenting "Jazz Goes to School", a I?irector of Education unique way of teaching youngsters about jazz. The program has been extremely Boars of Direotors successful and reaches over 1,000 students in the 4th and 5th grades in the Eagle County School District. This program is provided free of charge to all students and HOWARD L. S1~oxE has been embraced by the students, parents and school faculty. Chairman DR. KEN BLAYDOW Additionally,. the preparation of` the Tenth Annual Vail' Jazz Festival is well Ross BOYLE underway, and the Labor Day Weekend Party is scheduled for,Friday, September 3 JOHN CLAYTON, dR. - 6, 2004 at the Vail Cascade. Resort & Spa: In conjunction with the Festival, we ROBERT E. FORD ~ w{ll' once: again. provide- full, scholarships: to twelve young high-school. musicians JERRY FREDERICKS for our Jazz Workshop. Jofnv W. GIOVANDO Your support makes. it .possible for the Foundation to continue to present these ANDREA L. GRABOW wonderful programs. Again, thank you for supporting The Vail Jazz Foundation. JR. WILLIE L. HILL, JR. SHUCK HOLCOMB very truly yOUTS, /IIKE PEAK ~ 'J~THY .STONE ~ ~ Christine Carlson Howar Executive Director Chairman The Vail Jazz Foundation, Inc. is a SO1C(3) tax-exempt organization. Tax ID# 84-1305072. Receipt of your gift in the amount of $6,650.00 is acknowledged. IRS non-deductible portion of your gift is $0.00. You have received no goods or services in return for our t ib i y con r ut on. You should keep this receipt with your tax records. Please consult your tax advisor as to the deductibility of your gift. /- ~+. W~~l~.w~a..yv" 1 vl.W1J~+ The following conditions of approval apply to the Seasonal Ice Rink at the Vail ~~ ~~ •~~' Golf Course ®riving Range: (~ ~yt~~ ~•~ G~~1 _d -;~ 1. The conditional use permit approval for the seasonal ice rink is valid until April ~~" #~~ 1, 2005. '~ l~ .. _ _ _._ ~,. ~ ~ _ ___ __6 b ~`~ 2. Occupancy Inspection approval by the Town of Vail Building Division and ~ .Town of Vail Fire Department shall be required annually prior to occupancy ~~ and use of the seasonal ice rink. The applicant shall be responsible ~ coordinating said inspections and shall be responsible for demonstrating ~wF~ compliance with all applicable building and fire codes. 3. All mechanical equipment associated with the seasonal ice rink that is not located within the seasonal ice rink structure shall be located on the north side of the rink and shall be fully screened. 4. If negative traffic or parking issues arise, this approval shall be called up for additional review by the Planning and Environmental Commission at their next available regularly scheduled public hearing. 5. The noise output of the seasonal ice rink and its associated equipment will be the lesser of the 55db (day) / 50db (night) output as allowed by Section 5-1-7, Vail Town Code, or the existing noise output of I-70 traffic. 6. The parking lot shall be maintained free of accumulation of snow or other materials preventing use in accordance with the provisions of Section 12-10-5, Vail Town Code. Adequate snow storage areas shall be provided in accordance with the provisions of Section 14-5, Vail Town Code. A minimum of 75 percent of the parking lot shall be maintained and available for weekend use. 7. Business activities shall not be conducted within the Vail Golf Course parking lot. 8. This conditional use permit shall be valid from October 1st to May 15 annually. No construction and/or installation of the seasonal ice rink, including any related equipment (including the zamboni shed) or structure, shall commence on the site earlier than October 1st annually. Operation of the seasonal ice rink shall end no later than April 1 annually. The seasonal ice rink, including all related equipment (including the zamboni shed) and structures, shall be removed from the site by no later than May 15 annually. The storage of materials or equipment (including the zamboni) related to the seasonal ice rink shall not be permitted on the site later than April 1st and earlier than October 1 st annually. 9. The hours of operation of the seasonal ice rink shall be no earlier than 6:00 a.m. and no later than 11:00 p.m. daily from October 15` to April 1 Sc annually. 10. The applicant shall schedule use of the seasonal ice rink for the general public. A Memorandum of Understanding shall be executed, to the Town's satisfaction, between the Town and the applicant addressing the scheduling of use of the seasonal ice rink. 11. The use of the seasonal ice rink shall be limited to ice-related athletic activities and similar activities customary to the operation of an ice rink. K e • Cow+~a ~i rr~VAIL pAZZ i ]FOUNDATION, wc. P.O. Box 3035 VA1L, COLORADO 81658-3035 970-479-6146 Tel 970-476-6556 Fax E-Mail: vjf@vailjazz.org Web Site: www. vai Ij azz.org CHRISTINE CARLSON Executive Director JOHN CLAYTON, JR. D/RECTOR OE EDUCATION BOARD OF DIRECTORS HOWARD L. STONE C.YAIIUVIAN DR. KEN BLAYDOW ~® (~„ . G~Oe~~~ ~®AO~ ~s $9~u~ ~~~p ~®~ ~ ~~~su®ml #~o ~~~r~~~ ~3~~7, 2®®~ ~'he 2®®3-®4 ~~zz does to Schoofl Schedule Session #1: November 3 - 6, 2003 Session #2: January 5 - 9, 2004 `~ Session #3: February 23 - 27, 2004 '~ Session #4: April 12 - 13, 2004, Vilar Center for the Arts ~~~ Ross BOYLE The Vail Jazz Foundation's (VJF) Jazz Goes to School program returns to Eagle County Schools the week of January 5, 2004. This program offers an innovative and JOHN CLAYTON, JR. fully integrated approach to teaching music and social studies at the elementary JERRY FREDERICKS school level. And best of all, the kids think it's cool! ROBERT E. FORD JOIitJ W. GIOVANDO The program is presented by the VJF to all fourth and fifth graders 1n the public ANDREA L. GLASS schools of Eagle County, plus the Eagle County Charter Academy, Vail Mountain DR. WILLIE L. HILL, 1R. School, Eagle Valley Christian Academy and St. Clare of Assisi. This year, Jazz Goes to School will reach over 1.,000 students as the program continues to expand to CilucK HOLCOMB serve the ever-increasin student opulation. You are invited! g P Sessions 2 & 3 will ivi[KE Pe:Ar: cover: CA'rllY STONE Sessions lI ~ III: An introduction to the rhythm section, and its import role in jazz, is introduced in session [I along with the bass. In sessions II & III, a jazz trio teaches and demonstrates the concepts of melody, harmony, walking bass, improvisation and I2 bar blues chord progressions. The evolution of the music is related to important historic periods and events that took place from 1900 into the 20's and 30's. Jazz Goes to School is sponsored in part by Alpine Bank, Buckman/Blount Commu- nity Use Fund, City Market/The Kroger Foundation, Colorado Mountain Express, ., Eagle County RE-~OJ School District and PTOs, Ella Fitzgerald Charitable Founda- ~. lion, The Evjue Foundation, Inc., Taste of Vail. The Town of Vail, The Vail Valley Foundation, Vilar Center for the Arts Beaver Creek, Walmart Foundation, the Colo- COLORAD000UNCIL rado Council on the Arts-a state agency funded by the Colorado General Assembly, ON THE ARTS and the National Endowment for the Arts, a federal agency. N N .~--~ XC: 6c~: ~~~®~ January 2003 ~Pep~~~di ff®~ Aspen City Council City Hall 130 S. Galena St. Aspen, Colorado 81611 P~~p~~~a8 b~ BBC Research St Consulting 3773 Cherry Creek N. Drive, Suite 850 Denver, Colorado 80209-3827 303.321.2547 fax 303.399.0448 www.bbcresearch.com bbc@bbcresearch.com 0~ rass~9~ti®~ ~rlit0~e CommArts, Inc. 1112 Pearl Street Boulder, Colorado 80302-5196 303.447.8202 fax 303.440.7096 IComfeld Koslosky Properties 1 i 65 South Pennsylvania St., Suite 200 Denver, Colorado 80210 303.777.0386 fax 303.777.1920 T~ `.Jl ~ "I i ,~ ~°able of Contents i. introduction The Aspen Retail Study ...............:...............................................................:............................................................. I-1 Participants .......:......................................................................................................................................:............... I-1 Approach .....................................................................:.......:................................................................................... I-2 Report Organization .................................................................................................................................................1-3 11. aituatlonal Analysts Retail Sales Stagnation .............................................:..............................................................................................II-1 Resort Comparables .........................................................................................................................:.................... .. II-2 Seasonality ............................................................................................................................................................ .. II-3 Retail Trade Trends ................................................................................................................................................ ..111 Qualitative Indicators.........: ........................................................................:......................................................... ..II-5 Causes of Downtown Decline ........:....................................................................................................................... ..II-6 A Changing Economy ........................................................................................................................................... .. it-9 Resort Suburbanization ......................................................................................................................................... II-10 Down Valley Retail Leakage ................................................................................................................................... II-11 Other Mountain Resorts ........................................................................................................................................ II-12 Internal Factors ..................................................................................................................................................... i1-13 iii. Pilate Niafking, Retell Design and Downtown Functionalit~- Creating the Attraction ...............................................................................:.......................................................... III-1 Placemaking.......: ................................................................................................................................................... III-1 Dwell Time ....................................................................:........................................................................................III-2 Wayfinding tx Signage ...........................................................................................................................................111-3 Memory and Prophecy ...........................................................................................................................................III-4 Fire + Water +Ice .........................................................................................:.........................................................III-5 Storefronts .............................................................................................................................................................III-G An Invitation ............................................:............................................................................................................. III-7 Messy Vitality .........................................................................................................................................................III-8 ON/o ~®w¢Omsa®ws good r~l~s~~at~®e~s Seven tYey Concluslons ...:....................................................................................................................................... IV-1 National Economic Trends ............................ ..................................................................................................... IV-1 Demographia ..........................................................:............................................................................................ IV-2 Downtown Functions ............................................................................................................................................. IV-3 Supply and Demand .............................................................................................................................................. IV-4 Ground Floor Non-Retail Uses ................................................................................................................................ IV-S Development Regulation ........................................................................................................................................ IV-6 Community Redevelopment Options ..................................................................................................................... IV-7 Demographia ....................................................................................................................................................... IV-2 Downtown Functions ............................................................................................................................................. IV-3 Supply and Demand .............................................................................................................................................. IV-4 Ground Floor Non-Retail Uses ................................................................................................................................ IV-5 ~e Strategiles and Tactics Business Improvement District .....:..........................................................................................................................V-1 Civic Uses, Residential, Entertainment Offices ..........................................................................................................V-S Signage, Stornfronts, Lighting, Public ~-ccess ...........................................................................................................V-7 Retail, Offices, Civic Uses, Entertainment .................................................................................................................V-s3 Parking, Visitor's Center, ICiosks ...............................................................................................................................V-9 Events, Festivals and Business Incubation ...............................................................................................................V 11 The Resort Town as a lxaming and Experimental Center ......................................................................................V-16 Seeti®r~ 1. Intr®duetion The Aspen I This report sutrunarizes amulti-disciplinary investigation of downtown Aspen's retail environment, supports observations Retail Study and conclusions regarding Aspen's "retailing health,° and develops a series of recommendations for improving downtown business conditions and stimulating economic revitalization. Project Objectives After two years of declining city sales tax revenue, and a growing sense that the Aspen downtown was slowly losing its economic and social vitality, the Aspen City Council retained a consulting team to examine downtown retail conditions and engage the community in a discussion of alternative courses of action. Although downtown Aspen has many functions, the focus of this study is on the retail environment and retail performance. The objectives of this effort were three fold: ^ Quantify and characterize Aspen's current retail position and current retail trends; ^ Document the community's goals for downtown; . ^ Develop strategies for stimulating retail growth that respect the realities of the marketplace and objectives of theAspen communiry. ~~rta~a~~~t~ Project Team The consultant team consisted of three Colorado consulting firms: ^ BBC Research bl Consulting (BBC) managed this project and had responsibility for documenting ewnomic and market trends influencing Aspen retail; . a CommArts,lnc. provided urban design and place-making concepts as well as experience from other retail environments. ^ Kornfeld Koslosky Properties, LLP (KKP) offered a landlord's perspective on retail development issues and analyzed landlord/tenant relationships. BBC RESEARCH ST CONSULTING ~ SECTION i, PAGE 1 ~et~ ~o ~nt~duct~®~ ~~~~r~~~ Qr~~ll~un9~ ~9®Irksh®~~ This project was based on a community process, which focused on three retail workshops each building upon the prior presentation and culminating in the conclusions and recommendations set forth here.'The consultant team began the project with data collection and interviews with local merchants, property owners, mazketing professionals, city council and Interested citizens. Formal input was received from representation of organizations, such as The Aspen Chamber and Resort Association, that have a particular interest in the downtown. We collected and analyzed relevant data and presented our initial findings on market trends, comparative communities and conclusions at our first public meeting. This session ended with participants breaking into small groups to discuss and debate these findings. The results of this workshop aze gnmmari~r~1 jn AppendlR A. The project team completed additional investigations before returning to the community for a second workshop, which focused on retail design, place snaking and retail support requirements. This presentation was also followed by a small group workshop where participants offered their reactions to many of the ideas put forth and debated alternative solutions. A final presentation further developed many of the ideas forthcoming from initial workshops and offered refined ideas to participants for comment and critique. Again, small group discussions provided immediate feedback and reactions. Throughout this process, attendance at the workshops averaged about 50 citizens most of whom had direct interest in downtown retailing or property management. The workshop process occurred during the fall of 2003. This final report along with final presentation to the Aspen City Council was presented in January 2004. This report synthesizes the data and community direction developed through these community meetings and offers a final refinement of the consultants' recommendations. ~~6®~ Stltedle~ This analysis owes a great deal to work done over the past few years by the Aspen community. In 1998, the city completed a Downtown Enhancemess# and Pedemian Plan, which addressed physical issues in the downtown and lead to the 2000 Mill and Hyman Streetscape Pilot Project. In 2000, the community updated its AspersArea Community Plan, and shortly thereafter in 2002 the Ernnomsc Sustainability Reporx. The later focused on strategies for a more aggressive and proactive public effort to build and ~~~ ~E3EARCIi ~T •1.OWSUI.TIPdG $ECTIOM 1, IrAGE 2 Section 1. Introduction sustain the local ewnomy. Additionally during 2003, a local committce issued the InfiUStudy, which recommended certain changes in the ciry'sdevelopment code as a means of stimulating new housing and redevelopment opportunities. All of this work served as a foundation for the retail targeted effort represented by this report. Report Organization Assistance The consultant team would like to express our appreciation to the many Aspen community members who participated in this project and gave freely of their time and expertise. Particulaz thanks are owed to Andy Model who azranged a series of valuable focus group sessions with community leaders. The city's planning staff, particularly the Community Development Director Julie Ann Woods, provided a great deal of assistance by organizing, promoting and documenting community work sessions and staffing the small group discussions. Finally, we would like to thank the Mayor and Aspen City Council for their time, input and participation throughout this process. Format This report has four sections. Section II, which follows this introduction, provides a technical analysis of downtown retail conditions and a discussion of the mazket trends shaping the Aspen retail environment. Section III offers a summary of CommArts' presentation on the nature of place making and an assessment of Aspen's functional strengths and weaknesses. Section N syntheses this information and presents key conclusions, while the final Section V presents a series of recommendations for strengthening the Aspen downtown retail function. Appendices summarize the results of each work session. BBC RESEARCH ST CONSULTING SECTION 0, PAGE 3 This section describes. the performance of Aspen's downtown retail core, compazes Aspen's experience with that of other resort communities and offers an analysis of the forces shaping Aspen's ewnomic conditions. ~~5~9~ ~~9~s ~pe~d~ !llthough Aspen maintains one of the largest retail economies of any of the western mountain resorts, it has witnessed three dears in a row (2001-03) of declining sales activlty.f As evidenced below, Aspen's total retail sales peaked in 2000 at nearly 1400 million, but sales declined steadily in the ensuing two years, falling to $370 million in 2002 and a projected to repeat at the same level in 2003. Esdalbl4 D9-9. aspen ~®t~0 I~e8~1~ ~~9es, by lfe~r 5500 5400 ~ $300 ~ S2o0 N $100 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Source: Gty of Aspen. r Data for Nov. and Dec 2003 are not yec available. It appears that retail sales in 2003 will break even with 2002 performance. ($l3~ (RESEARCH ~ CONSULTING SECTION BO, PAGE 1 Section 11. Situational Analysis Resort Comparables Other Resorts Have Similar Trends Aspen's recent retail decline is in keeping with the experience of most western resorts. The towns of Vail and Breckenridge, the second and third largest retail resort economies in Colorado, have seen similaz trends. Steamboat Springs is the only major resort to witness continued retail growth since 2000, a trend that is best explained by the absence of any significant competitive retail centers in the northwest Colorado and strong non-tourism trade. Exhibit II-2. Retail Sales -Colorado Resort Areas 5600 5500 f400 O ~ 5300 v 5200 5100 ....... ~- Aspen -:;i-- Vail Steamboat Spgs ~~..•- Breckenridge Piftn. Village/ Telluride Crested Butte/ Mt. Crested Butte Winter Park 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Source: Colorado Department of Revenue, Total Retail Sales. BBC RESEARCH ST CONSULTING SECTION II, PAGE 2 ~~e~~ ~~o ~~~~~ ~ina~ysis ~~~~®m~~~B~~ 1~90nug~~ S~~c~s 1~~~ ~~ A closer examination of Aspen's monthly retail sales data provides greater insight into recent performance. While summer and old season sales have remained stable, winter sales have declined markedly. Exhibit BB-3. Aspen Retail Sales by Month and Year s6o $so $ao $30 $2(1 $10 $0 ,~- ~s~s --._.~ ~~ ~, a~ ~~ aoo~ - 300 ~ _ coos Plov. Dec. Jan. Feb. March April May tune July Aug. Sept. Od. Source: Gty of Aspen (Actual f). Softness in winter destination skier activity is also evidenced by similar declines in hotel occupanry rates and lodging tax receipts. ~C$C (RESEARCH ST COIdSULTIFIG SECTION iI,.PAGE 3 Section I1. Situati®nal Analysis Retail Trade Trends Little Change in Retail Sales by Category Perhaps surprisingly, there has been very little change in the distribution of sales by category over the past decade. Tourist accommodations, restaurant and sports equipment all contribute roughly the same proportion of overall business activity. Exhibit 11-4. Composition of Aspen Retail Sales t993 Other Retail (B%) ~..._. Specially Retail (6%) General Retail (4%) Food 6t Drug Stores (1196) Clothin_ (72%) Source: City of Aspen, 2003. tourist \ccomodations 26%) Restaurants/Ban (1996) Sports Equlpment/Clothing (~%) Utllitles (B%) Spedalty Retail (9%) 2002 Other Retail (S%) General Retail (~%) Food 6t c .; Drug Stores (1096) ~.; . ~~~~~~! ~~ ~~1 Clothing Stores (9%) °` Tourist ~~~ Accomodatlons (27%) -I1 ,y Restaurants/Bars (18%) Sports Equipment/Clothing (~%) BBC RESEARCH bt CONSULTING SECTION II, PAGE 4 ~~~~ ~~o ~~~~~~n~~ na~ysi~ ~a~~~8~~t~8~c~ ~~n¢8~¢~t~~~4 For most observers the "decline of the downtown," is less about numerical decline and more about qualitative measures. Most often, Aspen downtown observers say that the downtown has lost its vitality and vibranry. Other typical comments are highlighted below. BBC (RESEARCH St CONSULTING SECTION 11, PAGE S Etthiblt 11-5. QuallYagiee ~upr~ssions ®f I~st il1~118y Bastion 11. Situational Analysis Causes of _ Downtown Decline Retail Activity Reflects Other Factors Retail is a reactive business, it responds to economic and demographic changes. Retail does not cause these changes; it reflects them. There is broad agreement regazding the nature (symptoms) of Aspen's downtown problems. There is less agreement over why the community and market has changed and what has caused downtown retail erosion after many successful yeazs. By our analysis, there aze three categories of factors that have influenced Aspen's downtown in recent years: ^ National trends -socioeconomic influences from outside the local economy. ^ Regional trends -changes in the local (Roaring Fork Valley).economy and retail mazketplace. ^ Local or resort factors -trends in Aspen resort market conditions. These influences aze discussed below. ,_ .. ~ . iNational Trends National factors aze well recognized and aze mostly related to fluctuations in national economic conditions and pressures on the national and international travel and tourism mazket place. These include: ^ Unfavorable economic conditions ^ Increasing resort competition ^ An aging skier market ^ Evolving national retail business Vends Rlational economic conditions. The recent economic downturn, since early 2000, has been particularly difficult for mazkets that have traditionally supponedAspen -California and New York. The uniformity of resort experience, in terms of retail loss and the timing of mazket downturns, supports the view that broader economic trends are a major contributor to the loss of retail sales. Nevertheless, the decline of retail business does not explain the community's large concern that the loss of downtown vitality is in excess of the loss in retail sales. BBC RESEARCH ST CONSULTING SECTION II, PAGE 6 ~~~~~~ ~~o ~~ i~~ na~y~is flays®et ~®~0~,~~6t1®se. Aspen was among the first destination ski resorts and for decades has had to withstand competitive buffeting as newer resorts emerged, often in advantageous locations or with improved services and facilities. Generally, Aspen had withstood these challenges, but more recently many resorts have been far more aggressive in making investments in improving visitor offerings. The following figure shows the western resorts that have major downtown projects underway or approved. Exhibit ii-6. Resort Village 9tevitaiiaations ® Yellowstone Club a Big Mountain ® Teton Village Qaclcson) o Targhee o Big Slry '~`~ .;. e Canyons ~ 'r i. - ~ ~---~.: ~. -..~_r.a_._._..:_.._ ® Solitude 1: ;~~+,-.~_,~nter rk . '----: t~-- ~ Snow Basin Beaver Cre k _ ~ _ -- --- - o Parlt City ®: , , ®„~ envier ~--~ ~, "~-''--'-Copper ountai ~ ;~ -.--..._._~_ Y ~; ~re er~dg . __ ~_ -~:=,~ . Sno ~ ss ®® -. ~--~= ~P~iiighl ~ . _._.. _ _. - _. lw ,-~ --.~ ._ ® Northstar .. ® Heavenly ~~~Ac~unta Village ~ ® Mammoth -~t r•<. :;;~•,.-_~ . _; .. ;,,..:.4 r``` }: ..:: ® Vellew ~'-® ra go ount in R~3®tt f,`~ - ~ ~-` y r'- '' ~~:;-- l j: .t: l ~ ~ ~ 1 13BC RESEARCH ~ CONSULTING SECTION 11, PAGE 7 Section li. Situational /Analysis In addition to redesign of downtowns, many resorts aze adding parking, gondola based transit systems or subsidizing marketing and air travel to gain competitive position. Increasing competition has taken a tou on Asperi's wiiitcr business. /aging marketplace. Nationally the average age of skiers has increased by six yeazs to 32 since 1995. The Aspen Skiing Company reports some of the oldest skier populations (as well as wealthiest and most loyal) of any western resort. Local anecdotal evidence supports a perception of the "graying ofAspen." Traditionally, Aspen has been satisfied with its market demographics and has not aggressively pursued further mazket diversification. This is changing. Although an older market has loyalty and disposable income, it does not require the same functions from the downtown and does not use the downtown in the same fashion as younger guests. The current Aspen visitor tends to be from well-to-do, urban markets that offer a full range of retail goods and services. Visitors tend to stay in well appointed lodging, often second homes, and thus do not use the downtown for the sazne social reasons that motivated visitors in past decades. In short, the Aspen Market in 2003 uses a downtown in a very different way than the Aspen market might have in 1980. These mazket trends have been favorable for certain types of retail (household furnishings, upscale clothiers) but difficult for others, particularly bars and entertainment that tend to rely on a younger crowd. Retail restructuring. On a national level the retail business continues to change and evolve. This evolution also influences what is offered in Aspen and how it compares to retail experiences in a visitor's home. Key trends include: ^ A continued decline of mom and pop stores; o Over building of specialty stores and national chains; ^ Growth in Internet sales; ^ Incorporation of entertainment functions into the retail environment. Primazily these trends serve as a reminder that retail is always changing and reacting to broader mazket and economic conditions. Even a razified and isolated market such as Aspens' must respond to these same forces. BBC RESEARCH St CONSULTING SECTION II, PAGE 8 ~~~~~~ ~~a ~~~~e~r~~~ na~~~~ ~~®Bt1~8~'lt ~ ~~~~®~aa vP~~~$ In addition to broader national uends, Aspen's retail community reacts to changes in the regional marketplace. As with many resorts, Aspen has moved away from its sole reliance on skier and visitor expendirures toward a more diversified economy that relies on real estate activity, construction and a growing retired or semi-retired community to support the local economy. Exhibit 9B-~. Rise of i\iew- Resort Economy ~~~S~t~~ ~: " ~xp~ir~tii#ailrex. : ®®ver~aight ~eaests ® '6ransactl®n-i3ased ~.~~ ..,~ >`Generaik®~s ® ®Latside 9nvest~raents A#1~eit~ . . _w___ __ .~..~._. ® Exp®rt 6LSSinesses ® ®ay i/isit®r$ ® N®t f®r Pr®fits ~ Planners ® ~llaintenance and Sapp®rt I ® ~®dern @iV®rkers . ® Retirees ® G®vernrnent The new resort economy, which developed over the past 10 -15 years is not as retail focused as in past yeazs, and tends to support retail stores that are oriented toward second homeowners and repeat customers. As a rule, the uaditional core resort towns, such as Aspen, aze not as well positioned to respond to this changing local economy because oftheir up-valley location and physical constraints to redevelopment. BBC RESEARCH St COIdSULTIMG $ECTIOId II, PAGE 9 Secti®n 11© Situational Analysis ~esori Suburbanization In addition to fundamental changes in the resort economy, the physical spread of resort influences have widened, in essence creating a down valley suburbanization with multiple communities sometimes many miles apart participating in the new resort economy. As the resort influences widen, communities begin to specialize: Exhibit II-9. Resort Suburbanization r.------: ---~-----~-~--- s.; ~~r'~ l~~~~;er~ °It ~~n I ... ~ ___ _ ~~~_ ~_-- ^ Brand Name/Image ^ Tourist Accommodations ^ Tourist Retail ^ Largely Built-Out a i~ .~ _~~'p~~ot-f r~~r~~~..~_ _~~_~__ -~ ^ Professionals/ Longtime Locals ^ Local Retail ^ Golf ~~~,wlFlS~±.~e~~~~~, w _ ~lici~fir~ee~~.e ~e~e~ ^ Worker Housing ^ Trophy Ranches ^ Industrial/ Commercial Space ^ Golf Communities In these instances, the retail entities within the communities also begin to specialize with the core resorts retaining their visitor/tourism focus while the down valley communities develop more auto-based, locally oriented shopping. SECTION 11, PAGE 10 BBC RESEARCH St CONSULTING ~~~~ ~~o ~~~~ ~ na~ysi~ ®~at~ ~~9~~y ~~~~~0 ~~~~~~~ ~~~~e~ ~e~~98 f~a~~~ ~®ea~~~~~ 8at~ ~ I~~~ ~~~[~~gp8~¢~ As a result of these trends, most resorts are seeing significant loss of retail market share to competing local communities. Aspen's share of the Roaring Fork retail marketplace has declined from 32 percent to 29 percent of all sales over a six year period. Exhibit iB-10. Aspen ~aad Snowren~ss Sales 4~x CoBle~ions as ~ Percent og the Ro~rin~ 1Forlt RAarEcet 60% 50% i ro ~ 40% 0 c a 30% 0 m 0 a ~ 20% 6 10% ~% --~ Aspen Quarterfq °° Aspen Annual ~ Snowmass tillage Quarterty ~-~ Snowmass.Nlllage Annual 1st 2nd 3rd 4th 1st 2nd 3rd 4th 1st 2nd 3rd 4th 1st 2nd 3rd 4th lst znd 3rd nth lst and 3rd 4th lst Lna sra gm Est [na I I I I I I I I I 1996 1997 1998 1999 2000 2001 2002 2003 Source: BBC Research ~ Consulting, Colorado Department of Revenue, Sales Tax Division. 6~C idESEARCN bt CONSULTING SECTION II, PAGE 11 S~e~tti®n !1. Situational Analysis Other Mountain ReSOrtS Other Colorado Resorts are Also Losing IN~rket Share This trend is not limited to Aspen but is evidenced through western resorts. Exhibit II-11. Major Colorado Resorts as a Share of Their Respective County Market 6016 6DX ~~ ~~ ,~. ~. .9. ~. m. ~. ,~ ,~, ,99. ,~ a9oo ~, ~: l6m Crested Butte and Mt. Crested Butte/Gunnison County 60% 60M 19. 16. .9. >ow ID,6 a9r ]ow ,~. ~» as ,996 19A ,990 ,999 1000 fool - ]001 1001 Source: BBC Research & Consulting, Colorado Department of Revenue. BBC RESEARCH ST CONSULTING SECTION II, PAGE 12 1996 1991 19N 1999 3000 1001 1001 1003 Winter Park/Grand County ,996 1991 199e ,999 1000 100, ]003 199] ~~~~~~ ~~o ~~~~~~ na~ysi~ Oa~$c~po~~0 Rfd~~~ a®~~~ [~®09~6e$ ~~o~ a~lp9t~~ 4rr~~cHs ~~~® ~Irfroga~~tt 4ltB~ ®®~aott®caoo A great deal of the workshop session discussion focused on factors internal to Aspen or the downtown that also contributed to the retail sector's recent lethargy. Several of these issues are discussed in greater detail elsewhere in this report. Exhlhslt 86-~ 3. leeterwal 6:actors On~Uuenciro~ ®ovNn4oewun Re~iF Source: BBC Research & Consulting, 2003. BBC RESEARCH ST CONSULTING SECTION II, PAGE 13 Section 111. place IVlakin~, Retail design and Downtown Functionai~t creating ine Attraction Piacemaking This section briefly summarizes two workshops that focused on the design and functionality of downtown Aspen. It is not possible to capture all the nuances of those presentations or the robust discussions that occurred in the ensuing community workshops, but key points and conclusions are highlighted, along with many of the presentation graphics that illustrated these concepts. Components of Place Creating attractive and functional retail environments is particularly important in resort communities because a resort's public spaces are an intrinsic part of a visitor's experience. Resort retail is more than a necessary convenience. To operate successfully resort retail requires a subtle blend of sociability, diverse activities, pedestrian linkages and ambiance. Traditionally, Aspen has been among the very best resort retail experiences, effectively creating a unique sense of place that has set Aspen apart from other resorts. Exhibit III-1. Components of Platemaking BBC RESEARCH ST CONSULTING SECTION III, PAGE 1 Source: CommArts, 2003. ~ti ~~o ~~ akin® Retail esign and ®wnt ~un~t~~~~~ Great downtowns and great retail create an ambiance that causes people to remain and participate in a rich active environment. Good retail centers are comfortable, they attract a vaziety of people, they support multiple civic, retail and social functions and they are intriguing, attractive environments. In short, they aze places where guests and residents want to congregate, where they want to stay beyond the mere functional requirements of their visit. 1=xhibit BIB-a. ®well ~'irroe ~: Source: ComM4ts, 2003. BBC RESEARCH ST CONSULTING SECTION III, PAGE 2 Section 1110 place I~iak~i~~g, Retail Design aid ®owo~t®wn Fancti®i~alety Sign~ae bt Wayfinding Making People Comfortable Great retail spaces are also simple and intuitive. Signage and wayfinding materials are particularly important in resorts that have a large share of new visitors that are finding their way around for the first time. In the best of situations, signage is clear but subtle and engaging. It is part of the place's story not an institutional appendage. It informs and directs and adds to the area's appeal without the participants' conscious recognition. Exhibit III-3. Wayfinding Source: CommArts, 2003. BBC RESEARCH Sr CONSULTING SECTION III, PAGE 3 ~t~ ~~~o ~~ kir~` ~ it~tail esin and wt ~~n~t~®~~~~~ ~~Ir~®1~ ~~a~ ~~®~~~~~ Exceptional public spaces and exceptional retail experiences combine nostalgia and hope, memory and prophery. They engage participants with a sense of the place's roots and history, but also in the best spaces, an equal sense that the area is alive organic and evolving. An old warehouse district on the cusp of becoming a fashionable arts or entertainment district is an excellent example of how that tension between memory and prophecy create excitement and interest. I:xhibi~ ili-~. RAemory ~n¢B Pro~SiDety ,MEMORY!- Source: GomrN4ty 2003. BBC RESEARCH St COIdSULTIPIG SECTION III, PAGE 4 Section 111. I~lace Nlakang, Retail Design and Doo~nt®wn Fancti®nality Fire + 1Alater + Ice Engaging the Audience Adding basic elements to a retail center, fire water and ice, is another way to create a tension between the built environment and the natural environment in a way that engages and stimulates participants, generates additional dwell time and adds basic attractions to the downtown. Exhibit 111-5. Basic Elements FIR[ + ~.. ~~~444 ~.. 3 ~ ~~. . .yr _ ~ mi'l' -s~ ~ 4. E ? ~~ ~ ~ `b ,~ ~ r: Source: CoinmArts, 2003. 86C RESEARCH bt CONSULTING SECTION III, PAGE S ICE + ..... yen ~~~o ~~ akir~~® ~etai~ sign and t ~~~t~~~~~o~ ~~~~r~~ ~~~~aa ~®~~ Storefronts communicate a great deal about the vitality of an area. They should be "labeled" but not themed, they should be lighted in a manner that draws one's attention to the merchandise, they should be varied not orchestrated and they should always be part of the show. Exhibit IBI-6. Storefronts Source: CommAry 2003. RBC RESEARCH ST COIdSULTIMG $ECTIOPI III, PAGE 6 Section 111. place I~Iakin~g, detail ®esign and Downtown Functionality An Invitation Come to Town When a place has character, when its signage works when its storefronts and public spaces aze allowed to experiment and change, it communicates that this is a place that people care about, and this is a place that is inviting. Public places aze inclusive places that demand people. Aspen needs to make that invitation for others to join in. The ultimate message of Aspen placemaking should be that Aspen has a downtown, which implies multi-functions, housing, government and services, not just retail. A downtown is the community center; it is a great deal more than a shopping district. Exhibit III-7. Come to Town ~vw.,• ~ ~i ~~ X ~. Source: CommArt, 2003. BBC RESEARCH St CONSULTING SECTION III, PAGE 7 ~~t~~ ~~~o ~~~~~ ski ~ ®Itet~al ®~i ~ ~~t~ ~ ~~~Q~~®r~~8~t~ r~~$$~ ~6~~aat~~ ~~~~d~p~t~~ ~~e~~ ~~de As~e~ ~I~e~~ For years Aspen has embraced a concept of "messy vitality," but over the years Aspen has lost a lot of what was vital and certainly more of what was messy. The following picture (from Berkeley, California) was. used in a lengthy workshop discussion regarding downtown vitality, and ways of finding a balance between preservation of place and accommodation of change. Aspen has traditionally been a rich and vital experience, but it is drifting toward a thematic reproduction -too much memory and too little prophery -yet it is still an extraordinary place. The greatest challenge facing the community in strategizing about revitalizing downtown will be in fording the confidence to allow change to occur and accepting the risk that some of what exists will be lost. ~xhiblY ill-. Nliessy l/itatity ~~~ J ~ ~ ~~~ ~~~~. K~2YfFC~- _0~~. fi~h~f F'l9'.. C1111C1~f~1~1 ~~POef.;: .' ~fFci¢ive: ~ t ~wr~Ot17f i4i ~:r~t~~~ I., . ~iAttl~~ r}Cf: . ~. ~i~.~a9e 1 ti° 1 i ;r FF a~owiikr~4 (iaC+; J < ,. ~1Lt: ~~.,o~ed: - ~ ~~tatl/real 1~tlrc~~.ti~ieie~ ~ rr#afis a,l~.: xo:~t. T~{;~~ aid. ~, J) yitr<ie¢y. of pods; ~aiatY.lora~o:. We~~ dPtJ a:~1: ~~ 1 . ~~::Yr~~ati~tsr.~; w+l:.: cu~~.~ Source: CommArts, 2003. ~d;C RESEARCH St CONSULTING SECTION Iii, PAGE 8 S~~tion !~/. Conclusi®ns anti ®l~servations Seven _ 1Cev Conciusions National Econoa~eic Trends This section sets forth observations and key conclusions forthcoming from the consultant team's analysis and the community workshops conducted as part of this project. Aspen retailing was hurt by the national economic recession and a continuing softness in the destination skiing market. National economic forces that are not easily remedied by local actions and these conditions are undoubtedly the primary reason for the recent decline in Aspen retail sales. Further, the recent business downturn is almost exclusively a winter phenomenon while summer has remained strong. Nevertheless, the downtown's lack of vibranry, excitement and energy is a larger problem than simply diminished retail sales and not fully explained by slowed national economic performance. 7. External market and eeono~ic factors largely explain recent downtown retail sales performance Immediate retail decline is largely driven by external factors. ® business downturn is largely a winter phenomenon. ® Lack of downtown vibrancy has more complex origins. The loss of downtown vibrancy is a more complex issue than the actual loss of retail business. There are national market problems that can't be solved in the downtown. BBC RESEARCH ET CONSULTING SECTION IV, PAGE 1 ~~~~~~ ~o ~~~~~~~~~~ aid ®s~ etas ~~wn~~rr~Qn~nBc~g ~Qnn ~~~e~~o ~c~~~g~~ ~~~~g The consultant team acknowledges that downtown Aspen and the performance of the core azea retail community is in large part a reflection of changes in the demography of Aspen visitors and residents. As the resort has evolved, becoming wealthier, older and urban, the use and function of the downtown has also changed. There is less demand for entertainment, nightlife and apr~s ski activity. There is more demand for high-end restaurants, specialty clothing and household furnishing. A more discerning guest, typically with sophisticated retail readily available in their respective hometown, is less likely to linger and shop in the downtown. These problems are exacerbated by the loss of distinctive or unique Aspen shops. It is also noted that a large share of Aspen visitors stay in very comfortable, private accommodations, often away from downtown, thus there is less reason to venture into the core area or stay in the downtown for an extended period. Retail is a reactive business. Successful retail coevolves with customers, changing over time as mazkets mature or rejuvenate. Aspen retailing and the Aspen downtown experience cannot return to past eras because markets and demographics aze very different. We may be witnessing a fundamental shik in western resort markets and resort retailing, and downtowns, if they are to succeed, must have the flexibility to respond to changing market conditions. ~e The Aspen visit®r fnarleet c®ntinues t® ev®iv~ ane~ ~h~n~eo ne a~ann®t f®re~ the ¢i®~rnt®~rn t~ ~~ s®ethia~~ t9~~ ~a~icet won®t accepto ® Retail as always a ~eactlve ana~-kete ~~C (RESEARCH Si CONSULTING SECTION IV, PAGE 2 Section IV. Conclusions and Observations Downtown Functions Downtown Potential Despite its difficulties, Aspen remains one of the great resort downtowns - even more reason to unleash its potential to the fullest extent possible. The downtown core is well situated in relation to Aspen Mountain, and it retains its traditional grid system and much of the community's historic mountain architecture. The core azea is largely free of traffic and well designed to accommodate pedestrians. Downtown also has many surrounding hotels that aze importanrcontributors to the area's vitality. A notable shortcoming lies in the downtown's relatively modest densities in the surrounding neighborhoods and the absence of year-round occupied housing. Again, despite current challenges many merchants aze prospering and current lease rates indicate a strong retail performance for those retailers who have found the right mix of product and market. Finally, it should be noted that even in the best of mazkets retailing is subject to a high business mortality rate. A healthy retail environment is always changing and adjusting to markets. Good retail areas will always have a high mortality rate as business experimentation is encouraged and failure accepted as part ofthe process. 3. Although imperfect, Aspen remains one of the best do~rr~to~rn patterns of all in the resorts a historic buildinggs, comfortable grid layout, functional connection to tf"ie mountain. Pedestrian connections to surrounding accommodations bt transit. ® Some merchants are prospering. ~ Retail by its nature has a high mortality rate. BBC RESEARCH St CONSULTING SECTION IV, PAGE 3 ~~~~~~~~ ~~o ~®~e~~s~®~ end ~~~~r~~ ~a~`~€ia~~ ~r~d] ~~t~~~c~l Gi1m~ tlella~~~i~c~~l ®®we~~®wn From the eazly 1970's and forward, the Aspen community acted aggressively to protect the downtown, preserves its historic character and limit the unbridled excesses of unregulated development. More recently, the community has taken a number of steps through the imposition of impact fees and exactions to mitigate the offsite impacts of commercial development. This commitment to preservation and accountability allowed Aspen to enjoy its notable success and retain the appeal that has made it an internationally renowned resort. For those businesses or properties that were effectively grandfathered, regulation has also created a protected oasis where demand had grown steadily and supply has remained fixed. Not surprisingly, in this supply constrained yet demand expansive environment, property leasing rates have skyrocketed and retail offerings have narrowed. Over time sustained high lease rates have contributed to the increasingly narrow range of Aspen businesses and the diminished number of smaller local retailers. On the other hand, lease rates appear to have peaked in 2000 and there is ample evidence. that leases negotiated in 2003 are set substantially below past levels and property owners are much more accommodating. Aspen retail leases generally run 3-5 years, sometimes longer, thus leases tend to lag the market. This worked to the advantage of merchants who might have signed leases in the late 1980's when the market also witnessed a downturn, but worked to their disadvantage if they signed leases in the late 1990s as the economic boom was in full Flourish. Commercial lease rates are difficult to control, and even if rates where subject to rent controls, it is doubtful that the Aspen community would be comfortable with that level of public intervention. Lease rates aze high in Aspen because there remains strong demand, an afIluent market and a regulated supply. Lease rates aze already moderating because demand has lessened dramatic reductions that will only wme with expansion of supply or continued economic softness. ABC IRE~SEARCH ~T ~OPISULTIMG $ECTIOM IV, PAGE 4 ~eetion IV. Coneiusions and ®bser~ations 4. Property owners (high rents, indifferent leasing practices) may be a problem- but they are not the principal cause of current retail problems. ~ Commercial rents are a product of market conditions. Rents always lag the market. Recent leasing terms are more realistic, landlords more accommodating. Landlord interests are closely, iaut imperfectly, aligned with community interests. The most effective way to lower rents is to increase supply of retail space. Ground Floor Non-Retail Uses The Real Estate Debate In recent years, there has been considerable growth in the use of core ground floor space for non-retail uses. Most of this growth has been in real estate office and fractional ownership sales projects. Aspen has always had some ground floor non-retail and real estate offices, but the most recent influx has absorbed very prominent locations and replaced some long-standing and well-regarded local businesses. In effect, the intrusion of these uses has reached a critical mass where the syriergy of retail activity is disturbed and the more commercial aspects of Aspen's real estate market become very.prominent. There are mechanisms by which the city could intervene in this market and reduce the size and number ofnon-retail uses. Whether this would be effective or important in revitalizing the downtown has been a matter of considerable debate. The pros and cons of public intervention to reduce non-retail uses are summarized in Exhibit 5 below. BBC RESEARCH bt CONSULTING SECTION IV, PAGE S ~et~~n ~o ~~n~~~~~~~ and bs aten~ ~o [~~~-~etai~ uses ®~ tie g~®~n~ ~~~®~ ~~~t~~~~t~ t ~~~~~°s ~®wn~ ~etha~yo Practicalityo ®wners, current users w®uld be gra~dfathered, thus little near term effects ~ncertaintyo May pr®duce vacant st®res, n®t new retail Min®r Impaetse Real estate ®ffices are ®nly ab®ut 5-~°/® ®~ first fl®®r spaces unintended lrnpactse Timeshare ®perati®ns may g® away ®n their ®vvn; if ~®t, regulati®n limiting apse har~as timeshare successe ® Regulati®n burdens pr®perty ®wners May be an ®verreacti®n t®a sh®rt term pr®bleme ~6C RESEARCH St CONSULTING SECTION IV, PAGE 6 Section IV. Conciusions and ol~servati®ns Development itegulati®n ' The consultant team agrees that reduction of non-retail uses in the core area is a laudable goal and that a small amount of non-retail ground floor is immaterial but at a certain point, non-retail uses particularly sales offices do affect the chazacter and functionality of the downtown. In our view, the imposition of regulations to limit further growth on non-retail ground floor activity is appropriate. The next section of the report provides additional detail on how such a regulation could be imposed. Finding a Balance: Preservation and Change Over the years, Aspen's downtown has accumulated layers of regulation mostly aimed at the preservation of the downtown's historic buildings, management of commercial growth and mitigation of on and offsite impacts. Generally, these regulations have served the community well. The downtown retains its historic character, it functions well and it has a great deal of appeal to both residents and visitors alike. On the other hand, after 25 years of protection, the downtown is growing stale and ossified in large part because it is over loved and over protected. Retail is an evolving business that requires a dynamic tension - a continual tug and pull -between property owners, merchants and consumers. In any mazket in any given yeaz, a share of merchants and restaurateurs go out of business. The nature of the retail mix also changes as national influences emerge and subside and as the local market grows, matures and evolves. Heavy public regulation tends to stifle these forces. In Aspen, regulation has succeeded in protecting an extraordinary asset, but it has also produced layers of unintended consequences. Lease rates in Aspen are among the highest in the country, which is in part a reflection of the growth management policies that severely restrict commercial growth. Without new supply and new competition, commercial property owners have a protected marketplace and thus the ability to push rents. High rents very much limit the narure and diversity of retailers. Additionally, the city has a series of restrictions on buildiig expansion and modification that make redevelopment or remodeling costly. One requirement involves the dedication of on-site "open space" with any substantial expansion or remodel, which not only adds to development costs but often forces awkward, expensive or dysfunctional public spaces that are counter productive to the creation of vibrant active retail areas. The city has also embraced a series of view ordinances that stop redevelopment of some smaller buildings and create gaps in the urban infrastructure. Similarly, the city has a vaziery of impact charges, most notably on affordable housing fee based on employment generation, which places a heavy financial burden on development or substantive remodeling. BBC RESEARCH bt CONSULTING SECTION IV, PAGE 7 ~~~~~ ~~ ~~~~~~~~~ and bye at~ns This is not to say that all regulation of the downtown is inappropriate, or that polity makers should reject regulations that protect the character and scale ofAspen's downtown core; yet it should also be acknowledged that these regulations and the resultant absence of significant urban redevelopment contributes to the stagnation. of downtown. Many other resorts have found ways to free-up their commercial core so it has greater flexibility to grow and respond to changing market conditions yet can still retain its original qualities. Some areas have used downtown development authorities (Mt. Crested Butte, Colorado) and even urban renewal efforts (South Lake Tahoe, California) to facilitate major private reinvestment. Other areas have allowed entire new villages to be built within town boundaries (Mammoth Lakes, California; Snowmass, Colorado) in an effort to radically alter commercial development patterns. Still others are using development of new transit systems and new gondolas (Breckenridge, Mountain Village, Colorado) to create new pedestrian patterns and thus new commercial opportunities. Finally, a number of resorts are adding new attractions (e.g. ice skating in Beaver Creek, Colorado, or a convention center in Vail, Colorado) in an effort to lure more downtown traffic and activity. These examples are not to azgue for massive public investment or unbridled redevelopment ofAspen, but they aze reminders that other communities have re-thought commercial core regulation and policies, and that in a competitive world even successful places need periodic refurbishment and repositioning. (~~~ BZESEARCH $t COWSULTIfdG $ECTIOP! IV, PAGE 8 Seetion li/. ~onelusions anc! Observations 6. Aspen°s downtown regulations are aimed at preservation and the prevention of change but are alsa stifling to retail health. Resorts with Significant Downtown Revitalisation Projects Successful retail needs to change and evolve. Oman= Solkude Other resorts are • Snow 8ailn Pa.kary. more aggressively respondding to change. s Narthiter • Heavenly • Mammoth • Squsw Veiky • Teton VBlage Uaduon) • Tatghee • Yellowztone Club • Blg Mountain • Big Sky In sum, Aspen's greatest challenge, and its most pressing need, is to rebalance the current regulatory programs so that the commercial community can more effectively respond to changes in market requirements. This is not a plea for unbridled free markets and the elimination of all regulation, but the Aspen downtown desperately needs retail, design and development experimentationwith the acknowledgment that not all experimentation will be successful. At this point, any change, all of which will ultimately face aself-regulatory market test, will be a breath of fresh air. BBC RESEARCH ST CONSULTING SECTION IV, PAGE 9 ~~i~ ~o ~~~~~~~ end b~ ai~~ ~~~~~~~®~li~ei~~ ~'~t~~~s ~~~$ AIP~ ®asrr ~g~~6®e®~~' In transitioning from analysis to action one should acknowledge that there aze limited ways in which the public sector can successfully intervene in the commercial marketplace. One traditional way is to grow the overall mazket by making public investments to bring more visitors to town. This strategy would typically focus on market size and chazacter and commit greater amounts of mazketing dollazs, improvements in access or outreach to submazkets, such as conventions and conferences. In most communities, a subset of this strategy is to attract a wealthier mazket with more disposable income, but that is likely an unrealistic objective in this instance. The downside to this strategy for many is that increasing mazket size implies increasing congestion, pollution and all of the unappealing attributes that come with growth. Again on the demand side, a second set of development tactics would fall under a general strategy of attracting more of the existing market to the downtown. "This mazket share strategy would tend to focus on downtown events, festivals and attractions that might draw existing visitors away from other activities or out of their homes to come downtown. Finally, a third strategy would focus on improvements to the downtown and the associated support systems (e.g. signage, parking) in the hopes that a better functioning or more attractive downtown would draw more visitors and cause them to stay longer. ~o °Phere are three P®ints ~~ the ~etaii ~yste~a here the ul~l3c sector can effectively intervene 1. Attract ~®re eiestiroati®n visit®rse 2. rapture 1~®re ®f existing ~aar9cete 3. C~°eate a m®re effective ®fferinge BBC BZESEARCH St CONSULTING SECTION IN, PAGE 10 Section ~/. Recommendations and Strategies Business improvement District BBC RESEARCH bi CONSULTING This section draws upon the retail analyses and conclusions presented in prior sections and sets forth specific strategies for improving Aspen's downtown and creating a more vibrant and successful retail sector. Eight core initiatives are suggested. lnatQat3ve '!. Get ®rg~n9aes! Aspen's downtown lacks a voice and an advocate. During our workshops, there was considerable enthusiasm for many of the ideas developed here, but also the notable absence of a suitable organization to carry this planning, advocary and enthusiasm into action. Despite good intentions, city council cannot easily serve that function. Council must arbitrate between different groups in the community; it maybe supportive of the downtown but it cannot be its primary advocate. For many years, the downtown has been very successful and there was little reason for merchants, restaurateurs or wmmercial property owners to engage the public sector except on specific downtown issues. Many good ideas aze raised from within the downtown community, but merchants aze too busy to organize and fully engage with Aspen's time consuming political environment. In addition to organization and advocary, Aspen's downtown interests would also benefit from having an organization able to accept responsibility for downtown improvements and management of promotional events. SECTION V, PAGE 1 ~~t~~ o ~ ai®r~~ and t~at~~~ ~ . ~~~ ®~ani~ed f~®rrn ~I ~a~siness l~inr®ve~erot ®istri~t ~~l®~. r ~a~~~P®rt ~itl~ srrt~all ~ilB levy ®r I~~sirBess li~e~vse ~~~$. :- ln~®rg~®rate ~c~l~~. Y ~3eunvfi~®rate mruissi®o~. :~ ~le~t ~®ar~. ~ ~~~~®rt a °°d®wnt®wn ~atalyst'° ~®siti®~> ®®wnt®wn acfv®cate/~®bbyist. Y Represents all d®wnt®wn businesses: ~er~iaants, restaurants, anc9 services. In our view, the most important step in addressing downtown issues is the formation of a formal downtown organization that can represent, advocate and accept responsibility for downtown reform and reinvestment efforts. Over the years, the city has experimented with various groups and organizations, most recently the Commercial Core Committee, but this organization lacks authority, funding and a cleaz mission. The downtown needs a stronger instirution with permanent funding, autonomy and authority. ABC RESEARCH ~ CONSULTING SECTION V, PAGE 2 Section V. Recommendations and Strategies Institutional Options. Colorado state statutes offer avaziery of instirutional entities for community revitalization purposes, most notably Cuban renewal and downtown development authorities and various special districts. In our view, urban renewal agencies and downtown development authorities are very well suited for specific redevelopment projects, often with infrastructure investments that use public acquisition of land coupled with public-private partnerships and tax increment financing. These organizations have broad powers that aze unnecessary for the more subtle interventions appropriate for the Aspen siruation. The city could also create a downtown position within the community planning office, which is not an unprecedented approach, but offers a less effective voice and less direct responsibility to downtown interests. In the community workshops there has been discussion of having the Aspen Chamber Resort Association expand its responsibilities, which is also a possibility, but this would further complicate an already multi-functional organization. Business Improvement District. The formation of a special district, specifically a business improvement district (BID), is a common solution, and one well suited to Aspen's requirements. A BID is a form of special district under which boundaries are defined and real and personal commercial property is assessed a levy (tax or assessment) to perform certain common functions. The ability of a property owner to pass-on these assessments to their lessee depends on the provisions of the specific lease. In the Aspen circumstance with the downtown's importance to the success of the entire wmmunity, we would also recommend that the town offer matching or partial matching funds. The BID entity is a public non-profit corporation. The disuia's board can be appointed by council or elected by the affected property owners. Sometimes the initial board is appointed and then later elected. The BID must be ready to assume authority and the local government must be willing to yield some control. The creation of a BID is initiated by petition. The petition must be signed by persons who own real or personal property in the district service area having an assessed value of not less than 50 percent of the district's valuation. Persons signing the petition. also must own at least 50 percent of the private acreage in the proposed district. BBC RESEARCH Ix CONSULTING SECTION V, PAGE 3 Formation of a BID would involve the following steps: ^ Formation of a BID exploratory committee that would suggest boundazies for the proposed district, identify commercial owners and lessees in the district, and develop a list. ^ Estimation of commercial value by business and building within the BID. ^ Hold public meetings to discuss BID formation, objectives, boundazies, taxation rates, options. ^ Development of a business plan with costs, responsibilities and stalling requirements. This plan should also address service provision and mazketing boundazies between the city, ACRA and the new organization. ^ Public hearings and authorization by the city. Nationwide, there aze over a 1,000 Business Improvement Districts. ®i®~~ei~ business 9mpr®ver~en~ is~ri~ (1~~ ~ A n®n-pr®fit ~®rp®rati®n defined by C®I®rad® statutes. Typically pr®videso marketing maintenance, security. c®man®n area management. financed layo assessments ®n I~enefited c®mmercia8 pr®perty -typically ®n a per sq. ft. basis. Managed by an elected participant b®ard. ~ example: ®enver partnership; ®ver 11,®®® ~I®s nati®nwide. ® ®ften supplemented with membership ®rganizati®n ®r . structured with different categ®ries ®f errr~bership (e.g., h®tels, restaurants, retail). Source: BBL Research di conwlting, 2003. SECTION V, PAGE 4 BBC (RESEARCH ~t CONSULTING Section V. Rec®,nmenclati®ns and Strategies Civic Uses, Residential, Ente'rtai~ment Offices Many BIDs focus on providing supplemental public services such as mall maintenance but in Aspen the focus would be on economic development coordination, evaluation, promotion of downtown projects, and coordination of downtown mazketing and events. Prospectively, the BID could take on some of the mall management functions currently performed by the city, and it could own and lease additional improvements. Some organizations, such as the Denver Partnership, append a dues based membership organization to the BID to broaden participation and provide a voice to non-property, owners. A core function of this new organization would be to promote the downtown and support the mission of improving and promoting the downtown. We suggest that this organization hire a "downtown catalyst" - a title that perhaps better describes the desired function, than a manager, marketer or director. Early in his or her tenure, this person should work to build the support of downtown merchants, organize a forum with property owners and work to restore uniform store hours. As time progresses, this person would take on greater responsibility to promote some of the other investments described in this report. Initiative 2. Commit to Being aMulti-F~enttional Downtown, Not just a Retail Center Evidence was presented earlier in the report that resort downtowns and retail functions aze changing, not just in Aspen, but throughout the mountain resorts. As resorts mature and the economy shifts from reliance on destination guests to a second home and real estate oriented mazket, retailing opportunities will shift in response. We believe the next generation of successful resort downtowns will more closely resemble traditional urban communities where the downtown is a mix of retail, entertainment, offices, civicuses and housing. Aspen needs the multi seasonal "body heat" that this mix of uses can bring. This means finding ways to make redevelopment within the downtown more feasible, pursuing multi-use projects and accepting some of the trade-offs that come with urbanization redevelopment. This kind of commitment implies more intense development of downtown. We understand the need for careful implementation and respect for the community's downtown's character, but we also endorse modifying some of the view ordinances and development limitation and allowing denser development, particulazly local housing over retail in the core area. The downtown, like any urban area downtown, benefits from residents on the streets, even second home condominiums are preferable to no additional housing. BBC RESEARCH bt CONSULTING $ECTION V, PAGE S ~. ~®~~it t® ~eir~ ~ ~~~~ti®~i~g a~~~~~ ~®~~at®~~a-~~t ~ ~~~~pi~~ ~~leo ® Bo~~aUDo ~®o~p~r~$~u®~u ~~ueu~, ~aot6~~~t6c~a~y, ~1~~$u~, p~®p0~. ~~as~u-tt ~e~ ~~vocc a~$~~, ~a~~~~~~ ~~~ ~~aB~a~~~~ ~gi~u°~~a®av~. f~~®~®te ~®~ar~rot® ~~@to~~~uaaDy ~®a~~u~a~ ®~ ~~~ ~CUe~~~. ® ASE®w ~®w~a~®w~u t® ~l~~~~eo ~e~~@®p~~w~, ~B~~asu~, ~~~ ~~v~a°soi~. ire a~~e~ ~~°6e~~9~y. The Aspen Infill Study had similar recommendations and received endorsement from the Aspen Planning Commission. We encourage city council to review those recommendations with an eye towazd the value of density and redevelopment as an enlivening element of the downtown. An urban downtown view of Aspen's core area implies many uses besides traditional guest oriented retail. For_example, we endorse the concept of bringing the Aspen Art Museum downtown and hope that this could be done in coordination with the town's many galleries for the greater benefit of all. Perhaps additional space could be developed near the museum for an Aspen Artisan center. Later in this section, there is a discussion of other cultural concepts that could expand the offerings of downtown. This is another role for the BID dueaor to not only promote new cultural attractions, but also work to see that appropriate synergies between uses aze ma~rin,i~pd, BBC RESEARCH ST CONSULTING SECTION V, PAGE 6 Section V. Recommendations and Strategies 3ignage, St®refronts, Lighting, Paabiic Access Initiative 3. Unbind ~-spen's Over Regulated Downtown. Some of the staleness in the current downtown stems from the lack of physical change in signage, building frontage and outdoor merchandising. The downtown would benefit from a deregulation effort that encouraged merchants and property owners to update their facades, lighting. and signage. This is not to suggest a removal of all restrictions but current redevelopment regulations often- trigger onerous fees and charges, or costly reviews against ambiguous design codes. Merchants and owners report a deep reluctance to engage town government in the process of redesign approvals. One of the first tasks of a BID director would be to organize a merchant/property owner/building department work group to begin unraveling some of these regulations. Unbind Aspen's Over Regulated Downtown Peel back regulations: signage, outside merchandising, Development exactions, view ordinances and storefronts. Give property owners and retailers ability and incentives to make changes; lessen exaction burden on retail expansion. A!!ow use of "open space" for merchandising. Stimulate or promote new incubator space. BBC RESEARCH bt CONSULTING SECTION V, PAGE 7 ~~t~~~ o ~~ ~~ air ~~ ~~te~ Examples of how storefronts could be changed, signage codes updated and buildings redeveloped are presented later. in this section. f~~~a~~, ~i~~s, ~~a~B¢ ~A$~~o [~~nttc~~Et~a~r~~~t~ ~~6~~a~i~e ~e ld~edwc~ ~®~-l~e~~i9 ~,~®~e~d ~9®®s° ll~~~~~e The prior Section N describes the problems associated with non-retail use of ground floor space and the debate over the appropriateness of regulating these uses. Although we have suggested that deregulation is a goal in itself, we also believe that the non-retail use of ground floor space, particularly time-share and real estate sales offices, has the potential to become more severe and should be maintained at or below current levels. Our proposal would grandfather in current uses and would only be enforced in a designated commercial zone area. Permissible uses would include retail, trade, restaurants and other designated attractions, such as a museum or civic uses. Existing businesses would be grandfathered for the term of the lease. Owner occupied businesses would also be protected. The primary purpose of this ordinance is to ensure that the problem does not intensify in the future. BBC RESEARCH $T CONSULTING $ECTION V, PAGE 8 Section ii. Recommendations anc! Strategies Parking, I Initiative S. Improve Retail Support Infrastructure Visitor's Center, Kiosks parkin Successful retail re tyres a vazie of su ort infrastrucrure. Parkin ,access, si na e, li htin , ublic area 9~ q ty PP g g g g g P maintenance, landscape design and security services all help a retail zone to function effectively. Aspen's downtown is generally well cared for and well supported but would benefit from some further development and investment. Short-term visitor pazking is a notable need, but also the most expensive and difficult investment to support. A number of parking proposals have been raised in recent years, including the prospect of apublic/private venture under the current ice sheet or under Wagner Park, and a private project on private. land. Pazking projects are always difficult, but the town needs to find solutions riot just the problems associated with prospective solutions. Visitors tenter. Awell-conceived visitors center that truly welcomed and informed. new guests to the town and to the downtown is a pressing need. The current Aspen Visitors Center is difficult to find and too far from the downtown. Later in this section, we have provided a graphic representation of what a new center might look like and a description of how it might function. What is most important is that the center's location, appearance and operations all signal the community's genuine appreciation for guests, and that the center assist visitors in accessing and understanding the downtown. Kiosks. Similar improvement opportunities exist with the creation of information kiosks and way-finding systems that would make the downtown and pazking more identifiable and accessible. Exhibits at the back of this section provide examples of how kiosks and new signage could be employed. ®estination Initiative 6. Expand Efforts to Generate Additional Destination Guests f'.l1eStS This recommendation is self-explanatory, but acknowledges the view of many workshop participants that retail success is simply a function of increasing the number of visitors, particulazly winter guests. Traditionally, Aspen has not had the same level of marketing investment as some its peer communities, although in recent yeazs marketing efforts have increased with the city's new lodging tax and ACRA directed ad campaigns. BBC RESEARCH bt CONSULTING SECTION V, PAGE 9 ~~~~e~~ o ~~~ ~ pis and ~ to ~ ~ In general, the city has three opportunities to increase visitorship; Increase national and international marketing and customer awareness; Make travel and access easier and less expensive; ^ Improve quality or diversity of attractions. The city and Iocal private interests have taken steps to increase marketing and diversify Aspen's customer base. Programs, such as the Gems of Aspen, communicate that Aspen is not an oppressively expensive experience. The Aspen Skiing Company is promoting more reasonably priced, youth oriented experiences in an attempt to diversify Aspen's marketplace. The city's new recreation center represents an additional opportunity that is just now achieving visitor awareness. A series of efforts, ranging from improved airline service to expansion into Highland Bowl have all been aimed at improving the quality and competitiveness of the Aspen experience. These kinds of improvements and investments are continually evaluated by city council and they are generally aimed at improving the community and resort experience not just the downtown, although downtown retail is a beneficiary of any successes. ~. Expand ®/isit®~ Market ~artic~la~°ly ~r~ ester ~ ~9tiiiae current marketing structuresa Support iocai institutions that drive visitation (cuitura8 groups, institute, Conferences, Ski ~o~apany~e ® Rennove barriers to successe e.ga, irnpr®ve Sardy i:ieid/improve connection with i:agie County Airporte BBC RESEARCH gt CON$ULTtNG SECTION V, PAGE 10 Section Vii. Recomrnenclations and Strategies Events, Festivals and business Incubation Aspen's unique best opportunity may lie in taking advantage of the existing cultural institutions that truly set Aspen apart from other resorts. We are pleased to see that Council responded favorably to a recent request for funds from the Aspen Institute for additional support in promoting Institute functions and conferences. Merchants report that Institute functions, as well as major event attendance (e.g. Food & Wine Festival), are excellent means of attracting the types of visitors who make greater use of the downtown. One role of a BID would be to offer a more systematic evaluation and feedback as to how various concerts, conferences, events and festivals influence the downtown and how merchants might better approach wnferees in informing them about downtown offerings. Initiative ?. /I,ggressively Parsons Existing `/isitor NlaPket for ®oawntoawn ~-ttpaetions A second approach to expanding retail demand involves accepting the size of the current visitor market, but taking steps to draw current visitors and residents to the downtown. Most strategies for increasing market share of an existing market revolve around locally oriented events, seasonal markets and festivals and entertainment. Again, the city and various community interests have experimented with a variety of events ranging from farmers' markets to entertainment and sports festivals. Certain events have proven more successful than others based on the demography of the participants, the time of year, and whether events complement or compete with downtown offerings. Selective event support. The community's best strategy involves continued experimentation, with a practice of retaining and supporting those events that show promise, for example the Aspen Jazz Festival, and eliminating or modifying those that fail. The City appears to be informally following this strategy, although the downtown merchants would benefit by providing better-organized feed back as to how different events influence retail activity, and by preparing a more coordinated response (e.g. standardized store hours) to these opportunities. Resident market. A second element of the "better support existing market" strategy is to promote businesses that address a local resident/second home market, and thereby reduce retail leakage out of the present community. Expansion of Aspen's grocery market, or an addition of a specialty grocery retailer, is one prospective means of keeping dollars in Aspen, but admittedly a difficult project to locate or initiate because of the scale and impact of this type of business. The concept of a super block, perhaps at the site of the current City Market store, where creation of new commercial space would allow BBC RESEARCH Si CONSULTING SECTION V, PAGE 11 dedication of a large share of new space to locally owned and oriented businesses, remains an intriguing concept. An advantage of a BID presence would be that these kinds of projects would have some institutional memory and someone who could help match a concept to a site and a developer. i3usina:ss 8alctafl~a~iom. Aspen's current retail mix has been widely criticized for its focus onhigh-end goods, national retailers and absence of "locally owned, unique and interesting shops." We have resisted suggesting public intervention into the retail market - "an affordable retail.program" - as some have recommended. The notable loss of unique shops is not just an Aspen phenomenon, and is the result of many factors beyond the high costs of leasing. Where most communities have transitional, low costs retail azeas (Lowdos and Sohos), Aspen does not. Efforts to create or induce incubation of new businesses and support local artisans would be a valuable addition to downtown life. The exhibits presented later in this section offer one idea about how alleyways could be used as incubation space. An artisan center in space that is currently unleased, even a temporary center, could be encouraged if property owners knew that entrepreneurial efforts would be supported by the city. The City in association with a BID should be proactive in continuing to pursue these kinds of opportunities. 03BC RESEARCH bt CONSULTING SECTION d, PAGE 12 Section V. Re~eorn~en°dations an°d Strategies i . Lenerate fliiore downtown Visitors from existing liilarlcet ® Develop attractions: national events, festivals, functions. :- Invest in current success: e.g., Institute, Food bt Wine. Create downtown events platform. ® Support "Incubator" space development. ~ Reduce retail leakage from existing community. ,Y Revisit "Superblock" with grocery and local oriented shops. y Promote festivals/events that attract local (Roaring Fork Valley) visitors, e.g., farmer's market. Initiative 8. Pursue, Stimulate and Promote New Downtown Investments and Improvements Downtown Aspen needs change; it needs multi-purpose activities that add people, activity and life. And it needs new attractions and interest to balance its abundance of nostalgia, history and legend. Aspen does not need dramatic physical change or radical repositioning, and its attractions should be ones that reinforce the community, culture and arts that sets Aspen apart. In the course of this study, Communication Arts out of Boulder, Colorado prepared a series of sketches demonstrating how some of the community's and the project team's ideas could be implemented, and how public and private investments could change the appearance and function of downtown Aspen. Over a dozen concepts were illustrated addressing five basic downtown objectives: BBC RESEARCH ST CONSULTING SECTION V, PAGE 13 ~~~~~~~~ ~o ~® ain~ end ~~t ~~ ^ ~~~s tt® ~e6~®uaoe ~96$6toes ^ 6dea6ede6opmoel~t t® [#:ne6o~~ce t6o~ G~eg~68 6~o'e$em~e ^ 6socres$emoem~ts tk® ~¢tt6er~te ~6oe ®®er~~tt®e~no ^ GaP®~~c¢tts t® $m~6O®r~ f~c~s6m~~w4 6.6ffe Eno tf>oe ®®a~not®cann ^ Q®~s~~~tk$ ft® 6~e¢®m~onw6$ t~® Q6ne ~Qslpeoo 6dle~6 ~i~~$ t~ ~e~~~~e ~~s~t®Ps !lasitor's Ceottec (Euhibot E-1). Aspen's present visitors' center is out of sight and out of mind. The city has just initiated an agreement to move the center to Main Street, which is a superior location. Exhibit E-1 represents one alternative for transforming a local gas station and local eyesore into amulti-purpose visitors' center. The new location is just across the street from this station, but the concept illustrated in Exhibit E-1 remains the same: welcome visitors like you mean it, and provide them what they need to explore and enjoy Aspen. Have a map of the downtown and a map of parking. Give them the tools to wme downtown and enjoy what Aspen offers. ®lreetory F.x6alba4 (~-2). Once a guest azrives in downtown, Aspen is still confusing. A series of information Kiosks could help visitors find their way as well as inform them as to what else is going on in town. The Kiosk itself can be a playful, artful attraction. Other way finding tools could play off this Kiosk design to further help visitors find their way around. ~~ys t® ~eehe~nce the Retaie P~ese~ee i~ewr Storefronts (Exhlb9t E-3, E-4). Aspen's merchandising and storefront space could be enhanced without changing the street front character or the historic qualities of the building. As illustrated in Exhibits V-9 and V-10, some of Aspen's buildings are poorly designed for effective retail and many of Aspen's downtown regulations force buildings to recede from the street front -the opposite of what successful retail demands. Building signage is also antiquated. The city should be supportive of street front and store window changes and encourage property owners to come forward with new remodel proposals that would not trigger expensive mitigations and added public costs. BRC RESEARCH bt COnISULTiIVG SECTIOtd V, PAGE 14 Se~~ion Vo Recommendations anti Strategies Enliven the Merchandise Zone (Exhibit E-5). As illustrated in Exhibit E-5 Aspen's strict sign code, limitations on street merchandising and requirements for open space on the street level all contribute to a forced urban dullness even in the most attractive buildings. Bringing storefronts forward, improving lighting, letting merchandise leak onto the street front, and modernizing the sign code would result in a more vigorous and enticing merchandise zone and more successful businesses. Improve Signage and lighting (Exhibit E-5). Virtually all of the attached Exhibits show larger and improved signage and lighting. New signage and lighting could be faz more effective and enticing than most current practices without being intrusive or garish. 9Nays to Activate Downtown Animate comers (Exhibit E-6, E-7). Aspen has numerous under performing public spaces, in part because development codes require open space that has very little function. Exhibits E-6 and E-7 offer two examples of how existing corners could be made into more effective retail space adding activity and life to increasingly dull area. Add attractions (Exhibits E-8 to E-13) New retail space is not the only option. Exhibits E-8 and E-9 show multiple versions of a community fire place, re-conceptualized as a community hearth - a place for gathering and eating and a means of bringing light, fire and warmth into the core of the downtown. Projects such as the community hearth could be owned and leased by the BID; perhaps a sponsor, such as Viking Stove, could be enticed to cover capital costs. A cooking school or guest chiefs could be attracted to do demonstrations or prepare celebratory meals. A second concept for inuoducing additional life to the mall azea is presented in Exhibits E-10 to E-13. The simple interjection of community tables into public spaces, perhaps served by multiple bars and restaurants along the mall, or by the public fire pit, may offer another way to create a more active mall area. This area could be retrofitted in winter for a small sheet of ice that would offer low key skating for young kids, accompanied by their parents. Create New Incubator Retail space (Exhibit E-14). As described earlier in this section, one of Aspen's pressing needs is a means of supporting start-up retail -enterprises that are currently disadvantaged by the downtown's high leasing costs. Rather than suggest public subsidies or demands for "affordable" retail allocations, this analysis focused on ways to create SECTION V, PAGE 15 BBC RESEARCH bt CONSULTING the i~e~a~lr$ ~~t11i~ ~S ~ iae~rning ~n~ iexpee°imeeeta9 ~ee~~e~ additional retail space that then could be leased at lower cost..Exhibit x~ot show one concept of how the city could take advantage of underutilized alleyways as incubator space. The instirution of a BID is critical to all these projects. Most of these will require community negotiations and public/private partnerships to accomplish. Private sponsorships aze a possibility for some projects; some will need ongoing management and lease negotiations. [pP®~~¢t~a t® Ctzes~tcs ~leer~ f~es6~Jren¢cas An urban downtown has residents who bring a year round presence and-demand for services. Precursor studies to this one have identified locations and infill developments that are suitable for redevelopment. We believe that Aspen could accept a significant increase in second and third story development in a manner that greatly increase the quality of the downtown from all perspectives and brings new, yeaz-round vitality. Current regulations aze designed to thwart rather than promote that development. Exhibits E-14 and E-15 are concepts of how that new development could be achieved. ~®n¢epts t® Rey®eaeeeelt t® the Aspen 8eflea~ ben the d®wnt®~aren Resorts have traditionally been places of reueat, recreation and contemplation. Aspen at its best represents a commitment to more than a retreat, but also a place of education, personal improvement and new experiences. Aspen has many people with a deep commitment to the community and many with financial resources to be supportive of museums, centers, institutes and perhaps entirely new leazning environments. The downtown would be a far more interesting place if the city were able to stimulate additional attractions that complement retail by bringing people downtown for educational, interpretive or experiential purposes o Aspen Axthitectuxe. Hoene Fuxnituxe ~ ®esign Centex. Aspen is home to extraordinary architecture and architects. Why not have a center that tells the story of Aspen's architecture and design history? At the same time this would support local design, development, furnishings and azchitecturebusinesses - a combination museum, retail and design resource center. Bi3C RESEARCH St COIdSUITIPdG $ECTIOfd V, PAGE 16 .~ ~, w ~ ~ i ~ •~ i cd ~ N ~ ~ ~ ~ Q I U °' ®U ~ u~ I ~ °° (~ , ~ ~ ~~ ~ ~ ~~ o ~ I ~ I ~ ~ a t~ ' ~ ~. ~ c9 '~ O i o ~ I , y ~. w o ~ ~ i I -~ ~ o ^~ ~ti ~ ~ ~ I ~ ~ ~~ ~~ L c/~ $ ~ ~ w O ~ V ~ w ~ ~ o ~cd V b v ~ ~ ;~ '" tom'. x o .~ y v~ ~ ~ x c U ~ ~ U c[n ,~ W ® ® z U ~ a r..~ Habitat for Humanity Post Office Box 4149 Avon, Colorado 81620 tease ~e~ us GJeI ~rafe... the Past completing eight homes in Eagle and Lake Counties housing twenty-six children and their parents the Present building a ninth home with a family of four in Eagle, Colorado the Future planning three homes in 2004 and twenty four more in the following four years ...simple, decent homes, built with families in aced... Communities Building Community Habitat for ~f~2G RSVP b} (970) 748-671 v" ~nnw~o~u~c ~I~I~, ~JIE~~ ~~I~T February 12, 2004 The December Vail Business Review breaks down the four percent sales tax collected for December and the entire year. Overall December sales tax increased .8% with Retail decreasing 4.5%, Lodging increased 4.0%, Food and Beverage increased 5.4% and Utilities/Other (which is mainly utilities but also includes taxable services and rentals) increased 6.9%. Year to date collections resulted in a 3.7% decrease overall with Retail decreasing 4.2%, Lodging decreased 3.6%, Food and Beverage increased .4% and Utilities/Other decreased 10.4%. Town of Vail sales tax forms and the Vail Business Review are available on the Internet at www.vail~ov.com. We have combined the Town of Vail and Conference Center remittance forms into one form. On www.vail ov.com the form automatically calculates. You enter your information, print the form and mail it with your check. You can download the calculating form by going to E-Services, Form Downloads, right click on Town of Vail Sales Tax Return and select Save Target As. Please remember when reading the Vail Business Review that it is produced from sales tax collections, as opposed to actual gross sales. If you have any questions or comments please feel free to call me at (970) 479-2125 or Judy Camp at (970) 479-2119. Sincerely, Sally Lorton Sales Tax Administrator December 2003 SALES TAX ~Aa~ v~~~A~~ Retail Lodging 1=ood ~ Beverage Other ~~~fy~2~ ti°9,,~-1 Total 190~99~~? ~f~~1,664 'i y "R ~ R 1910 tj,~l~~ December Change 'i~~% ~.~% I'~ ~~~% ~`~ o~% ~ ~.~°im i L1011ISHEA® December 2002 Collections Retai I lodging IFood & Beverage Other `~ ~1 ~~~1 ~~;~~ ~1?5~~ _~A~ December December 2003 Collections Change _ `~4~y~~~~ ~~~7®/° ~~.~9 ~ ~~ '~ ~~~~i6 ~~9~~~ ~~,~°~L ~g~UG'J~ ~ , J~~O 4~€~,2~~ ~.0'~/4 I Total ~13~,~20 December December 2002 2003 Collections Collections 4~~,~~-~ ~fi~~,6`I7 ~..9~~~a.Dw ~oD®~.i°'~~ l.` December 2003 SALES T~4X f~e~aa~ ~®dgsa~g ~®®d ~w~rage ®~heu° ~®~a~ ®~~~~b~~ 2®®~ ~®o~~~tA®a~s 2899114 129,350 52, 810 6,1:77 477,361 ~ece~be~ ®ecer~be~ 2®®3 ~®9~ect~®r~s _ Charage_ 25.79785 -10.8°f© 124,4G5 -3e8% ~ 45,732 4 ~~ -13.4% 7,224 18.9% i _ - -- ~'~' F T Oll/~ 6~e~~ a D ®dgi~ag I~~Od f~~~r~~~ge 4~~o~u$ees I, Other ~®$~!~ 1,085 1359895 187,135 19193 146,031 184,9p9 ®ecernbe~ °/® Chan e __~_ 25.1 % ~~ i -23.6% 10.0% -1~2% __J 20®2 ~®B~ecti®~s ' 42,,839 8 9'~ '] 5 December 2003 SALES TAX T®T.4L Retail Lodging Food & ®~everage Utilities & Other Total ®ecember ®ecember 20®2 2003 Collections Collections ~`~ ~a~~~ ~~~,~ A ~~~~q~~~ ~~'~,~ A s 4C~s~Q2 `16't4~2 i ~~ ~~~~~~9~~~ 421! ,64~ ®ecember Change --~ ~4e~% i ~~~% ~"~~U/a~ Z,~f5,627 ~Jo~a/o '~ ~ 1-~~~ S lJ 1~'lA~ December 2002 Collections December 2003 Collections December Change FOOD 216,923 193,943 -10.6% LIQUOR 37,861 39,169 3.5% APPAREL 89,704 87,553 -2.4% SPORT 381,024 390,370 2.5% JEWELRY 47,816 46,641 -2.5% GIFT 22,794 20,918 -8.2% , GALLERY 16,432 10,625 -35.3% ~~ OTHER 105,377 88,047 -16.4% HOME 1,157 206 -82.2% OCCUPATION T®'~'AL 919,088 877,472 -4.5% December NTD 2003 Sales Tax VA/L !/iLL~GE Dec. YTD Dec. YTD Dec. YTD 2002 2003 Collections Collections Change Retail ~,~'~5~9~~~ 2,;~~~,~4:~ ,:~o~~/~ Lodging ~ 291 ~A,6'@ ~ ~,A~~,~~3 I ~4.~°~ '~~ Food ~ B~~everage ~,~~1,4~5 ~, e3~,5~1 ~~a~~% Other ~1,®47 Total r~,~~~9A34 __ ~~~?,q63 ~~ 3."l~/~ LIONSMEA® Dec. YTD Dec. YTD Dec. YTD 2002 2003 Collections Collections Change Retail !, A31,~74 ~7~,423 m~o~~~/~ ~' Lodging 192~~53~%~, 1,~~~,4~~7 ~~~~/d Food & ~ E~everage ~5~;~~~ 55~,3~~ ~eo~~/~ I 9 ~~' Other ~~,2A0 6245 /~ ~, ~ Total ' ~'46~A,~~6 ~~5~5A~a62 ~.5~% ', _ _ ___ -_I Dece~r-ber YTD 2003 Sales Tax ~~~~~®~ ~o~~~~~i~a~~ vaous~~®s~®~v~~vir~s~ v~~~ ~eta~~ ®ta8 ~e~o ~~~ aoo~ ~®~~e~to®n~ '! 99489220 I 9~J4,Q74 878,969 -704% 5869956 5709133 -1.5°/® $7,460 70,:342 -196% 3,571,7'0 3,330;587 -G.8% ~e~e ® ®e~o ® ~ece 2®®~ 2®03 ~®~~ecta®n~ C®olect~®n~ Chafe ~etau0 272,7'7 431,014 21.4% ~®~9~6~~ 44,100 3 x',735 -14.4°1a ~®®~ l~e~e~a~e j 109876 5,170 43.3°m Q~t~~~toea i °~ 9576,5$® ®the~° ~ _ _ _ -- °~®4aB 1,904,273 1,419,943 -9.9% ~ 19 d 94,862 -5.7% , ®e~e -® ®e~. ~~® X003 Rio ~®Ilecta®ns change 1,8039143 -7.4% December YTD 2003 Sales Tax T®Ti4L Dec. YTD Dec. YTD Dec. YTD 2002 2003 °/® Collections Collections Change Retail ~, i 5,6~~ 1,G~+7 ~, ~7~~,~~3 ~4,~°~0 !~ Lodging ~i ~,~U3s'~ ~~, ~,~4~5~4 ~~e~'/~ Food & !, ~, E3everage i 3g3'a2,~75 ~,~~4',13~ ~~~~°~~ Utilities &~ ~ ;II'~ 1,2~~ 19~~~,(11 `~ -,1 ~o~Ji~ ~ Other { Total ~ ~,1 ~~,9'" 3 1 ~9~T5,3~~~ ~-~.~°% ~I ~S 11~1G~A~~ ~ ~.J l~'1~A Y December 2002 Year To Date Collections December 2003 Year To Date Collections Dec. YTD Change FOOD 1,460,845 1,364,560 -6.6% LIQUOR 256,346 255,604 -.3% APPAREL 638,628 643,755 .8% SPORT 1,990,382 1,896,904 -4.7% JEWELRY 287,319 253,898 -11.6% GIFT 162,153 133,128 -17.9% GALLERY 52,422 64,083 22.2% OTHER 753,165 757,667 .6% HOlV1E 10,437 8,924 -14.5% OCCUPATION TOTAL 5,611,697 5,378,523 -4.2% hildren~ February Ilh, 200 ]Penn I~randaneyer assistant 7Cown Manager 'Il'own off Vail 75 S. Frontage IlBd. Vai-, ECG ~Il65~ IlDear Fans, ~r-s ~r x ~: C~ b . ~ t~ ~a-ufi-~ ~b ~.~-i cr~.~ vo~,~.- c~., f ~ ~ r~ ~ ~ ~- d r} ~ • G ~ ~ ~ l~'tt~ ~~~ ®n behaflff off the hoard off directors, the ffacuflty and staff off the Chifldren's 'Il'heatre ~choofl, Il want $® thank you ff®H~ ffacilitating the ~'®wn ®f Vaifl's generous coantribution off ~Il,600.00 towards our production off "PE'I'EIlZ ~~" at the Gerafld ~. Ford Aanphitheater in the sunnaner off 200. Ilt is wonderffufl to have the support off the'Il'own off Vail in a project that involves s® nnany children ffroffi the Vail coanIlnunity, and, addationalfly, brings hundreds of ffaunilaes together at our perfforHnances at the Amphitheater in the heart off Vail. ~Ve are very grateffufl ffor your interest in our work off bringing the experience off theatre to tine children off the Vail Vaflfley. ~'e wiflfl, off course, Ilncflude the 'own of Vaafl IlJIlbrary an brochures, ads, audatY®YY notices and perfformance programs. Ilff you or your guests would flik~ to attend a•ehearsafls or performances, please don't hesitate to contact nee at Il (800) 83~-X6456. Gnce again, many thanks ffoa- your support off dais project. ]hest regards, ~~~ . Gretta Assafly Theatre School, Inc. IIDirector cChildren's 'I['heatre school, Ilnc. ~~ge ~~4 -Monday, February 16, 2004 ~TEVEIPOPE Pcrblisher, publisher@vaildaily.cone 11~ L~ t.~~~ i~~c~ ~ c~~a,~~~~ Recreation. It's really, what we're all about. Whether it's ski- ing, hiking, fishing, dancing, soccer, softball, rafting, sight- seeing or any of the other numerous things we do to play, Eagle County likes to have fun. We sometimes refer to recre- ation as tourism. Whatever you call it, playing is the basis of our economy and why we are here. Recreation should not be only for our visitors, it should also enrich our lives. But how well do we serve our residents? There are three recreation dis= trios in Eagle County. They are Vail Recreation District (VRD), Western Eagle County Metro Recreation District (WECMRD) and Crown :Mountain Park and Recreation District (in EI Jebel). In addition to these special recreation districts, other entities like the town of Avon, Eagle- Vail and Berry Creek Metro Dis- trict also have recreation efforts. All of these entities do a great job of serving their citizens on an individual basis. There are even some good cooperative efforts to cross bound- aries, but yet the lines still exist. Are we as efficient and effective as we can be or is there a better way to serve ourselves? A number of people have talked about con- solidation, but those discussions end with no results. Maybe it's time to~finally take action. If we focus on how we can best serve all of our citizens and not just separate communities, we could actually expand services and save money at the same time. Some examples of disjointed efforts versus some successes will serve to illustrate why an Eagle Valley-wide effort makes sense. On the success side, we will have a new valleywide arrange- ment this year with soccer and softball.. This agreement among WECMRD, Vail V ley Soccer Club a VRD represents wl could lead to a~sea~ less registration, ma agement and coachi effort. No child shop be stigmatized or financially penaliz because they happen live in another distri~ The various distric have to annually renew thi agreements that attempt resolve this ongoing issue on temporary basis. On the "what are they thin ing" side of the issue, the needs to be some common sen applied. When Vail Gymnasti had to leave their facility a move temporarily to Avon, t number of little gymna~ enrolled in programs reported went from about 100 kids. over 300! Why would the toy want to move the program ba to Vail? The children are ce tered downvalley. >- ,~,-. ~~ '_'" t _. ®B'FI'~ ~~~ ~ls In a moment of high. irony, Eagle County Commissioner Tom Stone informed the Board of Commissioners of a potential conflict of interest that he expects to have, as he plans to enter into an upcoming business deal with ASW, the Miller Ranch housing developer. He did this on the very day that the Vail Daily quoted Stone as proclaiming that there was a potential danger of "extreme undue bias" for any member of the Eagle Valley Land Trust to sit on the county's open space citi- zens advisory committee. Stone would have you believe thaC his noble gesture would set a good example. Don't buy that for a minute. His ploy was nothing more than an insurance policy to protect a large payday that took place on Dec. 23, 2003, from the closing of a land sale between the Miller Ranch developer, ASW, and the owners of Cotton Ranch. This is a relationship first reported 1~8 months earlier by the Vail Daily on June 13, 2002. Stone was mentioned promi- nently in that article, as the appearance of a conflict of inter- est issue had been raised. The conflict was that ASW had entered into an agreement with Cotton Ranch deal is finally closed and Stone has had not only a significant payday, but also expects to make even more money with ASW by acting as the listing agent on the sales of new homes. In that long wait for a sales commission check for the ASW-Cotton Ranch deal, Stone has aggressively overseen many critical aspects of the Miller Ranch development. While he might protest loudly that he has always acted in the public's best interest at Miller Ranch, even the most detached observer could reasonably ask, was Stone able to remain fair and objective at all times? When it comes to the public trust and pub- lic money, even the appearance of a conflict of interest is cause for ,concern. I have discussed this issue, at length, with experts in the media, real estate and legal professions. The key debate here should be sharply focused on the ethics and legality of Stone's actions. At best, there appears to be a strong breach of ethics. At the worst, there may be possible grounds for legal action ranging from failure to disclose a conflict of interest to first degree official misconduct. You don't need a law degree to understand that even thnnoh thara space committee members' co flict of interest, he sees no pro lem in his own dubious behavi~ This is a commissioner-Realt who has not so subtly tried to u his political position for person :'advantage. While the Bairs ai the Eatons didn't buy into it, looks like the management ASW did. And that's certainly n ASW's fault. They're focused c sensible business opportunity, n the ethical baggage brought c board by Stone. We're all adults here and I like to think we're realistic understanding that there are ce lain advantages and temptatioi that exist at the nexus of busine and politics. We're pretty gene ous and forgiving as an electora and, more often than not, willir to give public officials the benel of the doubt. Tom Stone has depended c this benign neglect from the vo ens and has artfully danced alon the fine margins of ethics as it suited his own aims. Let's clear the air on this one and for all. I believe the public interest is best served to have thorough, independent investig~ lion and accounting of Stone' past relationship-with ASW. Th most appropriate agency to do s is the District Attorney's Office. Concurrently, I would urg Commissioner Arn Menconi b again introduce a code of ethic for the county to adopt, to elimi Hate any future ambiguity on hov the commissioners should con duct themselves in office. Perhap this time the other commissioner: will finally agree that putting it place a code of ethics not only i; in the public's best interests, bu also in theirs. >Don Cohen lEdward~ \t~r1C ~ P r F.+ r is ~rFhrr'P 1- ~' f k ata,c~ Monday, February 16, 2004 -Page A13 ing ahd stories. Call Ann at 479- 2186. -~ CASA seeks volunteers I9- .CASA of the Continental Divide is seeking volunteers to serve as Court Appointed Special Advocates (CASA). CASA volunteers work with - children who are in the court sys- ~ts tern due to abuse or neglect in an o effort to make sure the best inter- ests of the child are represented. Call CASA at 513-9390. is IVlelanoma-skin Cancer k_ a~nrareness group 1e New Eagle County group for ;e melanoma support and volunteer _ assistance with awareness, pre- vention, education and free com- munity skin checks meets the first Monday of the month, free lunch sessions. Call Claudia Dulude at 476-8505. i/olunteer opportunities on Web The Eagle County Web site has a list of opportunities for community service volunteers at www.eagle- county.com/volunteer.htm. Non- profits seeking to list their needs on the site can contact Jacki Allen- Benson or by e-mail at volun- teers@eaglecounty. us ;' Spellabration 2004 The Literacy Project's Spellabration find 2004 is scheduled for April 2 at the Vail Pavilion. If you would like to _ donate your time for this event, con- tact us at 949-5026. Groups are ce also sought that will consider hav- ing aspelling team for this year's event. ~~~~~E SEAN ~tEST~~~~g~ Peruvian ~ Mexican Food _ Come ar~d try the Never little Nean~-- - ~o~ ~, -,~--~ _T with aii the fixings ~''`~'~+~ r ~ `"~ ~° u ~ 4\~. ~~®~%~ ~. - BeAhind Byeaver Liquors ®Avon 949°O / OO Mon-Sat Sam-7pm Sun Sam-3pm Celebratir~ over 13 Years of servir~ the valleys f finest Italian food k ~; ~ _ • ~. ~~~~ ~. 949-5552 ' ~ to The charter Hntel, server creek ~~ 1 ~ _' dower u~htlyfraii+ 6ye+ • reservatiur+s ~u~ested 203 villn~e,trnes~ortntum • vnletfrarkir~nvnilntile d y ~, Hospice volunteers Hospice volunteers provide support and friendship to terminally ill peo- ple and their families. You can learn how you can become a hospice vol- unteer by calling Mountain Hospice at 569-7459 and asking for Lynn. ;S Introduction to Classical Homeopathy Introduction to Classical Homeopa- >u thy is a one-day class that will cover ar the history, philosophy and home administering of remedies in acute es- illnesses. The most common reme- dies used for minor injuries, bruis- ing, bug bites, cuts, colds, flu, sore throats, diarrhea, nausea, etc., will be covered. The class is taught by .e Jana Brown, certified classical y homeopath. The course is offered at Colorado Mountain College's Vail campus Saturday, Feb. 28 from 9 fts, a.m. to 4:30 p.m. Cost is $50. Call 476-4040 to register. /f+~ , M. IC. 1.N '~. r~ ; ~. -: ~~ .f_ ,,~ , tt .~ !r'~ '~ "~'ti tl ,,, ~,fi ,r ,'! ~~ lr 4: IT~s ~~!E~'Ef~ TC~O LATE TO ~;' ~. ..GET :THE _n j SMILE YOU~VE ~ L ~ ~ ~ ~=~` WANTED ALWAYS ~ , Let us make you smile like" you never have before! REVISE® TOWN COl-NCIL WORK SESSION AGENDA 2:30 P.It~I. TOES®AY, IIAARCB~ 2, 2004 1 • IYEflfl/TOPIC: Executive Session re: Contract Negotiations with Malcolm Murray re: Lionshead Redevelopment C.R.S. 24-6-401(4)(b)(e) (45 min.) 2. George Ruther ITEIt~i/TOPIC: PEC/DRB Update (10 min.) 3. Leslie Pickling ITEI~I/TOPIC: Art in Public Places (AIPP) board. Introduce artwork for Village streetscape (15 min.) 13ACKGROUN® 12ATIOIVALE: The Art in Public Places (AIPP) board aims to integrate art into the streetscape improvement project. In accordance with the Town's public art strategic plan we seek public art projects that reference the unique character of the Town and region and include our natural landscape features and elements. AIPP would like approval for the following: a. In response to a request from residents and business owners for something fun to be incorporated into streetscape improvement project, a carved stone "word circus" will replace the six horizontal bands of 12" x 12" plain Sebastian stone pavers on Wall Street. The circus will include whimsical carved words or rhymes that have a relation to Vail's history, flora or fauna. Where possible, there will be a connection to the carved animals in the water feature. b. Finely carved rocks made from pigmented and textured concrete that match the Arkansas Strip stone specified for the project will be interspersed amongst the rock wall that makes up the Wall Street water feature. The carvings will depict local wildlife. There will be fifteen small carved rocks, 18" x 12" x 6", placed at random intervals throughout the water feature. 4. Judy Camp IYE[tfi/TOPIC: Discussion of Budget Process, Additional Requests for Contributions and Funding (15 min). ITEI~I/gOPIC: Information Update (5 min.) ITEI~I/TOPIC: Matters from Mayor and Council (5 min.) Adjournment (41:05 P.f~l.) (VOTE UPCOMING MEETING START TIMES BELOW: g2EVISE® (ALL TIMES ARE APPROXIMATE AND SUBJECT TO CHANGE) THE NEXT VAIL TOWN COUNCIL REGULAR WORK SESSION WILL BEGIN AT 2 P.M. TUESDAY, MARCH 16, 2004 IN THE VAIL TOWN COUNCIL CHAMBERS. THE NEXT VAIL TOWN COUNCIL REGULAR EVENING MEETING WILL BEGIN AT 6 P.M. TUESDAY, MARCH 16, 2004, IN VAIL TOWN COUNCIL CHAMBERS Sign language interpretation available upon request with 24-hour notification. Please call 479-2106 voice or 479-2356 TDD for information. 2 a, 1 ~fl E IVIORAN D U IVi TO: Town Council FROM: Community Development Department DATE: March 2, 2004 SUBJECT: Proposed text amendments to Title 12, Zoning Regulations, Vail Town Code, to amend the Gross Residential Floor Area (GRFA) regulations in the Hillside Residential (HR), Single-Family Residential (SFR), Two- Family Residential (R), Two-Family Primary/Secondary Residential (PS), Residential Cluster (RC), Low Density Multiple-Family (LDMF), Medium Density Multiple-Family (MDMF), High Density Multiple-Family (HDMF), and Housing (H) districts, and setting forth details in regard thereto. Applicant: Vicki Pearson, et. al. Planner: Bill Gibson I. DESCRIPTION OF THE REQUEST Proposed text amendments to Title 12, Zoning Regulations, Vail Town Code, to amend the Gross Residential Floor Area (GRFA) regulations in the Hillside Residential (HR), Single-Family Residential (SFR), Two-Family Residential (R), Two-Family Primary/Secondary Residential (PS), Residential Cluster (RC), Low Density Multiple-Family (LDMF), Medium Density Multiple-Family (MDMF), High Density Multiple-Family (HDMF), and Housing (H) zone districts, and setting forth details in regard thereto. The purpose of this item is for the Town Council to solicit public input and questions related to the proposed Gross Residential Floor Area (GRFA) text amendments. Staff is requesting that the Town Council formally accept, modify, or reject the Planning and Environmental Commission's GRFA reform goals/principles as criteria for evaluating amendments to the Town's GRFA policies. Staff is also requesting that the Town Council formally select those Planning and Environmental Commission GRFA policy amendment recommendations to be further considered and evaluated. II. BACISGROUND On September 8, 2003, the Town of Vail Planning and Environmental Commission forwarded a recommendation of approval to the Town Council for proposed text amendments to the GRFA regulations for Vail's residential zone districts. Since the Planning and Environmental Commission forwarded its recommendation, the Town Council has held several worksessions to familiarize the Council members with both the proposed GRFA amendments and the Town's current GRFA policies. 1 III. DIl~CUSSION ITEMS GFZFA Reform Goals/Principles The Planning and Environmental Commission recommends the Town Council use the following goals and principles as criteria for evaluating amendments to the Town's GRFA policies: 1) GRFA amendments should be simpler to understand, implement, and enforce 2) GRFA amendments should be equitable 3) GRFA amendments should address related Town zoning regulations 4) GRFA amendments should not regulate the interior use of homes 5) GRFA amendments should improve compliance with building and -fire codes 6) GRFA amendments should not reduce development potential or property values 7) GRFA amendments should not dramatically increase development potential The Town Council should formally accept, modify, or reject the Planning and Environmental Commission's recommended goals/principles as criteria for evaluating any amendment to the Town's GRFA .policies. GRFA Policy Amendment Recommendations The Planning and Environmental Commission recommend that the Town Council adopt the following amendments to the Town's GRFA policies: • GRFA converted to ratio type formulas • GRFA measured from the outside of the exterior building walls • Stairs included as GRFA on every level in multiple-family structures • Amnesty for previous illegal construction brought into compliance with amendments • Amendments should be phased: first residential zone districts and then all other zone districts • Vaulted spaces included as GRFA • 250 Ordinance GRFA bonus repealed • Interior Conversion GRFA bonus repealed • GRFA renamed to FAR (Floor Area Ratio) • Maintain existing GRFA deductions for attics, crawlspaces, and garages • Deduct basements from GRFA • Any loss of development potential should justify a variance from GRFA 2 Evaluation of the Alignment Betwreen the GRFA Reform Goals/Policies and the GRFA Amendment Recommendations Staff has evaluated the alignment of the Planning and Environmental Commission's (PEC) GRFA recommendations with the PEC's recommended GRFA reform goals/principles (see Attachment A): GRFA converted to ratio type formulas The PEC recommends that the GRFA formulas be simplified to a ratio formula. This would involve consolidating the existing ratio formulas and "425" and "225" GRFA credits into a single ratio. Staff believes this recommendation is in alignment with all of the PEC's reform goals/principles. GRFA measured from the outside of the exterior building walls The PEC recommends that GRFA be measured from the outside structural face of exterior building walls. The PEC believes this will allow GRFA to more accurately reflect building bulk and mass. Currently, Improvement Location Certificates (TLC's) are required to verify that homes are constructed according to approved plans in terms of setbacks and building height. If GRFA is measured from the outside of exterior walls, these ILC's could be used to verify the proper construction of GRFA. Staff believes this recommendation is in alignment with all of the PEC's reform goals/principles. Stairs included as GRFA on every level in multiple-family structures Currently stairs are counted as GRFA on every level in single- family and two-family structures, but on only one level of multiple- family structures. The PEC recommends that stairs be consistently counted as GRFA for all residences and to more accurately reflect building bulk and mass. Staff believes this recommendation is in alignment with all of the PEC's reform goals/principles, except Goal #6 as stairs in existing multiple-family structures will no longer be deducted from GRFA. This recommendation can be in alignment with this goal if the allowable GRFA formulas are increased to compensate for counting previously deducted stairs as GRFA. Amnesty for previous illegal construction brought into compliance with amendments Staff believes this recommendation is in alignment with all of the PEC's reform goals/principles, except Goal #2 since past illegal GRFA construction will be treated differently than past construction properly approved and built. Amendments should be phased: first residential zone districts and then all other zone districts The PEC is recommending that amendments to the Town's GRFA 3 regulations be phased. Staff believes this recommendation is in alignment with all of the PEC's reform goals/principles, except Goals #1, as different GRFA regulations will need to be applied to residential and commercial zone districts. Vaulted spaces included as GRFA Currently vaulted or "open to below" spaces are deducted from GRFA. The PEC recommends that vaulted spaces be counted as GRFA to more accurately reflect building bulk and mass, and to close a commonly abused loop-hole in the currently regulations. Staff believes this recommendation is in alignment with all of the PEC's reform goals/principles, except Goals #1 and 6. Defining vaulted spaces and quantifying when and how vaulted spaces are counted as GRFA may be complex, which is contrary to Goal #1. Counting existing vaulted spaces as GRFA may reduce the development potential for existing residence unless the allowable GRFA formulas are increased to compensate for counting previously deducted vaulted spaces as GRFA. 250 Ordinance GRFA bonus repealed To create equity in the GRFA regulations, the PEC recommends that the "250 Ordinance" GRFA bonus clause, which is only available to select properties, be repealed and the GRFA formulas be increased by 250 sq. ft. for all allowed residences. Staff believes this recommendation is in alignment with all of the PEC's reform goals/principles, except Goals #6 and 7. Some properties which are non-conforming in terms of density (i.e. more dwelling units exist than are allowed by zoning or more GRFA exists than is allowed by zoning) are currently allowed to become even more non-conforming by constructing the 250 Ordinance GRFA bonus. Increasing the GRFA formulas to provide 250 bonuses to all residences will increase the development potential for formerly ineligible properties. Interior Conversion GRFA bonus repealed To create equity in the GRFA regulations, the PEC recommends that the "Interior Conversion" GRFA bonus clause, which is only available to select properties, be repealed and the GRFA formulas be increased for all allowed residences. Staff believes this recommendation is in alignment with all of the PEC's reform goals/principles, except Goals #6 and 7. Some properties which are non-conforming in terms of density (i.e. more dwelling units exist than are allowed by zoning or more GRFA exists than is allowed by zoning) are currently allowed to become even more non-conforming by constructing the Interior Conversion bonus. Increasing the GRFA formulas to provide interior conversion square footage to all residences will increase the development potential for formerly ineligible properties. 4 GRFA renamed to FAR (Floor Area Ratio) The PEC recommends that GRFA be renamed to Floor Area Ratio. Staff believes this recommendation is in alignment with all of the PEC's reform goals/principles, except Goals #1 and 3. Staff believes that the proposed name change will create confusion and require an extensive rewrite of related zoning regulations, special development district standards, and recorded plat notations. Maintain existing GRFA deductions for attics, crawlspaces, and ara es The PEC is recommending that no amendments be made to the current GRFA deductions for attics, crawlspaces, and garages. Staff believes this recommendation is in alignment with all of the PEC's reform goals/principles, except Goals #1, 2, 4, and 5. Staff does not believe this recommendation is in alignment with these goals as this recommendation does not address existing loop- holes in the regulating of crawlspaces. In some situations, unnecessary crawlspaces have been constructed to artificially increase the bulk and mass of homes. In other situations, crawlspaces have been constructed in such a manner as to allow for future illegal conversion to GRFA. Deduct basements from GRFA The PEC is recommending that below grade spaces, i.e. basements, be deducted from GRFA. Staff believes this recommendation only aligns with three of the seven goals/principles. Staff believes this recommendation is not in alignment with Goals #1, 2, 4, or 7 as the recommendation will be difficult to understand, implement, and enforce; will create inequities; will create more regulation of interior uses; and will dramatically increase development potential. Any loss of development potential should justify a variance from GRFA The PEC is recommending that a change in development potential should be justification for a future GRFA variance. Staff believes this recommendation only aligns with Goals #6. This recommendation will be very difficult to understand and implement, will not be equitable, will require rewrites to the Town's variance and non-conforming property regulations, will continue to regulate interior uses, and will dramatically increase development potential. 5 IV. Sl"AFF RECOMMENDATION The purpose of this item is for the Town Council to solicit public input and questions related to the proposed Gross Residential Floor Area (GRFA) text amendments. Staff is requesting that the Town Council formally accept, modify, or reject the Planning and Environmental Commission's GRFA reform goals/principles as criteria for evaluating amendments to the Town's GRFA policies. Staff is also requesting that the Town Council formally select those Planning and Environmental Commission GRFA policy amendment recommendations to be further considered and evaluated by the Council. V. ATTACHMENTS Attachment A: Alignment of GRFA Amendments with GRFA Reform Goals 6 Alignment of the GRFA Amendment Recommdations v~rith the GRFA Reform Goals/Principles GRFA Amendment Goals/Principles Goal #1 ~ Goat #2 Goal #3 Goal #4 Goal #5 Goal #6 Goal #7 Alignment Results Planning and Environmental Commission GRFA Policy Amendment Recommendations GRFA amendments should be simpler to understand, implement, and enforce GRFA amendments should be equitable GRFA amendments should not require extensive rewrites of related regulations GRFA amendments should not regulate the interior uses of homes GRFA amendments should improve compliance with building and fire codes GRFA amendments should not reduce development potential or property values GRFA amendments should not dramatically increase development potential es o GRFA converted to ratio type formulas Yes Yes Yes Yes Yes Yes Yes 7 0 GRFA measured from the outside of the exterior building walls Yes Yes Yes Yes Yes Yes Yes 7 0 Stairs included as GRFA on every level in multiple- family structures Yes Yes Yes Yes Yes No Yes 6 1 Amnesty for previous illegal construction brought into compliance with amendments Yes No Yes Yes Yes Yes Yes 6 1 Amendments should be phased: first residential zone districts and then all other zone districts No Yes Yes Yes Yes Yes yes 8 ~ f Vaulted spaces included as GRFA No Yes Yes Yes Yes No Yes 5 2 250 Ordinance GRFA bonus repealed Yes Yes Yes Yes Yes No No 5 2 Interior Conversion GRFA bonus repealed Yes Yes Yes Yes Yes No No 5 2 GRFA renamed to FAR (Floor Area Ratio) No Yes No Yes Yes Yes Yes 5 2 Maintain existing GRFA deductions for attics, crawlspaces, and garages No No Yes No No Yes Yes 9 q Deduct basements from GRFA No No Yes No Yes Yes No 3 q Any loss of development potential should justify a variance from GRFA No No No No No Yes No f 6 e~ t7 3 i~1EilAORANDUIdi TO: Town Council FROM: Community Development Department DATE: March 2, 2004 SUBJECT: A request to proceed through the Town of Vail development review process for proposed improvements on a small portion of the northwest corner of the Town of Vail soccer field located at 620 Vail Valley Drive/Tract & Lot A, Vail Village 7th Filing. Applicant: Northwoods Condominium Association, represented by Sonesmac Planner: Matt Gennett SUBJECT PROPERTY The subject property is a small portion of the northwest corner of the Town of Vail soccer field site located at 620 Vail Valley Drive/Tract & Lot A, Vail Village 7th Filing. II. BACKGROUND AND DESCRIPTION OF THE REQUEST The applicant wishes to place a monument sign and landscaping improvements on the northwestern tip of the Town of Vail soccer field site, adjacent to the eastern entrance of the IVorthwoods Condominiums (see attached site plan and photos). For your reference, please find attached a reduced site plan and photographs of the subject property, as well as the neighboring site. III. STAFF RECOfrfiIVIENDATION The Community Development Department recommends that the Town Council approve this request to proceed through the development review process. Please note that an approval of this request does not constitute an approval of the proposed improvements; it simply allows the applicant to proceed through the development review process. The Town Council will be informed of the status of the proposal through one of staff's periodic updates to Council. I!!. ATTACHMENTS A. Vicinity map B. Photographs C. Sketch D. Reduced, partial site plan Northwoods Condominiums - 600 Vail Valley Drive D Existing Conditions - TOV property starts to the left of the asphalt drive EXISTING NORTHMIOODS ENTRY MONUMENTlSIGNAGE PERENNIAL / /•, :. LAWN... NEW NORTHWOODS o•~ ' ENTRY MONUMENT ~;, • :. EVERGREEN TREE (TYP) ~~ rr ,~ ,)~~ uwN ~~ 1 Li !~ vlEwcoldaooR GORERAN6E ~;~, i ~~ s~ ~: -. ~~ NEWINTL#lACIONG PAVER WifIR \.1 i ~. r •1 BUILDING A EXSTING TREE n Tb M Rl9A0VB1(TIP.) ~ ~ •i' _~ ~ '• '., / `' \ ~,, iXISTIN6 EVERGREHI THE TO RERAAIII RY-.)r'-1 7 (_~. ~i_ i"~~ I --~;__ ; GATE P 7 ! ~ wMi ' OUTCROPPRrG (TYP.) P' ~ ASPEN TREE (TYP.) ENHANCED PAVING WI SNOWMELT SYSTEM NATNE SHRUB MASSING VIEW CONDOR GORE RANGE THIS CONCEPT CREATES A STRONG SENSE Of ENTITY DRIECTIY Al TI# INTERSECTKN OF VAII VALLEY DANE AND THE PgRTIFYYOODS DRNEWAY. TILE CONCEPT K NAEND®TO MN)VIDE A BEAUTIFULLY UINDSCAPEO PERIRI~TER WHR.E DELBNATNIG THE EASTERN EDGE Of THE NORTNWOODS PIIOPERTY. ClMl11ENTLY THE PROJECT VISUALLY ENDS ABRUBTLY A7 THE DRNEWAY EDGE. THIS CONCEPT WN.L CREATE A CLEAJV AND SR+IPIE, YEI BEAUTIFUL ENTRANCE STATEMENT. LARGE SPIIUCE AND ASPEN TREES SHAH BE PiANTED ON THE EAST SIDE OF THE ENTRANCE INTERSECTION WITH ADDITIONAL IMGE ASPEN TREES PLANTED CLOSE TO TILE DILNEWAY ON THE WEST SKI TO ENHANCE THE SENSE OF A 'GATEWAY'. THE EXISTNG STONE VENEER WALUMONUMENT SIGN SHALL BE REPEATED ON THE EAST SDE OF THE DIINEWAY TO PROVIDE AN ELEGANT YET DISTINCT ENTRANCE STATEMENT. PLANTINGS FRONTING ANO AROUND EX6TING AND PROPOSED STONE VENEER WAII/MONURIIENT 51GPI vwu BICLUDE SEVERAL BOULDERS AND /LANT MATERIALS TO vISUUALLY TIE TO NEW WiDSCAMNG ON EAST SIDE OF DRNEWAY. AS YOU ENTER FROM YA0. VALLEY DRNE YOU PASS TMROUGFI THE PLANTINGS AMID MONlNI11ENTi, THEN INTO AN OPEN AREA YYFIEJT# DRIVEWAY IS FLANKER BV 500, THEN BACK THROUGH ANOTHER DENSE PLANTING WHERE VEHKLE AND PEDESTILIAN GATE PROVIDES RESTRICTED ACCESS INTO THE NORTIIINOODS PROPERTY. AFTER GOMlG THROUGH THE GATE, YOU AGAIN PASS TIMOIIGII AN OPEN MEA FOLLOYYED BY DENSE PLANTINGS CREATMIG A SEQUENCE Of ENTRANCE STATEMENTS. THIS /IANTNIG SCHEME MAINTAINS THE GORE RANGE AND EASTERN VIEW CORRIDORS FROM ADJACENT THE EXSTING NATNE SLOPE ABOVE NEW SOD AREAS WILL BE NATURALIZED ANO ENHANCED WITH THE ADDITION OF BOULDER OUTCROPPINGS AND NATNE SHRUBS. TIC B(XNDERS Will ALSO SERVE AS A GRADE BREAK TO PROVDE A GENTLE SLOPE AT WIDE SOD AREAS WRHIN THE VIEW CORRIJORS AND PROVIDE A DISTgiCT TRANSITIOPI FROM MANKURfD LANDSCAPE TO NATNE LANDSCAPE. VEHICULAR ENTRANCE GATES SHAH CONSIST OF OIINAMENTAL METAL GATES. INTERLOCKING PAVERS Wlll BE INSTALLED AT GATE MEq AS MOWN. THK AREA HALL BE HEATED WITH A SNOWMEIT SYSTEM. EXISTING INTERLOCKRrG PAVER WALKWAY IN FRONT OF BURRING A WILL BE EXTENDED TO CONNECT TO EXISTING SIDEWALK ALONG VAK VALLEY DRNE. A BOULDER RETANWNG WALL WILL IE MKTAlLEO TO RETAM~I EJLKTING GRADE ABOVE NEW PAVER WALKWAY. A MAN GATE ADJACENT TO VEIRCINAR GATE VYRl CONTROL /EDESTRIAN ACCESS INTO THE NORTHW0005 PROIERTY. NORTHWOODS CONDOMINIUMS VEHICULAR ENTRY LANDSCAPE CONCEPT NORTH SCALE:NTS DATE NOVEMBER 26, 2003 sonesm_ac ~a~a,~.o.~„n~~.,~,,,, ~P~ing ~~ PO Au. '~1~ r,~n~. <<~eIfi70 Ph 9709n4 !A9f` ,i, 910761116: Email .n~d,orc~.o~~•.mM mm D ~« w m 3 0 D d z 3 3 M n Attachment: p. - - - ~~-----s ~r , --~ -~ ,rte = ~ _, , , _ ~_~--, ~. T r ~ -r 1 6 ~ t `~ _ ~ t~~~r- , _ 'I~' f ._ r ~ ~~ y i S r! ,~ i I _ r s ~'~ ~ ~ i f„~ >}, a } ~ ~i: "5 fi Sri ! 7 ..i ~ ~ li ^~ ~~f k?i nb ill rY a t ~~ p °~ ,~ ~l i 4 ' ~~. ~. e l}, v, r t~ h r~?,T~rt-~}rF~ ~_ ~ -~ g~'' ti r - 7 ,yi., . s - ~ i -~ `4 y ',!,-.i '.. ' {'-... ` .. _i J ~~ ~"~' ~ k;~ ~~`r.~~7" ~-,"~;~.J "1~~iz' Si~'1~W'^} ~' l ~ k`~*~+4r ~, . ~ _ r 1~"~.~tf z._~ l ~i'. - ~~ t':.,,r c ~~ ~~~ ~~- ~~: ~' e' i•` ~~.t. it ~~r~~ I ~.,~t%' ~<,F <i. 14' *' e tic t.> tf y'". ~ ~ i " y y'ly~,~' ` ~ ~~~'~t• ~ ~; ~S t '~4 ~ ~ 1A C ~ , y~-'kS4 ~r - }. yr L,,._~ ~ r 4 ~ .< ~ ~ r- ~~ ~ ~ _ 1 ~ - -y ty. -^r' ~r r n'. - ~ _ .r - - I it - ~{ -. - ~. i i ti Sa -r - _ i_, l~€ 1. ~!- - ~'' - - _ ~~ ..,- ., ~ ~ 1, r~ ,f Pik. , , ~. ~ ~ ~ . t _ _ k _ ~ `' ~~. ~ ~~ _~a- .. ~~ 1 ~ _ r -,__ ~, ~ ~ ~~~ + I ,' ~ i~ r 4 ~:, ~°~ '~ 5' ~ - i, l~ .; r, << ,sa 5 i ~ , ~ ~, , - ~ _- - - - -- _ _..__._ M 50 0 50 Feet ~ ~ n - ~ oOr ~ This map was created by the Town of Vail GIS Department. Use of this map should be for general purposes only. The Town of Vail does not wanant the accuracy of the Information wntained herein. .. ORDINANCE NO. ~ SERIES 2004 AN ORDINANCE AMENDING TITLE SIX OF THE NAIL TOWN CODE; EXEMPTING AREAS OF STEPHENS PARK FROM TOWN OF NAIL REQUIREMENTS REGARDING PET ANIMAL OWNERS' IMMEDIATE AND PHYSICAL CONTROL OF DOGS; AND SETTING FORTH DETAILS IN REGARD THERETO. WHEREAS, the Town of Vail, in the County of Eagle and State of Colorado (the "Town"), is a home rule municipal corporation duly organized and existing under laws of the State of Colorado and the Town Charter (the "Charter"); and WHEREAS, the members of the Town Council of the Town (the "Council") have been duly elected and qualified; and WHEREAS, Stephens Park is located within the Town and, when visiting the park, Pet Animal Owners are currently subject to the requirements as set forth in Section 6-4-6 of the Vail Town Code regarding the Immediate and Physical control of dogs; and WHEREAS, it is the Council's desire to exempt certain areas of Stephens Park from Town requirements regarding Immediate and Physical control of dogs. NOW, THEREFORE; BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF VAIL, COLORADO THAT: Sec4ion 9. The purpose of this Ordinance is to exempt certain areas of Stephens Park from current Town of Vail Town Code requirements that Pet Animal Owners' exercise either Immediate or Physical control of dogs at all times. Sec4ion 2. Section 6-4-6 of the Vail Town Code is hereby amended to read as follows: (additions are shown in bold and underline) 6-4=6: FAILURE TO CONTROL ANIMAL: It shall be unlawful and considered a failure to control an animal when: A. Any dog is off the premises of the owner without the presence of a responsible person having physical control of the dog on any bike path or public park located within the Town or on any area located within the Town and described in Exhibit A attached to Ordinance 5 Series of 1995, made a part of this Section by reference, and which can be found on file in the office of the Town Clerk. B. 1. Any dog is off the premises of the owner in all areas of the Town, other than as specified in subsection A above, without the presence of a person having immediate control of the dog, and Ordinance 4, Series of 2004 -~. 2. It is an affirmative defense to a violation under this subsection that the responsible person accompanying and having immediate control of the dog was actively engaged in training of the dog which caused the distance between the responsible person and the dog to be greater than ten feet (10'). C. Any dog is on or within one hundred feet.(100') of any athletic field or golf course within the Town while any athletic event or activity is in progress, except that a dog may be within one hundred feet (100') of an athletic field or golf course while any athletic event or activity is in progress if the dog is on a public road or right of way. D. Any animal is allowed to become a danger to any person or property. E. Any animal trespasses on, or is tethered upon, any public property where expressly prohibited or private property without the permission of a person owning, leasing, or otherwise controlling the property in question. F. Any dog reaches past the perimeter of the owner's premises with its teeth or claws. G. Any animal is allowed to excrete body waste upon public or private property when the animal owner or other responsible person does not remove the waste in a timely manner. H. Any female dog or cat is not confined during estrus in a house, building, or secure enclosure constructed so that the female dog or cat cannot escape, and no male dog or cat may gain access to the enclosed animal. I. A dog is not under physical control while in the yard of any multiple occupancy building occupied by other persons; or in the common areas of apartments, or condominium developments. J. Any animal is not under physical control in areas posted as requiring any animal to be on a leash/tether by any agency of the Federal government, the State, or the Town. K. Any animal is kept or left in circumstances which constitute neglect, mistreatment, or abandonment, if the keeping or leaving is due to criminal negligence on the part of the animal owner. L. Protective custody of any animal is reasonably necessary. M. Exception: Notwithstanding the provisions set forth in Sections 6-4-6(A) and (B) above, any dog in Bighorn Park and/or Stephens Park, except for those considered as Vicious, Dangerous or Potentially Dangerous, need not be under either Physical Control or Immediate Control of the Pet Animal Owner if said dog is occupying any area described in Exhibit A attached to Ordinance 1, Series 2003 or Exhibit A attached to Ordinance 4, Series of 2004, made a part of this Section by reference, and which can be found on file in the office of the Town Clerk. Nothing in the Section shall exempt a pet animal owner from the provisions of Sections 6-4-6(C)-(L) of this Title or from exercising Control over his or her dog, as defined in this Chapter 4, at all times. Section 3. If any part, section, subsection, sentence, clause or phrase of this ordinance is for any reason held to be invalid, such decision shall not affect the validity of the remaining portions of this ordinance; and the Town Council hereby declares it would have passed this ordinance, and each part, Ordinance 4, Series of 2004 2 ~,, ~~ section, subsection, sentence, clause or phrase thereof, regardless of the fact that any one or more parts, sections, subsections, sentences, clauses or phrases be declared invalid. Section 4. The Town Council hereby finds, determines, and declares that this ordinance is necessary and proper for the health, safety, and welfare of the Town of Vail and the inhabitants thereof. Section ~. The amendment of any provision of the Municipal Code of the Town of Vail as provided in this ordinance shall not affect any right which has accrued, any duty imposed, any violation that occurred prior to the effective date hereof, any prosecution commenced, nor any other action or proceedings as commenced under or by virtue of the provision amended. The amendment of any provision hereby shall not revive any provision or any ordinance previously amended or superseded unless expressly stated herein. Section 6. All bylaws, orders, resolutions, and ordinances, or parts thereof, inconsistent herewith are repealed to the extent only of such inconsistency. This repealer shall not be construed to revise any bylaw, order, resolution, or ordinance, or part thereof, theretofore repealed. Section 7. This ordinance, as adopted by the Town Council, shall be numbered and recorded by the Town Clerk in the official records of the Town. The adoption and publication shall be authenticated by the signatures of the Mayor, or Mayor Pro Tem, and Town Clerk, and by the certificate of publication. Section 8. This ordinance shall be in full force and effect five days after publication following final passage. INTRODUCED, READ, APPROVED, AND ORDERED PUBLISHED ONCE IN FULL ON FIRST READING this 2nd day of March, 2004 and a public hearing shall be held on this Ordinance on the 16th day of March, 2004, at 6:00 p.m. in the Council Chambers of the Vail Municipal Building, Vail, Colorado. Ludwig Kurz, Mayor ATTEST: Lorelei Donaldson, Town Clerk Ordinance 4, Series of 2004 3 Ordinance 1~®0 49 ~erieS 2®®4 Stephens Park March 2, 2004 (DRAFT) ' ®° Foot Path Stephens Park Boundary Indicates areas Not Exempted from requirements regarding a Pet Animal Owner's Immediate and/or Physical Control of dogs as set out in Ordinance No. 4, Series 2004 Indicates areas Exempted from requirements regarding a Pet Animal „. 0 Owner's Immediate and/or Physical Control of dogs as set out in \ Ordinance No. 4, Series 2004 /~ i ,\', . fE~ ~~~ 1 ~.. ~ :;~~ ~ ®. ~ / e~~~ r ~9 t~~ ,. to - ~, '' ~,: ,-..=/ 100 0 100 Feet ORDINANCE 5 SERIES 2004 AN ORDINANCE AMENDING TITLE 4, CHAPTER 3, OF THE MUNICIPAL CODE OF THE TOWN OF ~9AIL; PROVIDING FOR CERTAIN AMENDMENTS TO THE TOWN OF VAIL SALES TAX CODE; AND SETTING FORTH DETAILS IN REGARD THERETO. WHEREAS, it is the desire of the Town Council of the Town of Vail ("the Town") to amend the Town's sales tax code to provide fora "Jeopardy Assessment and Demands" section; and WHEREAS, it is the Town Council's opinion that the health, safety and welfare of the citizens of the Town of Vail would be enhanced and promoted by the adoption of this ordinance. NOW THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF VAIL, COLORADO, THAT: Secgloe~ 9. Title 4, Chapter 3, Section 5 entitled "ENFORCEMENT," of the Municipal Code of the Town of Vail is hereby amended by the addition of the following Section, 4- 3-5-5, to read as follows: 4-3-5-5: JEOPARDY ASSESSMENT AND DEMANDS: Notwithstanding any other provision of this Chapter Three (3), if the Finance Director finds that collection of the tax will be jeopardized by delay, in the Finance Director's discretion, the Finance Director may declare the taxable period immediately terminated, determine the tax, and issue notice and demand for payment thereof; and, having done so, the tax shall be due and payable forthwith, and the Finance Director may proceed immediately to collect such tax by distraint, levy and sale. Collection may be stayed if the taxpayer gives such security for payment as shall be satisfactory to the Finance Director. Sec~loro 2. If any part, section, subsection, sentence, clause or phrase of this ordinance is for any reason held to be invalid, such decision shall not affect the validity of the remaining portions of this ordinance; and the Town Council hereby declares it would have passed this ordinance, and each part, section, subsection, sentence, clause or phrase thereof, regardless of the fact that any one or more parts, sections, subsections, sentences, clauses or phrases be declared invalid. Ordinance 5, Series of 2004 Section 3. The Town Council hereby finds, determines and declares that this ordinance is necessary and proper for the health, safety and welfare of the Town of Vail and the inhabitants thereof. Section 4. The amendment of any provision of the Town Code as provided in this ordinance shall not affect any right which has accrued, any duty imposed, any violation that occurred prior to the effective date hereof, any prosecution commenced, nor any other action or proceeding as commenced under or by virtue of the provision amended. The amendment of any provision hereby shall not revive any provision or any ordinance previously repealed or superseded unless expressly stated herein. Section 5. All bylaws, orders, resolutions and ordinances, or parts thereof, inconsistent herewith are repealed to the extent only of such inconsistency. This repealer shall not be construed to revise any bylaw, order, resolution or ordinance, or part thereof, theretofore repealed. INTRODUCED, READ ON FIRST READING, APPROVED, AND ORDERED PUBLISHED ONCE IN FULL ON FIRST READING this 2nd day of March, 2004 and a public hearing for second reading of this Ordinance set for the 16th day of March, 2004, in the Council Chambers of the Vail Municipal Building, Vail, Colorado. Rod Slifer, Mayor Attest: Lorelei Donaldson, Town Clerk Ordinance 5, Series of 2004 READ AND APPROVED ON SECOND READING AND ORDERED PUBLISHED this 16th day of March, 2004. Rod Slifer, Mayor Attest: Lorelei Donaldson, Town Clerk Ordinance 5, Series of 2004 FC20f~i: Stan Zemler, Town Manager RE: Town Manager's Report ®ATE: MARCH 2, 2004 March 18, 2004 February 26, 2004 To: Vail Town Council Stan Zemler Pam Brandmeyer Judy Camp From: Sally Lorton Re: January Sales Tax On the reverse side, please find the latest sales tax worksheet. I estimate I'll collect another $26,000.00 in January sales tax to bring January collections to $2,205,530.00. If so, we will be up 10.44% or $208,439.00 from January 2003 and up 9.34% or $188,327.00 from budget. Ski season (November -January) would reflect an increase of 4.0% or $189,096.00. A total of $3,829,520.93 has been collected for the conference center, $1,874,280.56 from lodging and $1,955,240.37 from retail sales. January lift tax is up 17.43% or $84,960.00 from January 2003. So far for the ski season (November -January) lift tax is up 6.1% or $61,877.00 from last ski season. • Month 993 994 995 996 Town of Vail Sales Tax Worksheet aras~o4 1997 1998 1999 000 001 002 003 Change 2,004 Budget hnm Budget Collectlons Variance 2003 Change from Budget January 1,855,364 1,805,707 1,894,597 1,935,782 2,052,569 2,115,359 2,066,459 2,034,529 2,210,547 2,073,481 1,997,091 2,017,203 2,179,530 162,327 '9.14% 8.05% February 1,828,766 1,814,495 1,816,107 1,993,389 2,089,673 2,153,121 2,021,486 2,223,670 2,366,321 2,281,833 2,111,163 2,132,423 March 1,988,090 2,250,656 2,139,298 2,240,865 2,580,992 2,368,077 2,415,202 2,545,573 2,568,871 2,699,664 2,372,942 2,396,839 April 864,303 794,668 791,092 966,993 874,427 1,107,334 952,843 926,771 1,043,431 870,875 871,468 880,244 May 257,248 287,315 324,681 318,920 329,783 382,718 370,864 388,121 448,234 414,248 428,919 433,238 June 475,161 548,820 590,685 594,907 630,366 633,400 692,811 721,774 751,439 657,707 742,755 750,235 July 811,538 892,830 893,483 963,717 1,043,637 1,107,882 1,130,883 1,235,470 1,157,867 1,044,966 1,075,532 1,086,363 August 825,954 891,566 867,125 990,650 1,073,430 1,183,926 1,050,004 1,038,516 1,124,275 1,084,318 1,029,446 1,039,813 September 560,535 725,205 •645,902 630,453 637,831 735,608 806,600 817,313 747,766 713,574 679,208 686,048 October 400,525 408,405 461,791 413,573 472,836 515,531 536,204 547,201 486,570 484,425 508,092 513,209 November 553,681 594,491 611,147 601,208 707,166 656,596 582,260 691,445 571,783 642,293 591,269 597,223 December 1,974,553 1,992,855 1,994,540 2,068,851 2,254,709 2,070,834 1,883,805 2,062,205 1,933.940 2.139,417 2,171,098 2,192,962 Total 12,395,718 13,007,013 13,030,448 13,719,308 14,747,419 15,030,386 14,509,421 15,232,588 15,411,044 15,106,801 14,578,983 14,725,800 ~ . (I 1 onth 992 993 994 995 996 997 Town of Vail Sales Tax llVorksheet snsioa 1998 1999 2000 001 002 udget 003 Co//ectlons udget Variance hange from 2002 Change from Budget January 1,709,654 1,855,364 1,805,707 1,894,597 1,935,782 2,052,569 2,115,359 2,066,459 2,034,529 2,210,547 2,073,481 2,002,943 1,997,091 (5,852) -3.68% -0.29% February 1,780,568 1,828,766 1,814,495 1,816,107 1,993,389 2,089,673 2,153,121 2,021,486 2,223,670 2,366,321 2,281,833 2,204,207 2,111,163 (93,044) -7.48% -4.22% March 1,977,995 1,988,090 2,250,656 2,139,298 2,240,865 2,580,992 2,368,077 2,415,202 2,545,573 2,568,871 2,699,664 2,607,824 2,372,942 (234,882) -12.10% -9.01% April 691,163 864,303 794,668 791,092 966,993 874,427 1,107,334 952,843 926,771 1,043,431 870,875 841,249 871,468 30,219 0.07% 3.59% May 268,000 257,248 287,315 324,681 318,920 329,783 382,718 370,864 388,121 448,234 414,248 400,156 428,919 28,763 3.54% 7.19% June 468,598 475,161 548,820 590,685 594,907 630,366 633,400 692,811 721,774 751,439 657,707 635,332 742,755 107,423 12.93% 16.91% July 742,750 811,538 892,830 893,483 963,717 1,043,637 1,107,882 1,130,883 1,235,470 1,157,867 1,044,966 1,009,411 1,075,532 66,121 2.93% 6.55% August 767,257 825,954 891,566 867,125 990,650 1,073,430 1,183,926 1,050,004 1,038,516 1,124,275 1,084,318 1,047,424 1,029,446 (17,978) -5.06% -1.72% September 485,954 560,535 725,205 645,902 630,453 637,831 735,608 806,600 817,313 747,766 713,574 689,292 679,208 (10,084) -4.82% -1.46% October 367,578 400,525 408,405 461,791 413,573 472,836 515,531 536,204 547,201 486,570 484,425 467,825 508,092 40,267 4.89% 8.61% November 497,907 553,681 594,491 611,147 601,208 707,166 656,596 582,260 691,445 571,783 642,293 619,046 591,269 (27,777) -7.94% -4.49°/a December 1,846,223 1,974,553 1,992,855 1,994,540 2,068,851 2,254,709 2,070,834 1,883,805 2,062,205 1,933,940 2,139,417 2,055,291 2,171,098 115,807 1.48% 5.63% Total 11,603,647 12,395,718 13,007,013 13,030,448 13,719,308 14,747,419 15,030,386 14,509,421 15,232,588 15,411,044 15,106,801 14,580,000 14,578,983 -1,017 -3.49% -0.01%