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HomeMy WebLinkAbout2005-12-11 Support Documentation Town Council RetreatVEIL `T®WN COl1NCIL ~~TRE~-`T Lion Square Lodge 660 W. Lionshead Place Vail, CO 81657 8:00 A.M., FRIDAY, DECEiUBER 16, 2005 Breakfast and Lunch will be served. 5:00-9:00 Staff Presentations Priorities /Key Challenges `06 ^ Fire ^ Library ^ Public Works ^ Police 9:00-9:30 FinancialOvervieonr • TIF • Timber Ridge • RETT • General Fund • Capital Projects • Operating Budget 9:30-10:00 TOV 2006 Areas of Focus ^ HR /Risk ^ Finance ^ Planning ^ Communication (See Attachment Ay 10:00-12:00 State of the T®mun Presentation (RfRC) 12:00-1:00 1:00-2.•00 • What is the Vail Community Saying /Thinking • Trends: Community, Quality of Life, Infrastructure Lunch / Bilf ~lensen, Vail Resorts, ~8ountain Report What is.tt~e Towh C®uncil's visi+~n for Vail ten years from ~~ovu? 2:00-3:30 Council Policy Discussion. Housing - Economy Environment - Regulations - Transportation - Development - Parking - Cultural - I-~~ - Leadership - Recreation - Safety/ Security - Amenities /Public - Second Home Owners Facilities - Workers /Families 3:30-3:45 Public Input 3:45-4:30 Community Planning Process Discussion: Future Vision for the Town of Vail. Purpose: To ensure an effective and valid vision for the future of Vail, ~nrhile engaging the community. What is next for the Town of Vail. 1. Why undertake this exercise? 2. What are you interested in accomplishing? 3. How do you propose to go about doing it? 4. How do you involve the community? 5. How does the Conference Center Fund fit into this process? Town Meeting Discussion. NOTE UPCOMING MEETING START TIMES BELOW: (ALL TIMES ARE APPROXIMATE AND SUBJECT TO CHANGE) Tt-iE NEXT JAIL TOWN COUNCIL. REGULAR WORK SESSION WILL BEGIN AT TBD, TUESDAY, DECEMBER 20, 2005 IN THE VAIL TGWN COUNCIL CHAMBERS. Sign language interpretation available upon request with 24-hour notification. Please call 479-2106 voice or 479-2356 TDD for information. TO~UN OF VAlL AREAS OF FOCUS,-2006 1. PLANN9NG • West Vail Ptan The West Vail commercial area has been under-performing from an economic standpoint with the development of Big Box retail commercial projects in Avon. In addition, the Holiday Inn-Apex is now poised for redevelopment and there is inadequate zoning and master planning for the area to effectively consider future development. In developing a West Vail plan, the town is seeking to improve the economic sustainability of West Vail by improving the sense of place and creating a vibrant successful community commercial area. Other goals of the plan are to create an updated vision of West Vail's potential and direction, and to develop a successful and flexible framework for land use decision making in West Vail that respects the adjacent residential neighborhood. • West Lronshead Plan Vail Resorts has submitted plans for aRitz-Carlton condominium development on the West Day lot. In addition, Vail Resorts has submitted plans to the U.S. Forest Service for a new lift in West LionsHead. The town of Vail also anticipates receiving an application for a new portal through a conditional use permit. Prior to an application, the Town and Vail Resorts have initiated a planning process to evaluate a new lift portal and other associated public improvements that should be considered with a lift. • Transportation Transportation issues continue to be a major point of focus for 2006 both locally and regionally. The I- 70 programmatic environmental impact study will shape the vision of the corridor for many years to come. The results of the study will affect the lives of residents and guests in addition to setting the tone of how we will need to deal with the impacts. In addition; the continued growth in population both along the Front Range and Eagle and surrounding counties will continue to put demand pressure on the existing infrastructure. The current redevelopment within the town can be accommodated within the transportation network with the completion of the improvements outlined in the Lionshead Transportation Plan. The town has recognized the immediate need for 400-500 additional parking spaces with along-term need for a total of 1,000 spaces in the future. The transportation master plans have identified sites to accommodate this demand. The new wave of redevelopment with regard to West Vail, West Lionshead and eventually Timber Ridge will put additional pressure on the transportation system. These impacts will need to be identified and evaluated to determine required improvements as a result of the redevelopment. • Housing Since 1996, the town has helped 90 local employees purchase homes within Vail's boundaries. There are currently 464 deed-restricted rental and for-sale employee housing uni~s within. the. town.. Now that Middle Creek Village is up and running, the Vail Housing Authority has tamed its. attention to preparing a recommended housing strategy.to be presented to the Town Council in the near future. The draft strategy is.i~tended to address the. challenge of an estimated 1,300 new jobs created by the ongoing redevelopment in Vail; as well as the challenge of increasing. employment opportunities west of Dowd Junction and an interest in maintaining a sense of community in Vail +Nith a diverse housing stock. ^~ttachment A ~ , Timber Ridge The town purchased Timber Ridge to protect 40 percent of its affordable housing stock from potentially being eliminated. Timber Ridge has been built on a 10 acre site and contains 198 affordable housing units and nearly 700 affordable `beds." The town, through the creation of a separate corporation, issued bonds for $22 million to purchase the property. The project had a positive cash flow until mold was discovered in the units in 2003. Now only 156 units are free of mold and can be occupied. Vail Resorts has master leased all but 19 of the 156 units. The Town of Vail in 2005 loaned the Timber Ridge Affordable Housing Corporation $700,000 to help maintain a positive fund balance. The goal of the Corporation is to find a developer to either buy or redevelop the property while achieving the following goals: . o Reduce or eliminate the town's financial exposure in the project o Maximize the number of affordable beds that could be created on the site while not providing less than the current number of affordable beds Natural Resources Our natural environment has been the golden goose of Vail. The town has a strong environmental record in managing its natural resources, particularly with respect to outdoor air quality, Gore Creek and protecting over one-third of the land area within the town boundary as open space. Environmental stewardship is a stated mission of the town: o The Town of Vail is committed to the stewardship and protection of our unique mountain environment. In consideration of both our local and global impacts and opportunities, our environmental vision is to demonstrate and promote: ^ Renewable Energy ^ Natural Resource Efficiency Ecosystem Protection, and • Community Awareness and Education As a municipality, the town works in findings ways to eliminate waste and prevent pollution before it happens by working closely with our partners, suppliers and community members to better understand and manage our combined impacts. These actions confirm our stated mission and commitment to environmental stewardship. 2. 1=1NAWCIAL 9VIAIVAGEIVIEPIT/TOV OPERATIONS • Conference Center Fund In the November 2005 election, the community turned down the conference center. The Conference Center Fund is expected to have a fund balance of $7,684,944 as of December 31, 2005. This money is currently restricted for use in constructing and operating a conference center. The Town Council must now decide.to either develop a process to refund revenues collected, or ask Vai! voters to decide how the $7.7 million in revenues should be reallocated, which would be put to a vote in November 2006 to comply with TABOR election provisions. • Iconomic i)evelopment!llNarketing/Special Events Recently concerti has ~eeri expressed the Town of Vail tacks a focused effcrt with. regard to its local economy. Town leaders and. residents recognize attention r--eeds to be placad on !Seeping storefronts full, retaining and capturing sales tax, exploring economic opportunities in West Vail and other areas as well as attachment a supporting an environment where existing businesses can be successful. Continuous collaboration with Vail Resorts promoting both winter and summer.to achieve economic results also has been suggested and has been turned into a collaborative effort between the Vail Local Marketing District and Vail Resorts. Real Estate Transfer Tax (RETT) The Real Estate Transfer Tax Fund is expected to have a fund balance of $4,689,040 as of December 31, 2005. Annual revenue from the real estate transfer tax has grown from $3.5 million in 2000 to an estimated $6.0 million in 2005 and the fund balance is expected to grow in future years. This fund is restricted by ordinance to parks, recreation, and open space. Prior councils, concerned that RETT revenue may not be sustainable, have focused the use of this fund on parks and open space. Funds available from other sources have been used for some projects which may have qualified for RETT funding. Tax Increment Financing (TIF) The Vail Reinvestment Authority (VRA) is an urban renewal authority created ~in November 2003 to facilitate redevelopment in the LionsHead area. Through the VRA, we have established a Tax Increment Financing (TIF) district to fund public infrastructure. TIF funds will become available as new construction is completed. No significant revenue is expected from TIF until 2008 or 2009, following completion of the Arrabelle. At that time, TIF could be used to issue revenue bonds to finance public projects in LionsHead Organizational Health 8~ Development Employee training and development programs have been important components of the TOV organization in that they directly impact the workplace culture. Employees share a set of values and hold one another accountable for productivity, teamwork and other behaviors that contribute to our customer- and results-driven focus. These ongoing training and development programs are integral in the town's ability to recruit and retain the best employees in the marketplace. Additionally, we continue to review our compensation programs to assure alignment with business results. 3. DEVELOPMENT ~ CONSTRUCTION • Redevelopment/Development Review The Town of Vail has focused on facilitating private development applications and construction projects through a coordinated effort managed by the Town Manager. In the coming year, we can expect a significant increase in demand for time and services as commercial and residential construction continues. The existing major construction projects, The Arrabelle at Vail Square, Vail Plaza Hotel & Club, Westhaven Condominiums and One Willow Bridge Road, will increase their demand for inspections in 2006. The Tivoli Lodge and the Sonnenalp will most likely continue construction through the winter although both are indicating a Christmas completion. In addition to the projects identified above, the Front Door, Roost and Four Seasons are anticipated to commence in 2006. Also during the year, 11 major projects are likely to be submitting redevelopment applications for review by the Planning & Environmental Commission, Design Review_ Board and/or Town_ Council: o Four Seasons o Ritz-Carlton Residences o Apollo Park o' Lions Square- Lodge` aicachi7?ent A ~ . o Gorsuch Building o Landmark o Vail Glo & Enzian o Timber Ridge o Evergreen Lodge o Crossroads o Holiday Inn/Apex o North Day Lot Construction Management and Communication With record construction activity, the town has implemented a series of staffing assignments headed by three area coordinators to provide 7-day-a-week coverage to facilitate safe and efficient construction at multiple work sites. The assignments involve nearly 30 employees who are managing development review, public safety, traffic management, staging, construction inspections, community relations and communications. The town has also worked with representatives from the business community to solicit ideas to help minimize the construction impacts. 2006 Capital/RETT Projects The 5-year Capital and RETT project budgets are used to implement many of the goals of various planning efforts, further the goals of the town's vision and provide a guide for long-lead implementation. In addition to projects furthering the goals of the town, the budget addresses the continued capital maintenance and replacement of the major assets of the town. Major projects scheduled for 2006 include: o Village Streetscape o East Meadow Drive Streetscape o Seibert Circle o Beaver Dam Road Street Work o Northwest Vail Street Overlays o West Vail Fire Station Design o Pine Beetle Mitigation o Btack Gore Creek sand mitigation o Katsos Ranch Bike path improvements. o Big. Horn Park Playground renovations ~. PIDBLIC SAFETYlHEALTH • Pine SeetleMlildland Fire Program The Town of Vail has taken a lead role to ensure a safe environment for the community. The threat of wildland fires has become a major concern, due to the lodgepole pine forest being infested with mountain pine beetles and the continuing drought over the past five years. Initial actions to address these issues was for the TOV to form partnerships with other entities in the county, to proactively work toward common goals, taking a more aggressive stance to deal with wildland-urban-interface ire issues. The town initiated conversations with the IJ.S. Forest Service; Colorado State Forest Service, Eagle County and Vail Resorts, Inc:, to address the mountain pine beetle infestation in the surrounding forest. .rite-fuels mitigation programs were initiated and~ane project was recently completed on town-owned [and on the upper bench of Donovan Park. The "Firewisen homeowner ire inspection program was also initiated and several private home owners volunt4sred to have their properties inspected anti ,'`:ituct;rner~t A ~ ~ evaluated. Town staff has taken the steps necessary to prepare and to develop skill levels to deal with a wildland fire. Planning and training continue with simulated emergency responses, increasing our preparedness for a real fire. `-,Nest Vail Fire Station A proposed West Vail fire station is continuing to move forward. The TOV purchased the land and has recently completed amaster-plan on this property, included in the West Vail sub-area plan. Town staff and Council members formed the Chamonix Property planning team, working with Michael Hazard and Scott Nevin from Davis Partners. Several meetings with neighborhood property owners were held and their input sought. The proposed West Vail fire station building site was located on the southwest side of the 3.6 acre parcel. In regard to funding the cost of building the new fire station, Town staff/ Council collaborated with county commissioners, participated on the Eagle County Capital Projects Committee and were allocated $500,000 toward fire station construction costs, due to Vail Fire's emergency response activities outside TOV boundaries, into unincorporated Eagle County, along I-70 and into other communities under mutual-aid agreements. Funding for design of the station is included in the 2006 budget. Social Services According to the recently completed Eagle County Community Survey on Health and Quality of Life Issues, 77% of the respondents answered yes to the question "is anyone in your household affected by substance abuse?" 67% answered yes to "is anyone in your household affected by mental heath issues?~ These answers coupled with the over 150 protective custody arrests a year by Vail Police officers for drug and alcohol intoxication clearly identify the problem that needs to be addressed. In addition to the problem of drug and alcohol abuse: o The County Jail is continually overcrowded which results in prisoners for medium level crimes and Vail municipal charges being turned away or released early. Currently Sheriff Hoy is working with the County Commissioners to create additional bed space for criminals, alcohol detoxification and potentially for short-term mental heath needs. o Within the Town of Vail there have been eight fatal traffic accidents in the last seven years and 91 in the county over the last ten years, including a number involving our youth. These numbers are higher than the state or national averages and should be addressed by cooperative efforts. o The Police Department and the Eagle County Heath Services District have worked together to place over 70 Automatic External Diffibulators (AED's) within the community and have begun to conduct CPR and AED training to members of the community. With so many of these devices around our very active community it is critical for citizens to be trained in the use of this equipment in particular as cardiovascular disease is the second leading cause of death in Eagle County with over 181 deaths in the last ten years. 1-70 Noise The Town of Vail has identified 1=70 traffic noise as a major public health issue. This topic was initially studied iri 2002 during the update of the Transportation Master Plan: A more detailed study.was initiated in 2003 and has concluded with final reui~ions.forthcoming. The results of the second study recommended the following strategies: o- Continued noise and speed enforcerrfznt o Use of pen graded small aggregGte asphalts. for 1-70 Attachment A ~. o Continue use of bermming wherever feasible , e Pursue the construction of noise berms where feasible o Integrate Land Use planning of redevelopments with the impacts of noise in mind o Develop a brochure for residents to suggest ways they can individually reduce the impact of noise o Look at long term solutions to eliminate the noise issue all together through cut/cover or tunneling Emergency Response Planning The town has elevated its emergency response preparedness with a series of actions. In April, the town became the first agency in the region to designate the National Incident Management System (NIMS) as the basis for all incident management in the Town of Vail. The designation made the town eligible for grant funding from the Department of Homeland Security and the State of Colorado Division of Emergency Management. Then in May, more than 650 responders from more than 40 local, state and federal agencies came to Vail for a four-day training exercise involving a simulated building collapse. There were volunteer victims, plus firefighters, police officers, paramedics and other emergency responders who tended to the search and rescue component of the disaster, while many others worked behind the scenes to.test the integration of local, state and federal incident management plans. Funded by a federal Homeland Security grant, the exercise was the first of its kind on the Western Slope and resulted in a successful test of radio equipment and communications systems among the first-responder teams, plus invaluable training for local responders who worked side-by-side with experienced state and federal response teams, while participation by the Salvation Army and Red Cross tested auxiliary support services. The exercise also demonstrated the need for ongoing training in the management and coordination of large incidents which will result in a higher level of community preparedness in the case of a severe winter storm, wildland fire or some other incident. Ongoing employee training is continuing with several tabletop exercise scenarios played, including wildland fire and avalanche, flood and debris flow. 5. LEADERSHIP & PARTNERSHIPS For the past two years, the Town Council has sought to build and/or re-build relationships with its partners through cooperation and coordination of issues of mutualinterest. In particular, the Council and staff have taken a leadership role in working with its partners to: o Identify short-term and long-term capital maintenance needs with the Vail Recreation District o Facilitate creation of an operating agreement for the Vail Gymnastics Center involving the Vail Recreation District and Eagle County School District o Initiate conversations with the Colorado Department of Transportation regarding solutions to I-70 issues o .Identify pine beetle mitigation actions with the U.S. Forest Service o Resolve ongoing construction issues with the contractor community and Vail Rescrts Development Company ,attachment A 6 . o Initiate master planning processes for the eventual redevelopment of West Vail and West LionsHead to help provide direction to the development community While the efforts of the past two years have peen productive, the need to continue to proactively expand Vail's partnerships has been identified as a significant opportunity. Priorities include improving relationships with the business community, continuing to strengthen the existing relationships noted above and elevating the town's partnership with Vail Resorts/Mountain Operations. In addition, opportunities to involve our part-time residents have been identified. Also, partnerships with Eagle County and other municipalities are other possibilities for exploration. Atiachnent A Need for Common Vision While few would dispute Vail's stated vision, `'to be the premier mountain resort community,' there are many interpretations of what that actually means. This may be why so many decisions made today are challenged, revisited or overturned. Until we can collectively articulate a compelling description of what our resort community ought to look and feel like 10 or 30 years from now, decisions will continue to be questioned. Moreover, opportunities for continuity from one generation to the next--or from one Town Council to the next will be diminished. By adding clarity and meaning to our vision, as well as a shared understanding.and acceptance from the community, we can then align our decision-making and resource,allocationfunctions to support this higher purpose. With these principles in place, issues we've continued to struggle with can then be evaluated within the larger context of the vision. For example, with a well defined vision, it would become clearer to us if we should actively encourage (or discourage):.. . • Burying I-70 • Completing the streamwalk • Second home growth • Local resident growth and associated services • Retirees and~associated services • Families and associated services • Resort product growth • Year-round tourism • Special events and night life • Redevelopment • Annexation • Gated neighborhoods • Use of automobiles, etc. In addition, it would help us more easily determine: • The highest and best purpose for the Real Estate Transfer Tax • Prioritization of capital projects • Parking policies and transportation management • Lodging/hotel unit targets • Employee housing targets • Infrastructure and carrying capacity targets ® Economic development strategies • Loading and delivery solutions • Open space preservation targets • Environmentally-sensitive service targets and other municipal service levels • Recreational, educational and cultural targets, etc. Granted, none of these issues are easily addressed. But without a clear and meaningful description of our vision, we're faced with evaluating these issues in isolation, which, in the end, could jeopardize responsible leadership and stewardship. We believe town government is tha appropriate catalyst to bring the community and key agencies together to create a vivid description of Vail's future. This ~houfd include defining. critical success factors ~rtd specific community indicators to be measured regularly agar ~s: the vison. Once in place; these strategies should be used Gs: Ere ccrners~or;e for ;public ;oiicy dacisiars. 'ts3-.a y _yY •n - .~- ~ Z .~ j' ~ - Y ~ i~ ~ . ~ ~ ''-"~+" ~'' m ~ j f I , ~ F 1 •. ~ 1 . t ~~. .L' - ~ - ~. Z :~ ~-. ~ ~ ~ ~- . ~ ~ :~ ~ TH E A CITY'QF , . ~ ~` - ~ _ sP F~ ~T ~.. ~~ ~:~:. :_i- -~:~_ - _.,>3 ~~ e ~,y . _~... .. ..i._.~~.... -...w.f.-'_1Y.,..-•~~b ~ .. .~. ..-:~ .. ri+Fnr .... ~~L.~ .,y`.~,a.~ 4 i ..~.~+i s»K~~w-ne.~.~.. L...aa..._..-r'-~.-..rs w~=i ~iti~~n~ v~h® ~~rtt~°ibe~ted t~t~ir ~'~ valuably tune ~r~d eff~~-t! ~, __ . ~ Acknowledgments 0 Adopted by the-Aspen City Council on February 28, 2000. Mayor Rachel E. Richards Tony Hershey Jim Markalunas Tom McCabe Terry Paulson Adopted by the Pithn County~and City~of~Aspen~ Planning and Zoning Commissions by Joint Resolution on January 25, 2000. Aspen/Pitkin County Community Development Department Steve Barwick, Aspen City Manager Amy Margerum, Former Aspen City Manager Julie Ann Woods, Aspen Community Development Director Cindy Houben, Pitkin County Community Development Director Stephanie Millar, Former Senior Long Range planner Amy Guthrie, Senior Planner-Historic Preservation Officer Chris Bendon, Senior City-Planner Stephan Kanipe, Chief Building Official Lynn Hoffinan, Long Range planning Assistant Additional Assistance Provided By; Tom Baker BBC Research and Consulting CDR Associates Civitas, Inc. Stan Clawson, Former Com Dev Director Community Matters, Inc. James Duncan and Associates Kevin Dunnett, City Parks Department David Hoefer, Assistant City Attorney Mitch Haas, Former City Planner Claude Morelli, Former City Transportation Planner Otak Rock Creek Studio Alan Richman planning Services Rebecca Schickling, City paz~ Department Robert Schultz Consulting John Worcester, City Attorney Illustrations provided by David E. K Panico This document was Wade possible by fiinding r~om aye ? sFea City Council and she Pickin County Loard or County Cammissior_ers. ''_ ~- Table ~f COP?t~rlts. '•, Acknowledgments page i Executive Summary page 1 1993 Original Community Vision Statement page 4 Accomplishments Since the.Adoption of the.1993 :Plan ._ ~ ~ . page 5` 2000 Vision for the Aspen Area page 7 2000 Community Themes page 9 Community Development Features page 10 Three Decades of Growth Management has Shaped Aspen's Character page 11 Community Development Process page 12 Community Action: How This Plan Will Be Used page.l4 Managing Growth ~ page 16 Transportation ~ page 20 Housing page 24 Economic Sustainability page 30 Parks, Open Space, and the Environment page 33 Historic Preservation page 38 Design Quality page 41 Arts, Culture & Education page 44 Addendum A: Aspen Area Community Plan Update Action Plan page 47 Addendum B: Interim Aspen Area Citizen Housing Plan page 04 . G{ossary of Terms. page 83 Overviaw Maps ~. - page.,84 Resolutions of Approval: .. - page. 91 ~' executive ~u_mma •• ~ ^ The 1993 Aspen Area Community plan (AACP) established a blueprint for Aspen's future. The 1993 Plan focused on four major themes that were generated by citizen committees. They were: Revitalizing the Per- manent Community; Providing. Transportation Alternatives;; ..Promoting:.. Environmentally Sustainable Development; and Maintaining Design Quality/Historic Compatibility. In the five years between the completion of the 1993 AACP and the initiation of the Update in 1998, the community was very successful in meeting most of the goals it laid out for itself. However, new issues have emerged. The 2000 Update added four new themes to help address changes in the community since the original Plan: Capturing the Impacts of Growth and Change; Containing Development to Limit Sprawl; Economic Sustainability; and Arts, Culture & Education. Why Update the 1993 Plan? The Aspen Area Community plan calls for an update every five years. Nothing ever stays the same for long, so it is good to revisit community planning documents. Among the many changes that have occurred, job growth stands out for many members of the community. In 1995, there were almost 6,000 more jobs than residents in the Aspen Metro Area! That means a lot of people may be working more. than one job,. and many people are commuting from other communities to Aspen for work In 1997, it was estimated that 65% of the Aspen workforce commuted to work from outside of town. Who Updated the A.~CP7 The update was initiated. in the. Spring. of 1998. Citizens worked on committees representing different sections of the plan. In December of 1998, the committees submitted their final recommendations to an Oversight Committee made up of two members each from the City Council, the Board of County Commissioners, and the . ;.:City.:. and ~• .County Planning Commissions and one representative from each Focus Area Citizen Committee. The Sections for the Plan Update include Community Character; Growth; Affordable Housing; Transportation; Economic Sustainability; Pazks, Open .Space and the Environment; Historic Preservation; Design Quality; and Arts, Culture and Education. What Are the ltecoinBnendations of the Update? A few things have changed between the 1993 Plan and the 2000 Update. Following aze the key elements of the 2000 recommend- ations: • A change in how we count growth - we feel we missed capturing the impacts of change in use, remodels,. and job growth since the 1993 Plan. The Plan Update recommends that we count and capture all growth impacts. Recommendations include requiring mitigation for remodels and changes in use, and ultimate limits to growth. • The creation of a new Aspen Community Growth Boundary which focuses develop- ment inside the boundary while dis- couraging urban levels of development outside. This. might require some upzoning and special incentives within the city to encourage infill development, and Iimit= ations . on development- outside of the , Community Growth Boundary to maintain open. ar. rural land's between Aspen and. other down-valley communities. i • Anew section of the Plan recognizes the PROVIDING AFFORDABLE HOUSING importance and contribution of Arts, • Create an affordable housing environment in ~~ Culture and Education to our community. which units are integrated with the existing Recommendations address how we can CO~'~tY• sustain these. important community assets mto~the•inillennium. , ,~ MANAGING TRANSPORTATION . • Recommendatrons on "Economic Sistaui- •: ~ Build°upon our success in limiting autoiiobile abilit}~' that endeavor to make our com- traffic in the City of Aspen by developing a multi-modal valley-wide transportation system. munity better, without getting bigger. At Improve safety for pedestrians, bicyclists, mass the same time, the plan recognizes the im- transit riders, and automobiles in the Aspen portance of strengthening local ownership az~, of businesses. PROMOTING ECONOMIC SUSTAINABILITY In addition, in the 2000 Plan, the Action • Promote a healthy and diverse economic base Items are not included in the body of the that supports the local economy and the tourist document, but form a sepazate, companion md~n3'• Action Plan that supports the Qoals and b philosophies of the 2000 Plan. 1Zeflecting the Desires of the Community The Plan was developed to address not only issues of the quantity of growth, but also the quality. The Update continues to support the premise of a growth management system in order to address the desires of the community, though it does recommend modifications to the Growth Management System to better capture the impacts of all growth. Following is a list of highlights identified by the community in the 2000 Plan. MANAGING GROWTH • Develop an Aspen Community Growth .Boundary-to promote density and~a sustainable MANAGING PARKS, OPEN SPACE AND THE ENVIRONMENT • Maintain valued open space and wildlife corridors, both inside and outside of the Aspen Community Growth Boundary. • Provide land needed for active and passive recreational uses. • Encourage an environmentally conscientious community through individually responsible lifestyles and responsible building practices. MAINTAINING COMMUNITY CHARACTER & DESIGN • Maintain and create places and opportunities for social interaction and lifestyle diversity. s Promote a standard of design that is of the highest quality and is compatible with the historic .features of the community and the environment. 2. ~''~ ~x~cuti~re summa ~'• .~ What Hasn't Changed? Fundamental to both the o aQinal plan and the 2000 Plan are: • Our commitment to open space and the environment. • Our commitment to preserving andlor providing an appropriate amount of affordable housing. • Our commitment to managing the impacts of automobile traffic in Aspen. What is the Aspen Community Growth Boundary? The Aspen Community Growth Boundary is intended to help preserve open space, discourage urban sprawl and manage ,the transportation impacts of new developments. In order to make the boundary effective, the County may need to maintain and potentially lower acceptable density levels in areas outside of the boundary, and the city will need to pursue infill in existing neighborhoods. The Community Growth Boundary would also serve as the basis for a future annexation agreement between the City and the County and would require intergovernmental coordination for any development approvals in the joint planning area. Why is this Plan Important? The purpose of the Aspen Area Community Plan is to serve as~ a guide for the future. It is a vision, a map, and a plan of action for achieving the goals and values we share. The plan considers the balance between the physical environment and the social well-being of Aspen. The plan also considers the balance and interaction between Aspen the Community and Aspen the Resort, the important relation- ship between transportation and land use planning, and the context of the natural and built environments. It focuses on many aspects of life within Aspen's city limits, as well as the immediately adjoining lands in Pitkin County, known since 1993 as the Aspen Metro Area. 'The Aspen Area Community Plan is broad in scope and does not address every issue or parcel individually. The plan should be interpreted to apply generally to all properties and issues in Aspen and the .immediately surrounding area. The Future Land Use Map should be referenced in all land use hearings. 3 ®~ ~9~3 ~~i~ir~~l ~~mr~tunit ~i~i®~ Citizens' Vision for the Aspen Area Community The City of Aspen is blessed with a beautiful' physical environment that ~ has fostered a rich and' intriguing history of colorful characters and events. The spirit that is Aspen draws its vitality from a unique patchwork of miners, entrepreneurs, ranchers, artists; intellectuals, sports-minded people; free spirits and visionaries. It is this unique balance between all sectors of the community that we are striving to retain and enhance. We believe that Aspen's diverse mix of people is still its most important resource and that people should take precedence over buildings and institutions. Public architecture should seek to support and enhance town life. valuable key to understanding this community. Contributions to Aspen's vitality are made by the permanent and part-time residents and tourists, however, we believe that the kind of vitality brought to Aspen by its full time residents is being diluted by the inability of working people to live in Aspen. We seek to create a community of a size, density, and diversity that encourages interaction, involvement and vitality among its people. Aspen's unique spirit is in danger of eroding into a bland and irrelevant society lacking its former character. The key to reversing this trend lies in restoring the ability to attract, nurture, and learn from these disen- franchised characters. The image of Aspen as an organized facade needs to be injected with the "messy vitality" That originally created Aspen.'s renowned cultural and sociological diversity: Aspen as a community should avoid an environment that is too structured; too perfect, and tfiat eliminates the funkiness that once characterised the town. ' The success of ~4spen the Re~ott; depends on the_ success of open the Corn~nurcity. - - A Y Accomplishrr~ents Sinco tho ''~ Adoption of the- 7993 flan ~~ The 1993 Aspen Area Community Plan laid out several action items to be accomplished. Generally, the City and County have successfully addressed many of these goals. In most Action Plaa areas, our rate of success was over 70%! Following is a list of our achievements in `each Action Plan:' area from the 1993 Plan. In addition, many other things were accomplished which were not in the 1993 plan but which had related impacts. In order to conserve space, only accomplishments from the 1993 plan are listed here. Growth Management Achievements Among the Action Items from the 1993 Plan that we have successfully accomplished are the following: ~ Combined the Aspen and Aspen Metro area growth management areas and quota allocations ~ Reduced the permitted annual growth rate for new residential, commercial, subdivision and lodging development from 3.4% to less than 2% `' Eliminated the 30% minimum allocation guarantee from the Growth Management Quota System (GMQS) ~ Developed a simplified review process for affordable housing developments and deducted affordable housing projects from the annual allotments in GMQS `' Modified the GMQS review criteria to minimize the role of standardized infrastructure improvement in the scoring system ~ Coordinated the use of city and county utility extension policies to reinforce the Community Plan and Growth Management Policy ~ Created GMQS scoring priorities to encourage on- site fanuly owned affordable housing ~ Reduced the overall number of free market units allowed Transportation Achievements In the area of transportation planning and management, the decade of the 1990s has been a period of great achievement for Aspen. Ln the span of just a few short years, the community has managed to realize an extraordinary set of accomplishments, including the following: ~ Developed Transportation Demand Management concepts including commercial core paid parking and the Transportation Options Program, with all parking .;revenues. going into a separate fiord for transit and parking alternatives ~ Purchased the Rio Grande right-of--way as a transportation corridor for raiUtrail and open space ~ Passed an additional 1/2-cent sales tax for implementation of the Rio Grande purchase, development of a fixed guideway approach to the Entrance to Aspen, downvalley RFTA improvements and other transit-supportive improvements ~ Doubled transit service between Aspen, Snowmass and mid-valley ~ Established a residential permit parking system ~ Implemented East End Dial-a-Ride Service v Implemented a pilot West End Dial-a-Ride Service; prepared to implement reverse Hunter Creek Loop as soon as RFTA is able to hire a sufficient number of drivers ~ Implemented the Galena Street Shuttle service Housing Achievements Among the housing achievements are the following. ~ Developed a Resident Occupancy (R.O) program '' Revised the City Accessory Dwelling Uiut (ADU) and Cottage Infill program to promote registration and deed restriction of units ~ Revised the housing qualifications program so that an employer building affordable units has the right to designate the units for the use of his or her employees ~ Purchased the following sites for affordable housing: Lone Pine, 7`s and Main, Aspen Mass, Burlingame, Truscott expansion, and Snyder `' Revised the Housing Authority. Affordable Housing Guidelines to ensure. priority is given to permanent year-round residents ~ . ~ Ensured that development along ll4azoon Creek Road has a mix of affordable and free market touts ~ Encouraged tenant buy-out and resident ownership at exiting mobile home parks '' Co:.ducted surveys of employers and employees to c~®rnplishr~e~ts ~inca the •'' a4d'o~ti®rt of the X993 Plan '• determine the true extent of affordable housing needs Commercial/Retail Achievements In the area of commercial, retail, office and lodging,; the community was able. to achieve only a few of the goals. it laid out.`for- itself in the 1993 Community Plan. It failed to successfully address the Commercial Action Items laid out in the 1993 plan. This was due to two problems. For the "superblock" effort, partnering opportunities crucial to the success of the project fell through. For several of the other items, there.. was an inability to reach consensus oa a definition of "locally serving." Three significant items accomplished were the following: ~ Conducted a study and •issued recommendations regarding the Service/ IndustriaU Commercial (SCn Zone ~ Sponsored a forum of small lodge owners and revised the Lodge. Preservation zone district ~ Updated the lodging inventory Open SpacelRecreation and Environment Achievements Among the achievements in the azea of open space, recreation and the environment are the following: ~ Implemented a tree distribution program ~ Continued to hold biannual Community Clean-Up days ~ Ongoing implementation of the Ecological Bill of Rights ~ Revised snowplowing techniques to reduce air pollution and continued a salt free policy for snow removal aad maintenance ~ Retained the Holden-Marolt Pazcel and North_ Star Nature Preserve ~as natural; open. space ~ Maintained ~ the .1lirry ~ plaza' alidve the parking ._ = :: Qarage as:.open space... , ~ . . J Implemented the.'.~ecommendatioas of "the ?ede.~trian. Walkway a-id 3ikeway, Plan ~nended_ the. GiVIQS scoring system to encourage . he use of 3ecycled ~.aterials ~ Developed a centralized recycling center ~ Established a requirement to replace existing trees as a part of every development ~ Investigated opportunities to reduce noise impacts from downtown dumpstets ~ Investigated opportunities, to reduce noise from Iarge equipme~at,.velucles and RFTA buses.y.,. , Made efforts to move towards cleaner burning buses ~ Worked to stabilize the embanlonents and curtail erosion on Independence Pass ®esign Quality and Historic Preservation Achievements We were able to accomplish most of the goals established in the 1993 Plan in the areas of Design Quality and Historic Preservation. Goals in process.include reviewing Floor Area Ratio allowances and developing a County Historic Preservation Program. Accomplish- ments achieved include the following: ~ Provided assistance and encouragement to neighborhoods outside existing historic districts to establish their own set of Character Guidelines ~ Continued public review of projects ~ Encouraged front porches through changes in Aspen's Land Use Regulations ~ Retained the Red Brick School for public use ~ Ensured the continued public use of the Yellow Brick School building ~ Amended the Historic Preservation Guidelines to encourage compatible rooftop activities in the commercial core ~ Amended the City Code to require review of alterations and additions . to all historic resource structures identified on the Aspen Inventory of Historic Sites and Structures ~ Studied the Hunter Street corridor for increased buildout with aesthetic quality. as it relates to the historic district and the gondola. 6 '' 20001/i~ion for- the Aspen Area °"~ Since the 1993 AACP "Messy Vitality" vision statement, the Aspen Area Community's center of balance has shifted down valley, and economic disparities have widened signif- icantly. The ability to maintain and enhance Aspen's once unique character. hinges, on un derstanding these. frit-changing demographics. To build character and sense of community is far more difficult than to erode it. Much of the warm, supportive, and creative spirit Aspen has enjoyed has been destroyed and is being replaced by a big-city anonymity. The com- munity must work together to reverse this trend and must focus on building and enhancing the community's unique character. The genuine character of our community should be measured by the quality of our human interactions, and not by the physical look of our man-made artifacts or the magnificent beauties of nature surrounding us. Aspen is a "magic" place with a unique mix of people, many of whom are well educated and traveled, reinforcing each other with a sophisticated small town spirit. Character has to be created, not merely purchased Our nature has been consciously inclusive and has abhorred exclusivity. Aspen has flourished because it has accepted people for who they are and not for whom we think they should be. A stratified class system is foreign to Aspen and is in opposition to our concept of a healthy valley. Valuable 'accidental' cross- cultural interaction is now being blocked Encouragement of a more classless and interactive Aspen is necessary if we are to have a spirited community. . Openness is closing and hidden. agendas are increasing. Di_~culties of survival and career competition are hampering our cooperation. Our heritage as a very special place is being challenged We must allow change without restrictive rules dictating a level of conformity that stifles community creativity The:. excessive body of regulations must not keep expanding and many should be reconsidered. As Aspen moves into the third decade of its second hundred years, residents need to remember and to preserve its history and to be thankful that the town has survived to welcome us. Historic preservation is important, but it must not attempt to replace common sense with rigid and restricting regulations. The relationships between the citizenry and the government need improvement. More open and sincere communications are needed Although the government does encourage much public input, some community members feel a sense of opaqueness and tolerant inattentiveness. The distance between apparent agreement and action is too wide, and citizens often feel ignored in the outcome. Rather than creating new rules, community members should creatively solve problems. The community should encourage more citizen- inspired contributions, while being sym- pathetic to the excessive demands placed on our government. The task of protecting us from over-zealous exploitation is wearying. Micro-management too often muzzles sensible immediate solutions: the citizens and the government should become closer partners: Any measures, even. extreme ones, to make Aspen a more pedestrian oriented town will enhance our interactivity: Lzt's put our feet first! : A substantial investment., s-~ bicyci_e infrastructure Should be accelerated. We 7 '' ~ X000 ~li~i~r~ -fOr the- ~s~en ~re~_ -, should pioneer in the use of light electric places, and not allow those precious to us to vehicles. slip away. Affordable housing must be carefully allotted and managed to maintain the dignity and wortli of the inhabitants: Because we are ' Tong on jobs`~`and~short ~on b sing, employe% owned housing carries great risks of unfair demands. Our zeal for more affordable housing must be tempered with careful consideration of the impacts on character. Growth can be overrated as the sole cause of our problems, as it is possible to grow, yet build strong community character. To measure our growth, much better use of indicators and data are needed, and the definitions of these numbers should not be manipulated to satisfy an objective. The nature of growth is more important than size. Aspen needs more get-together places and public activities that naturally encourage an informal mix of our diverse population. The community must support and enhance such The arts and culture of our valley should continue to encourage local creators as well as to rmport-celebrity talent. Our schools, groups,. r fir. :+~_~' .;~,-.._ ., •. a >- .. and 'conf`erences`~of ark music,' dance;` theatre, film, multimedia, literature, and design are at the heart of our cultural 1_iveliness and accessibility. The high educational level of our citizens demands a strong cultural environ- ment, aswill our new web-connected arrivals. The success of Aspen the Resort, depends on the success of Aspen the Community. The powerful influences of exploitation must be countered by a caring and tolerant citizenry and government, or we will degrade into a Disneyland for private jets. A better balance is needed between the priorities of the com- munity and the resort, as well as closer ties. We must elevate the best interests of people, and we must demonstrate our good will towards each other and all comers. I 8 '~ 2000 Community Themes ~''• Visionary Themes: A Framework for Action The 1993 Aspen Area Community Plan focused on four major themes that were generated. by; .the .,citizen committee::., They include:. Revitalizing .the Permanent Com- munity; Providing Transportation Alternatives; Promoting Environmentally Sustainable De- velopment; and, Maintaining Design Quality/ Historic Compatibility. In the years between the completion of the 1993 AACP and the Revitalizing the Permanent Community Recognize, include and empower our youth and the elderly Provide incentives for small, diverse, locally- 'owned businesses Encourage a more balanced permanent community Provide assurances for the continued vibrancy of arts and culture as part of our community . Increase resident housing. ~ -. - initiation of the update, the community was very successful in meeting most of its goals, but new issues have emerged. In addition to the original themes, the major themes identified or. reaffirmed by the focus- committees`°~A: include: Revitalizing the Permanent Community; Capturing the Impacts of Growth and . Change; Maintaining and Enhancing Community Character; and, Containing Development to Limit Sprawl. Themes for the 2000 Community Plan Capturing the Impacts of Growth and Change Maintaining & Enhancing Community Character Containing Development to Limit Sprawl Capture mitigation for "Changes in Use" and remodels ~ Capture employee 'generation from single family homes Create a "growth boundary" to encourage compact development Encourage a diverse population Encourage a diverse retail environment Ensure quality design and constriction Preserve important open spaces Create a "boundary" to encourage compact development Limit the overall growth rate Preserve and enhance . -, our historic resources 9 ''' ~~~r~un~t~ ~earel®~~nant Fea~u~~~ ° Community Development The Aspen Area Community Plan was developed by citizens in an effort to address not only_ the traditional issues of quantity, but also _ those .of `.quality::. In. an .effort-:to..assess community: ' ~ needs " specific - features' -were identified in 1993 and again during the. 2000 Plan process which build a framework for a Community Action Plan. The community endorses the continued base of a growth management system, though somewhat$ ° revises ice-- order to address= the ~. desires 'of the`community outlined below. Community Development Features GROWTHMA.NAGEMENT • Develop an Aspen Community Growth • Boundary to promote density and a sustainable mix of land uses inside the boundary and protect valuable open lands • outside of the boundary. AFFORDABLE HOUSING • Create an affordable housing environment in which units are integrated throughout the existing community. PARKS, OPENSPACE & ENVIRONMENT Maintain valued open space, both inside and outside the Aspen Community Growth Boundary. Provide land needed for active and passive recreational uses. Encourage an environmentally con- scientious. community through individually responsible lifestyles and responsible building practices. COMM(INITY CHARACTER & DESIGN TRANSPORTATION • Build upon our success in limiting automobile traffic in the City of Aspen by developing a multi-modal valley-wide transportation system. Improve safety for pedestrians, bicyclists, mass transit riders, and automobiles in the Aspen area. Maintain and create places and opportunities for social interaction and lifestyle diversity. Promote a standard of design that is of the highest quality and is compatible with the historic features of the community and the environment. ECONOMIC StiSTAINABILITY • Promote a. healthy and diverse economic base that suppoEs botb~ the local economy ' . and the tounst industry:.. : - i0 T`hr~e ~ec~des of Grov~th ~ll~nagcrhent hay ~h~~ed ,~s~en's Character °° Background Since the early 1970's, the Aspen area has taken the position that controlled growth is essential in order to maintain quality of life for ` the residents', anc1-visitors- to` the.. community:.... The 1976 Growth Management Policy Plan established the framework for implementing growth control regulations for residential, commercial and lodging sectors of the community. The two major goals of the 1976 Growth Management Policy Plan were as follows: ^ To preserve the environmental and social quality of life to which residents have become accustomed; and, • To obtain and develop a balanced harmony between the economic needs and fiscal capabilities of the community. ' The community now has almost 25 years of experience with growth policies and reg- ulations. Growth Management has succeeded in meeting many of its overall goals. However, due to changing community priorities, . un- expected changes in the cost of living in the community and other factors, new issues have emerged The Growth Management System was adopted, in part, to give the community time to plan for necessary capital improvements and to better preserve Aspen's community character. The community ha's. achieved a fair degree of success in providing new sen-ices in' con- junction with growth during the past 20 years. ~~ However; our experience over the past 20 years tells us that we as a community have not been equaily_ successful is anticipating and. addressing the social consequences of our plans and regulations. The growth management process did not anticipate or plan for the increase in the number,of second~homes, or- the movement of long time local'residents to other communities down the valley due to the rising cost of housing and shortage of affordable units. The 1993 AACP did not anticipate the impacts of businesses changing use or the substantial increase in jobs available in the community. The percentage of employees working and living within the community dropped from 45% in 1993 to 35% in 1997. This left us even farther from our 1993 goal of housing 60% of our workforce up-valley of Aspen Village. Because a limited amount of buildable land remains in the Aspen azea and because our goals ,for restoring . the community are ambitious, it is essential that all future development help take us towards our goals. Managed growth provides an opportunity to monitor the effects of our actions and to make the necessary adjustments. The Citizens of Pitkin County share a commitment to pre- serving open lands for wildlife, recreation and views; to providing affordable housing; to supporting a more sustainable local economy; and, to maintaining a sense of unique community character. 11 ''~ C®mrr~t~rtit~ ~ev~lopm~n# ~r~ocess °° This community plays an important role in the American national scheme of things. IfAspen preserves its environment, something greater than a national park is preserved; if the environment is not protected then Aspen becomes one of the endless score of American. communities without identity: or purposes:" „_ (Growth Management~RolicyPlan,~1976}.~. _< ~ Purpose and Process The purpose of the Aspen Area Community Plan is to serve as a guide for the future. It is a vision, a map, and a plan of action for achieving our shared goals. The plan considers the balance between the physical environment and the social well-being of Aspen, the balance and interaction between Aspen the Community and Aspen the Resort; the important relationship between trans- portation and. land use planning; and the context ~ of the natural and built environments. It focuses on many aspects of ,life within Aspen's city,limits, as well as the immediately adjoining lands in Pitkin County, known since 1993 as the Aspen -Metro Area. The Aspen Area Community Plan is broad in scope and does not address every issue or parcel individually. The plan should be interpreted to apply generally to all properties and issues in Aspen and the Aspen metro area: , This plan has been built upon the community's vision for itself through the work of hundreds of citizens an committees, in public meetings; through interviews, and through the Internet. This plan. Yias taken- shape during the Mast several years. The ~ update. of the: Plan; ~vas~' initiated in the Spring of 1998. At a kick-off` community ineetn~ iii March of that year, citizens formed committees matching the original plan sections with a few variations. At the recommendation of citizens, a committee to discuss "Arts, Culture and Education" was added -and the. "Commercial; Retail, Office; and. Lodging" .section was expanded: ~o; address: the broader topic of "Economic Sustain- ability." The Focus Area Sections for the 2000 Plan include the following: • Community Character • Growth • Transportation • Housing • Economic Sustainability (formerly Com- mercial, Retail, Office and Lodging) • Parks, Open Space, and Environment (formerly Open Space/Recreation and Environment) • Historic Preservation • Design Quality • Arts, Culture and Education (new section) In December 1998, the committees completed their work and submitted their recommendations. Consensus was sought on this plan by bringing together representatives of the different committees with elected and appointed officials to work through the key issues and differences between the groups. The Oversight Committee was composed of one representative from each of the Focus Area Committees and- two elected or .appointed officials.. from; the , City Council;; 3oard<. of County. Commissioners,. and: the:: City ,and County 4Plannsng~ and"<. Zonzng Comttiiss~ons This soup: met periodically for six months: to'. workthrough; a©nflcts in the: recomrr~endations . made by Focus Area Committees and to create a unified vision for tI-~e 2400 Plan 12 .' . 0 Community Developrr-ent Process 0 In May, the Oversight Committee made its debate, the joint Commissions recommended final changes to the Plan and recommended that the draft, as amended, was ready to begin that the draft be forwarded to the City and the public hearing process for final adoption. County Planning and Zoning Commissions Public Hearings were held in January and for consideration. After an additional six February of 2000. . months of review, reevaluation, revision, and -- ~ , - ~ - Aspen Area Comrr~unity Planning Process Focus Committee Oversight Evaluation Committee Of 1993 Meetings Plan Focus Define Joint Committee Issues planning Formulate ply Recommenda- And And Zoning C°mmumt3' Adoption rion Options Commission Plan Hearings Meetings Update Technical Existing Analysis Data ~ Of Options PI-T~ASE I -- PRASE II PHASE III Collect Ideas. - . Identu~ Issues/ Make - Consider Options. Recommendations 13 ` 0 The Character Based Plan Community character is a comprehensive representation of an .area that includes the relationships between the natural and built environment. It deals ; concurrently with- all aspects of the community -land use, public facilities, arts and culture, social and economic features and the physical environment. Community character analysis provides a model for describing a community's identity and addressing the land use and economic development issues that affect it. Supporting Documents The plan's supporting documents and studies are available from the Aspen/Pitkin Community Development Department or through other City or County Departments. The supporting documents used in the development of this plan include, but are not limited to, the following: • Aspen Area Community Plan Existing Conditions Report, 1999 ^ Aspen Valley Improvement Association 1998 Housing Study, 1998 • Current Travel Patterns, Volumes 1 and 2. Healthy Mountain Communities Regional Transportation Partnerships Project, 1998 ^ The Entrance to Aspen Record of Decision, 1998 ^ Resort Housing and Worker Friendly Employment, Mick Ireland, 1998 ^ Analysis of Employee Housing Needs in Pitkm _= County; Colorado. Rees: . Consulting; Inc: Boulder CO, .1998• Interim <~spen area ,Citizen Housii,g `Plan, ~ 1998. . ^ Downtown Enhancement and Pedestrian Plan, City of Aspen Community Development, 1998 • Creating Better Communities: The LU'TRAQ Principals, 1000. Friends of Oregon,-1996. ^ ; ~ - Boulder Valley Comprehensive Plan, 1996 ^ The Economic Impact of the Arts Community On Pitkin County, Aspen/ Snowmass Council for the Arts, 1995 • Parks and Recreation Master Plan, Aspen Parks Department, 1995 ^ Aspen Area Community Plan, 1993 • AACP Phase One Report and Executive. Summary, 1991 • Pedestrian and Bikeway Plan, Aspen Parks Department, 1990 ^ Roaring Fork Greenway Plan, 1973 .Supplemental Action Plan ~ The Action Item recommendations developed by the eight Focus Area Com- mittees, the Oversight Committee, and elected and appointed bodies have been organized into a companion Action Plan. The Action Items build upon and support the Intent, Philosophies, Policies, and Goals outlined in this Plan. . The 2000 AACP and Action Plan build upon the I993 plan and endeavor to address a number of issues. The Action Plan will help formulate the. work program ,for City and: County staff daring the coming. years and will- help •inforirt our: decision makers by~ providing . ~rther guidance on the- desires' of the community.- i4- ''' cornrnunity fiction '• How This Plan Will Be Used The Aspen Area Community Plan is a philosophical and guiding document used by elected officials, appointed Boards and Commissions, City and County sta$~:'and the general public: It is intended to be a long-range plan to be updated as needed, but no more often than every five years upon adoption by the City and County. The review will serve as a checkpoint to ensure that the document is providing clear direction to elected officials and that it is still consistent with community goals, values and needs. A check will also be done to ensure that the companion Action Plan Action Items are being implemented on schedule. The update will also provide the opportunity to amend the plan if circumstances in the community warrant a change. This can be done at any time. The amendment process involves a public hearing and approval by the joint Planning and Zoning Commissions, and by the Aspen City Council. The plan shall remain in effect until amended. The companion AACP Action Plan will be used by .the elected officials to provide staff with direction in the areas of yearly work programming and budgeting. Many of the actions recommended in the plan require further study or formal adoption or amendment of ordinances or regulations. This process requires further public review and formal public hearings. The. Action Plan will be reviewed during the annual budgeting.. process by staff who .will make. recommendations to the elected officials who will then select tliose action items it infends- to address and(or implement in the ~ coming year: Each department will be required to present implementation strategies through a specific work program and budget line items. Additionally, the Community Development Department,.. has the responsibility to conimunicafe the Action Items to the private sector and to seek its assistance in achieving identified community goals. The Board of County Commissioners and the City Council may also request that non-profit groups help facilitate the implementation of the AACP goals in return for financial assistance throughout the year. Aside from being used on an annual basis during budget hearings, the plan will also be used on a daily basis by the planning staff. All new development and redevelopment will include an analysis section entitled "Relation- ship to the Aspen Area Community Plan" to ensure compliance with the community's goals and policies. A private individual or developer's rep- resentative may also use the Aspen Area Community Plan to become more familiar with the Aspen azea community goals. The Plan provides Background, Intent and Philosophy statements, as well as Policies and Goals that cover the major issues identified by the community during the update. The citizens _who developed this plan recognize that not every aspect of the com- munity or the valley has been addressed It should be assumed the plan applies generally to all properties. and issues: i~ 0 Q Managing growth Io 0 Managing. Growth ~i Intent •Encourage land use to occur in such a way that it protects and enhances the existing physical and natural environment of the valley. ILimt the ultimate population in~ the -Aspen>> area through a~ Growth Management System. ~ Philosophy More than 2,000 years ago Plato compared a community to an individual with the need to keep various functions balanced Today, the same wisdom applies to our community. Growth within a community needs to be like that of an individual with the need to keep various functions balanced. Too much too fast can bring indigestion..Additionally, as one matures, growth must slow and finally stop. We feel that ceiling is fast approaching where we will be at the maximum in economy, physical space, and quality of life. The Aspen area is comparable to that of a maturing individual. Natural and human made resources are reaching their capacity: from land, water, and air quality to highway capacity and parking. As a consequence, this Plan endorses the continuation of a Growth Management System to limit and pace the pop- ulation build out of the Aspen area. The existing Growth•Management System needs to be revised and updated to eliminate loopholes found in the 1993 Growth Mariagemenf Quota System. A maximum population of 28,000 to 30,000 persons within tfie community growth area is recommended based on the busiest month in 1998, July.. 1 he 1993 Growth Management System. reduced our 1993 actual rate of growth from 3.47% to an allowed simple growth rate of 2% on new development of residential sub- divisions, commercial structures, and tourist accommodations. Although by measuring the same indicators our rate of growth has decreased to less than 2% since 1990, the growth experienced has felt much higher: Tlie 1993-revised Growth Management Plan also concerned itself with ~ the character of the community. That plan honored projects and applications that are community serving. Recently, a high rate of growth has been seen in job generation. The level of staffmg has increased in retail stores, restaurants, hotels, and in demand for higher levels of services associated with construction and operation of free-market homes. . As was called for in 1993, we again call for a critical mass of permanent residents and employees to be housed within the community growth area. Our goal is to reverse the tide and bring back the ebbing balance of our community/resort. We feel this needs to occur at a rate faster than the allowed 2% growth rate. If possible, this should be done without new growth' and with minimal new construction. The conversion of existing free- market units to affordable deed-restricted units is preferred Construction of new affordable housing units should be economically durable and compatible with the surrounding neighbor- hood.:.. We should endeavor to bring the middle. class back.. into our community:. We` should discourage sprawl: and recognize its cost to the character of our community, our open spaces and our`ru-al resources as well as the' fscal expenses- associated with the physical ~frasta~cture of sprawl. 17 0 - Managing Growth 0 ~-spen Community Growth ~oundary To conserve resources, an Asgen Community Growth Boundary (Map A: Boundaries and Physical Constraints) has been .identified.. The. City.. agrees to accept greater;,, dense .within -they:. boundary: - in.: ex- - change for the preservation of important ope~r spaces in the outlying County and key parcels in the City, maintaining the separation between communities, and the prevention of sprawl . (Map B: Future Land Use Composite). Growth should be accommodated within the tightly delineated boundary, and the County should not approve or provide infrastructure to support development outside of it. Within the boundary, we encourage greater levels of density for affordable housing built with quality and attention to the chazacter of the neighborhood. A~ Community Growth Boundary will focus and reduce infrastructure expenditures, reduce the spread of develop- ment into the countryside and maintain a rural chazacter between communities. At the same time, the boundary will promote concen- trations of development supportive of transit and pedestrian accessibility. Transit Oriented Development nodes outside of the community growth boundary. aze consistent with the intent of this plan provided they are located within '/< to %Z mile of a transit stop and are designed in such. a.. way, as to be conducive to transit use and the adopted Interim Aspen Area Citizen Housing Plan (Addendum B). With these factors in mind;: a comgact~ and definitive Com- mumty Growth; Boundary- isdelineated wluch=~y will reptace the` "metro area" ands "extended;=_ ~uefiro azea" boundaries of the 1993 Plan. _, County. Tines: and. city. bcundar~es do- not divide the Roaring Fork Valley when it corms. to big issues. Intergovernmental agreements should be attempted on all issues that will affect the neighboring government. ^ ^ ^ a ^ ~~During the implementation of this plan, tiie ^community should always be aware of and address any unintended consequences on the remainder of the valley." (1993 Aspen Area Community Plan) ^ ^ ^ ^ a PO~ICy Ensure that future zoning amendments do not .permit development in the Aspen Community Growth Boundary azea beyond acceptable levels of growth in this plan. Goals A. Through the Growth Management System and good land use planning, limit the ultimate population in the Aspen azea in order to preserve the quality of life for residents and enjoyment for visitors. . B. Provide fora "critical mass" of permanent local residents by providing a limited number of new affordable housing units within the Asperi Community Growth Boundary. - C. Revise the Growth Management System to implement a true rate of growth that counts: all:. of . the,:, growth .occurring. locally. including job generation, changes; in use of property remodeling, of existing structures, _ and"" infrastructure: Pace;: the actual rate ~. of all. growth (with: the exception;of affordable'. Housing) to..less than 2%. a~ually. ~y limiting they allocation. of building permits or'a:quota system of some kind: 18 `~~ Tana in ~rovvth ~'• 9- 9- D. Contain development with the creation of an Aspen Com~-nunity Growth Boundary and intergovernmental agreements between the City of Aspen and Pitkin County to ensure development is contained and sprawl is minimi~~, lifestyles, and the mixing of people from different backgrounds. F. Develop a better database and tracking system for land use and affordable housing planning. E. Foster awell-balanced community through integrated design that promotes economic diversity, transit and pedestrian friendly G. Utilize and encourage a regional approach to land use planning whenever .possible. Concentric Ring Theory (GMQ Policies) The drawing above illustrates the direction the City of Aspen would hlce to-grow, with. greater densities located in town and the.. downtown core and alternative development near. transit-oriented development (T.O.D.) sites. Tra,-tsfer Development Rights (T.D.R) indicate the desire to ua.~sfer development rights horn areas in the county b developments within the urban growth bounda.=y. 19 c~ ?Q= '` - Transportation Intent •The community seeks to provide a balanced, integrated transportation system for residents, visitors, and commuters that reduces .congestion.. ,and, air:. , pgllution. Wallang,,;- bicycling. -and' transit. use • is promoted to help us reach that goal. ~ Philosophy Aspen's future should be one in which the automobile plays a smaller role in people's everyday lives. Other modes of travel should be made as safe and convenient as possible to facilitate that goal. Residents, guests, and visitors including skiers should have multiple options for all of their trips. Traffic volumes in Aspen should be less in the future than they are today. The trail system should be fully integrated into the transportation system for general-purpose travel: Fewer~trucks and other heavy vehicles should traverse the city's streets. Future transportation planning and land management should build on the successes of the 1993 Plan. Without continued improve- ments in transit service, as many as 4,000 additional pazking spaces may be needed in town to accommodate cars by the year 2018. ~ Because of our commitment to clean air, quieter streets; and enhancement of our unique community character, we supporE the Entrance to Aspen Record of Decision. The emphasis- in transportation- system design. should be improvement of air, water,: climate, noise,, and visual quality. Transit: 1CI}DT, Entrance to .4spen Record of 1~ecision, Project STA Q82A-008, .4~ ~~ust i99$. vehicles operating within the Aspen city limits should be clean and quiet. Local and regional land use and development patterns should enable and support. travel by. alternative modes of transportation..: New' development should take place only in areas that are, or can be served by transit, and only in compact, mixed-use patterns that are conducive to walking and bicycling (Map C: Transportation Improve- ments). The amount of surface land area devoted to the automobile (particulazly for pazking) should decline from the 19981eve1. Realizing this vision will require citizens, develogers, elected officials, and others to recognize that a healthy transportation system includes many different modes, not simply the private automobile. Rather, the level of investment in new transit services and infrastructure, and more and better bikeways and walkways should increase. The volume of traffic `on streets and highways in the Aspen area should not be allowed to grow, and ideally should decline. To encourage use of transit and other alternative modes of travel, travelers should feel comfortable on all legs of a trip: from door to door. Safe, direct and attractive walkways should be provided to transit stops. Walking distances to transit should be minimi~~}, The "burden"~ of riding transit vehicles should be m;n;mi~ed by strict -attention to maintaining scheduIzs, speeding:- up= routes° were possrble, and`. providing.: "creature comforts" (e.g., `adequate reading lights; comfortabie~seats; ski/ snowboard/bi'ke storage, etc.). Personal safety and security,: should. be-atop. priority for a.ll transportation modes.. ?I: ~'~ Tr~nsp®rtati®r~ ~ •• Policies ^ Ensure consistency among all plans or projects affecting transportation in Aspen including, but not. limited to, the following: the Aspen. Area Communty Plan (AACP), the: Entrance to:Aspen Record of Decision, the Corridor Investment Study (CIS), the Downtown Enhancement and Pedestrian Plan (DEPP), the Aspen Walkway and Bikeway System Plan, and the Aspen Traffic Calming Plan. ^ Limit traffic on Highway 82 into Aspen to 1993 volumes. ^ Reduce the internal flow of traffic within Aspen. Establish an accurate baseline of traffic flow data in 2000. ^ Preserve the character, safety and traffic- limiting capacity of State Highway 82 into Aspen- by maintaining . it as a two-lane facility for automobiles, with extra capacity reserved for transit use only. ^ Ensure that local and regional trans- portation and land use policies and decisions aze mutually supportive. ^ Require all employment, school, social, - recreation or. other: activities-that generate ; demand= for travel ~ to ~ mitigates traffic ` impacts through support of alternative transportation modes in proportion to trips generated. ^ Reduce automobile congestion in the downtown core, particularly in the evening and on weekends so as to foster economic sustainability. Goals A. Improve the quality, affordability and reliability of commercial air service to Aspen and Pitkin County. B. Maintain and improve the convenience, comfort, affordability, safety, security, and hospitality of transit service in the Roaring Fork Region. ^ Structure new growth in the community in compact, mixed-use patterns that enable C. Maintain and improve the appeal of and support travel by foot, bicycle and bicycling and walking for a wide variety of public transportation for all types of trips. trips in the Aspen area by adding sidewalk .connections, replacing sidewalks, and ^ Hold the supply , of public parking within requiring sidewalks as part of development the,. Aspen.. Community, Growth Boundary approvals, where appropriate. The City to _ X1998 levelsr with. the exception of should, follow up on enforcement to ensure affordable housing parking sidewalks are .maintained .and; snow is - removed: _ :, , . - .. .. ., ^ Increase the. percentages of. all types of. ~ _ ;> ::<, trips._ .made. by : alternatives°°; modes of D ~untam` ands lrr3prgve the appeal... of transgork..aiion throualiout the region `~ ~' `~ carpooling or vanp6oling for a wide variety - - . - of trip: Types. - ~Z . . ''~ Transportation '~ E. Reduce the adverse impacts of automobiles on the Aspen area. F. Manage the supply of pazking to limit adverse impacts of automobile use and to conserve land in the Aspen area. G. Provide a wide range of flexible transportation management tools and techniques to reduce single-occupant automobile, use. H. Reduce the adverse impacts of freight and construction vehicles on Aspen. I. Continue to improve travelers' Aspen experience by providing local travel information at bus stops, on the Internet, through brochures, etc. Reduce travel by visitors in automobiles through support of innovative traveler services. J. Ensure that urban form of the Aspen area supports the goals . of the AACP Transportation element. K. Improve the ability of elected officials, staff and citizens to understand transportation problems and the effectiveness of solutions by collecting better data on local travel patterns. L. Consider other innovative transportation modes. M. Ensure that RFTA continues to be a primary means of transit and is kept economically healthy to serve the valley. 23 .` _. _ •, Housing ~4 .. ''~ ~~usir~~ '• [ntent •Create an affordable housing environ- ment that is appropriately scaled and distributed throughout ezisting and new neighborhoods, is affordable, and_:respects our overall community concerns, as eg= pressed in the Aspen Area Community Plan. ~ Philosophy Aspen is committed to balanced growth and respect for the environment that has preserved it as a special place. We still believe that a "critical mass" of local working residents is needed to sustain our community. Our situation prior to 1987 represented a desirable social balance between working residents and second homeowners - a balance between "Aspen the Community" and "Aspen the Resort." As our workforce has in- creased dramatically since then, our 1993 goal of housing 60% of our workforce up-valley of Aspen Village may represent an unacceptable level of growth and an unobtainable goal. While we still believe that "our goal is not to house everyone who would like to live here," we believe it is important for Aspen to maintain a sense of opportunity and hope (not a guarantee) for our workforce to become vested members of the community. We believe that continuing the creation of afford- able housing units is necessary to achieve this desired balance° coupled with 'continual monitoring of the progress towards this goal. Aspen's affordable housing program should be about building community: The primary goal is to preserve and enhance those gj~aLties that have made Aspen a special place by investing in our most valuable asset -people. Our healthy mix of people with different economic conditions has made Aspen a vibrant place:. Our. housing policy should bolster our economic and ~ social ~~ diversity;. = reinforce variety, and enhance our sense of community by integrating affordable housing into the fabric of our town. A healthy social balance includes all income ranges and types of people. Each project should endeavor to fiuther that mix and to avoid segregation of economic and social classes by project. The community reaffirms and emphasizes the 1993 statement: "housing should be compatible. with the scale and character of the community and should emphasize quality construction and design even though that emphasis necessarily increases costs and lessens production." Affordable housing built since 1990 has largely met that goal (Map D: Affordable Housing Sites). To ensure continued success, there should be a method of retrospectively evaluating the success of such projects. Housing policy should emphasize the development of neighborhoods and com- munity, not just units. Housing sites should be rated with emphasis placed on living within walking distance of transit, employment areas and social- connections. The guidelines and criteria in _ the Interim Aspen Area Citizen Housing' Plan;,. should be.. utilized.- so that decisions:. regarding, affordable housing policy are not recreated with each land use review... Development: of affordable housing within the: traditional town site should be encouraged so as to protect our open and rural lands. Infill 25 ''~ Houssn~ '• projects within the town site can preserve and enhance our sense of community, our economic viability, and our partnership with the environment. When employees have the ability to live near where they work, their rehance~. on-the:rautomobile .lessensn and they ~have'greater opportunities to become a part~of the town's social fabric. No one location or type of housing can be relied upon to solve our problems. The conversion of resident housing to second homes threatens our community. A buy-down program that preserves the existing housing stock for working residents must accompany new housing production. Preservation will regain the neighborhoods for working residents. While abuy-down program may be costly, it can increase housing opportunities for working residents in a relatively benign manner. This- . "buy-down" alternative maintains other community goals of growth, open space, and community character. Aspen's affordable housing program should facilitate the production of affordable housing by several means. The 1993 AACP stated that "the private sector must be encouraged fnancially and morally to solving the problem." Opportunities should be sought through Public -Private Partnerships, and new methods should be explored. The private sector `and non-profits can play an' important role in the affordable housing dilemma: -The burden`of providing..affordable housing should not lie'solely~on the. shoulders of the: Housing:: ~iutliority ;The. local business community, the -' non-profits;:' and local developers`: have much- expertise. and a-personal inferest in affordable housing;, T}iey,_ ;too, should be encouraged .ta. cortribu~e Public monies should be spent in a financially responsible manner. Each potential affordable housing site has an optimum development potential based on its physical characteristics. While _it _is difficult, to pre-. determine these optimums, ,site .planning,. fl."... ..g g€s .. , . r should be dnveii` by the `physical capacrty~ of the land and the character of the neighborhood, not an arbitrary per-bedroom subsidy. Our decision-makers, the elected and appointed officials, should contemplate these optimums on an individual project basis. Finally, growth, transportation, the consumption of our rural and agricultural lands, and the limited supply of quality afford- able housing are issues that extend beyond the Aspen Area. These are truly valley-wide problems and can be best addressed with regional cooperation. Abetter relationship and greater coordination among the Roaring Fork Valley communities can reinforce our common goals. Policies ^ Provide 800. to 1300 additional affordable housing units within the Aspen Community Growth Boundary. Consideration should be given to minimise the development footprint of all affordable housing projects .without . compromising ~ the appropriate density or the livability of the project. ^ The. Growth Management Quota. System. should be reflective and supportive of.our affordable housing goals. ^ Encourage. ,development; of hottsis~g. to occur within the city limits and emphasize "good city form" to protect ou_F ::aral asd 26 . ~''~ Potential Affordable ~lousin Si '• gr tes ^ During discussion with the Oversight Committee in February of 1999, consensus was established on a number of potential affordable housing sites. The Committee determined that we should focus our energy on developing ar'I'ordable housing on these sites, and other sites that meet the Housing Guideline Criteria, as they become available. These sites are not ordered by rank and unit counts are estimates based on property size and types of units expected. Priority Sites .~ ~: -:. Type of -_ Project ~ Low Unit Estimate High Unit Estimate AABC Partnership 20 50 Core and in-town Infill Partnership 45 100 MAA Seasonal Housing (in progress) Partnership 100 100 Private Property (7th and Hopkins) Private 20 40 Moore Property Private 0 30 Buttermilk Base Housing Private Mitigation 0 gg 7th and Main Street (in progress) Public 11 I 1 Stillwater -Lot 1 Public 12 15 Truscott Expansion (new units) Public 100 150 US Forest Service Site Public 50 120 North 40 (in progress) Private 72 72 Hines/FTighlands (in progress) Private Mitigation 112 112 Moore PUD (in progress) Private Mitigation 31 31 Aspen Country Inn (completed) Public 40 40 Snyder (completed) Public 15 IS SUBTOTAL 628 974 In addition, we can not underestimate the importance of the preservation of existing units. However, these do not count against our total because they are not new construction. Examples of "buy-downs" that have recently been completed: Martinson-'Vostdahl Condominiums 10 units Woody Creek Mobile Home Park 54 units It is understood that the approximate numbers of units and bedrooms on available sites may vary t~~th comrnunfy planning processes;. land use ~ • constraints and financial constraints.. Therefore, the Plan also calls for the community to continue to discuss the following potential affordable housing sites: • .Bass Parcel • Burlingame Ranch • Moore Open Space • City Golf Course through changes in layout • Aspen Mass (in conjunction with USFS Site and Transit Oriented Development) • Cozy Point (up to 5 units) • 'I~ese sites may become more important if the community. unable to meet affordable housing reeds at the agreed upon locations: L9 .` , ~, Economic Sus~ainability ,o ~. l~conomic Sustaina~biiit~ ~'' Intent •Maintain a healthy, vibrant and diversified year-round economy that supports the Aspen area community; to maintain and enhance existing business and cultural' entities; ~ and, to support and promote the "Aspen Idea" of "mind, body and spirit." •Enhance the wealth-generating2 capacity of the local economy while minimising the rate at which cash flows through the local economy ("throughput' and limiting the expansion of the physical size of the community. ~ Philosophy The Aspen community includes full- and part-time citizens. We shaze our community with a lazge number of guests. Our economic and business decisions, should support and sustain the environment and future generations. They should ensure balance and integration between "Aspen the Resort" and "Aspen the Community." Aspen's economic base is real estate, tourism, arts, and recreation, especially skiing. Retail, lodges, services, professionals, and nonprofit organizations also support and are supported by the resort economy. Essential to long-term viability is the unique, varied, high quality, and welcoming experience Aspen offers to both residents and a diverse visitor population. They demand a lively, small-scale downtown with diverse and unique shops and` varied choices of accommodations, including small lodges. 2Generifing wealth involves increasing proms, wages;. and savings. - . Local ownership of business helps maintain our community's unusual character, tends to return more money to the local economy, and provides additional opportunities for upward mobility of working people. Externally-owned businesses can positively affect the community too. For example, some are locally-serving businesses, which should be supported because they make commerce more convenient and strengthen the local economy by causing transactions to take place in the community that otherwise would take place elsewhere (import replacement). Another example: some externally-owned businesses are locally-involved. They contribute volunteers, cash, and in-kind support to community and nonprofit activities. The community and its governments should support local ownership as well as externally- owned businesses that aze locally-serving and locally-involved. A vibrant economy requires positive working relationships between people and institutions, especially between the private and public sectors. Therefore, we must foster mutual respect, civility, and friendship, and continually improve our capacity to work together for the common good. A sustainable community's economy can get better without getting bigger. The economy and local businesses strengthen their positions, nofi by continually increasing throughput but by maximi~;ng benefit and proft with existing throuQ ut. ..-. ~, 31 ''~ - ~c®r~~rr~~~ ~ust~i~~~bilit,~ -,, . .Policies To retain and recirculate wealth within the community, we should strive to do the following: • Foster ahigh-quality, well-trained, service- oriented, educated work force. • Encourage local ownership of businesses. ^ Create opportunities for entrepreneurs so that local residents can start businesses and move beyond wage-earning jobs. • Ensure government support of a diverse business and nonprofit community. • Utilize our public and private infrastructure (transportation, parks, buildings, bus-. finesses, etc.) to full capacity to ensure the maxunum return on existing investments (though we also understand the value of the off-season). ^ Support public/private partnerships. • . Encourage resource efficiency, enviroii= mental responsibility, and cultural and community sensitivity in local organizations and in construction. Goals A. Improve ,ways to track changes in our economy. B. Create along-term sustainable economy that respects the underpinnings of the community such as 'the environment and the people. 32 ~~ g, ` _ JJ . '' Perks, ~~en S~ece, the ~'r~vir~r~r~tertt =~~. { ntent •Preserve, enhance and restore the natural beauty of the environment of the aspen area. ;; •Provide low-impact facilities°.to snpporf= the sustainable use` of '-unimproved ~ ~ areas. •Support an environment that betters the lives of all, preserves our natural resources and provides opportunities and access for all to enjoy. •Further the growth and development of outdoor recreation through ezpanded partnerships among government agencies, non-profit organizations, and the general citizenry. ~ Philosophy Implicit in the development and growth of ' the other elements of the Aspen Area Community Plan is the continued acquisition and preservation of open space within our developed ' area, as well as the further . development,. management and preservation of our parks and trails (Map E: Open Space and Trails). In an effort to balance these important community values, including the imple- mentation of affordable housing development plans and transportation plans, there is a need to continually evaluate how to achieve these goals while minimizing the impacts to the other elements of the plan. In order to maintain and preserve our existing inventory of trails, parks and open space, fees should be collected for the commercial use of these areas. This money can then be "reinvested" into our parks and open. space- facilities. to maintain and. restore the resource: In--addition'these funds could be used to establish an educational program that furthers the community's understanding of the importance of preservation and protection of our natural resources. The natural environment is one of the community's greatest assets and the reason many people choose to visit or make the Aspen area their home. From sensitive land develop- ment to air and water quality, to recycling efforts, to habitat restoration,. life in this community must reflect the commitment to preserve our environmental and wildlife resources (Map F: Wildlife and Bio- diversity). Our community's active and passive recreational needs must be constantly reassessed and addressed in order to maintain one of the most valued features of the Aspen area. Policies There is widespread .agreement that open * space : is vital to Aspen's• sense of itself. Constant, vigilance is, required to ensure that this resource, is protected- for.°.ts visuaY and' recreational coiiiributiori to oty.F community as well. as forts immediate. accessibility from. all - parts of tom , " No open space or trail interest acquired with Open Space/Trails Funds should be sold or conveyed, nor should any interest be converted unless such open space or trail interest is replaced with another open space or trail interest of equivalent value. Such sale or conversion.. should be approved by a majority of the electorate ate a general of special election. called for this: purpose >: City and`- County regulations shouI3 be made consistent` iir this regard: E.quiv~lent: value. for- any replacement: property. must ~ take into consideration the . . _ - ~~ . '°~ barks, ®pen Space, & the environment '~ conservation value for which the. property was acquired, such as wildlife or native habitat, scenic vista, riparian corridor protection, fisherman access, etc. 0 0 If joint housing and ,open space/park proposals are considered, housing should be clustered and the property should be planned to allow for the preservation of the most important open space features (e.g. wildlife habitat or river corridor protection). Housing and transportation planning criteria should also be considered in site design. The park spaces in all housing developments should be preserved for use by everyone rather than as private open space. All developments should be in accordance with the Wildlife and Biodiversity map and the Pazks, Open Space, and the Environment map . to protect sensitive habitat areas (e.g. riparian corridor and Elk habitat). Sites should be developed and designed with regard to -the existing landscape.- .Buildings should be clustered and the property should be planned to allow for the preservation of the most important open space and natural features. • Elected and appointed Boards and Commissions should consider environ- mental and wildlife issues in all land use deliberations, discussions, and decisions. ^ Preserve key open space pazcels that help to. establish the character. of the Aspen area. • Where economically' and ..politically. feasible, look beyond. the existing bound- aries of the _A.ACP plan to include areas such as Woody Creek, Snowmass Village, and down valley in all trail planning, open space preservation and park development. Establish intergovernmental agreements or memorandums of understanding to implement. the goals for expanded recreational access. and opportunities. Look for opportunities to ensure that some portion of land on large development projects is designed to retain significant areas of open space and trail connections. Seek opportunities to discourage sprawl in order to preserve open spaces between communities. Encourage infill projects that integrate more housing into the existing urban fabric. Ensure that development. associated with the valley-wide rail plan is compact in order to preserve open space. Incorporate trails and other recreational amenities into affordable housing development plans. • Recognize the important natural features that define the character of Aspen. Such features aze identified in the Future Land Use Map and include the preservation of and access to the river comidor, main- tenance of a green entryway into town and other items consistent with the Roaring Fork Greenway Plan. Goals A- Implement the "Greenfrastructure" Plan as identified on the Future Land Use v1ap. B. Improve.: public access to parks and recreation facilities: . C. Provide.. r,~a.intenance . to protect and. enhance the quality of our parks and open 35 ~''' ~a~ks; o~e~ S~~ce, ~~~ ~~~ri~onfnor~t '. spaces. D. Plan for future arks and o ens ac p p p e needs by updating the Parks and Open Space Master Plan. E. Protect`" and enliance tfie `- ~natuTal environment. 36 ;.- ''' ~ar~s, Olen ~~aca, & tt~~ ~nyir®nment •, Because of our strong sense of responsibility to the natural environment, we have reprinted here the Mohawk Nation strategy statement far human sustainability and interaction. with the earth. We believe Aspen should be guided by these principles as a community as the Mohawk are guided by them as a nation. Quote from:~ Haudenosaunee: Environmental- Restoration An Indigenous Strategy for Human Sustainability "The underlying philosophy among the Haudenosaunee is that in every aspect of our way of life, in our government, and with every decision that we make, we must always be of one mind and always make our decisions in consideration of the `Seven Unborn Generations. ' This centuries old Haudenosaunee philosophy reflects the importance of decision making and its effects upon the continuity of Haudenosaunee existence. From this philosophy comes a strong sense of responsibility for the earth and life upon it. The first game seen on the hunt is not harvested, the first berries are not picked, to make sure these gifts will always be there as a resource. The thought is that if you don 't pick the first, you won 't be the one to pick the last. The Haudenosaunee harvest only what can be eaten or used, and thanks is always given to the Creator for these bountiful provisions. " "The Constitution of the Haudenosaunee Confederacy requires that lawmakers consider the effects of our decisions on the natural world, of which we are a part and for which we feel we bear special obligations. The duty of human beings and our governments toward the natural world leads the Haudenosaunee to treat the natural world with respect and protect it for the unborn generations. " It is a major priority to see that our unborn generations are born into a world no worse than it is presently, and that the world s condition will hopefully get better. When we walk on Mother Earth, we always plant our feet carefully because we know the faces of our future generations are looking up at us from beneath the ground. We never forget the seven tmborn generations in any of our collective or individual decisions. Since the Seventh Generation will soon be walking the same earthy path as the Haudenosaunee do today, we try to ensure that our future children will have a path to wally and that the path will be much better than the one we have walked upon. Reprinted with permission of `one Ylohawk Nation: \io ciszs beyond :nose associated with the AACP may be :Wade without permission frcr,3 Janes IZ~nsofn, director, I-?a~denosannee rnvironn-~ental Task.Force, (518) 3~$-3381.. JI _ ~i e, Historic Preservation 38.. .. `~~ ~-listoric Pr~servatio ~ •• . n ^ Intent •Preserve Aspen's irreplaceable historic resources. Philosophy The mission of the preservation community is based on two interlocking convictions: a desire to safeguard a broad representation of our region's cultural, natural, and historical treasures; and, the belief that by promoting appreciation of our history we maintain a "sense of place" and a sense of community while strengthening our local economy through tourism. The wealth of buildings, traditions, and stories that one generation leaves to the next are inherited assets. The purpose for encouraging preservation is to protect those assets for the enjoyment of present and future generations. Aspen's distinctive history is irreplaceable whether it be the late nineteenth-century miners' cottages, the Bauhaus buildings introduced by architect Herbert Bayer, or the faux-chalets built by ski instructors in the 1950's and 60's. Aspen is not a great example of a mining camp; the architectural context is much more vaned. Our heritage also includes a rich intellectual, recreational, and social history. Our town's unique chazacter is what attracts visitors and residents to our com- munity. We must continue to build on what we have by authentically preserving historic structures ; and creating thoughtful new buildings that encourage and shape that feeling of historical continuity. Every marker of community spirit. brings us closer together: Aspen should. strive to be a lively and viable resort. community, not a theme park tour~t destination. We recognize that the travel and tourism industry is a powerhouse for economic growth and that the development and marketing of tourism is necessary to sustain our local economy and way of life. Decades of economic booms and busts have. brought significant changes' and=' periods`'of redevelop= meat to Aspen. This opportunity for constant revitalization of our town must be directed in ways that continually enrich Aspen rather than challenge its heritage. We~must consider what we hope to pass on to future generations. A historically significant building torn down is an asset destroyed, whereas a building that is respectfully restored continues its useful life. While the overall goal of protecting individual historic sites or the historic character of a larger area aze foremost, the preservation process must be one of reason and balance, predictability, and- economic fairness. The importance of historic preservation may not at first be apparent to members of the community who are struggling to earn a living or to those who are new to the community. It is possible, however; to let history inform all levels of development through sensitivity to scale. Many land use policies that have been implemented defy the traditional development pattern in Aspen. We encourage returning to higher density development within the city limits where appropriate. To promote and perpetuate historic preservation and to protect and preserve Aspen's distinctive cultural heritage, we must assist those involved to understand. Aspen's history and its current: vision of itself. We must raise : comrnuni#.y , awareness. through education ,and communication. A community united and fu~nly grounded in . local circumstances can accomplish much. 39 `~'~ . ~est~~i~ ~r~s~r~~t~~n ~ "' PO~ICI@S about compatibility in terms of "sympathetic, subservient, and contextual." ^ Retain and support an eclectic mix of historical structures in our community. D. Refine the Historic Preservation review process to make decisions less subjective. .. = ~ - _ ^>.r I?rovide . support; and. education=, fors, the _ ..:._.~...,t.Y.V,~r....._.._~_ .z _: _ .:, y ..>:. .:. preservation of historic resources. E. Improve compliance with the recom- mendations and "Conditions of Approval" ^ Ensure .that the rules and regulations of the mandatory review process. regarding development and historic preservation in our community create F• Protect all buildings and sites of historic projects that are consistent with our significance. broader community coals. Goals A. Create a more vibrant town with appropriate mixed uses and a variety of building sizes. Allow historic patterns to inform new development.throughout town. G. Improve communication, education, and advocacy for historic preservation, and create better tools to accomplish this goal. Raise community awareness of the importance of preserving our local history and of the value of having a Historic Preservation Commission. B. Work to improve the Historic Preservation H. Maintain and add innovative ways to make Commission (HPC) review process. preservation work in Aspen, such as the historic landmark lot split. C. Do, not approve "copytecture" solutions. Encourage sensitive additions and talk ~o .. ^' ~Z Intent •Ensure the character of the built environment in Aspen is maintained through public outreach and education about: quality design,.: historical. content, and the influence of the ezisting built and natural environments. Philosophy As Winston Churchill said, "we shape our buildings and they shape us." Our built en- vironment speaks volumes to us about who we are and to future generations about who we were. Thus, every increment of the man-made environment represents an opportunity and should be developed in a way that enriches and enlivens the whole. Aspen is a living, working resort town, not a themed tourist environment. The streetscape of Aspen is about freedom and diversity as well as historical continuity. Our design history ranges from Victorian to Bauhaus, from 50's "ski instructor" to postmodern, to con- temporary. Our design philosophy is inclusive, recognizing the need for a "both/and" approach, rejecting a black and white "either/ or" approach. We favor diversity tempered by context, sometimes historical, sometimes not, as opposed to arbitrariness. "Context" refers first to region, then. town, neighborhood, and finally the natural and, manmade features adjoining; a .particular development ~ site.., Decisions regarding y 'scale, -. amassing; forti,. nZatenals, tzxture, and ,ccior must be ~I'st_ measured by context. ` Coritexh:al appropriateness` Iran . ' The spaces between buildings, particularly in the public .realm, i.e. streets, plazas, pazks and yazds, are often more important than the buildings themselves. Zoning,: our primary means. of shaping the built environment, must encourage appropriate and lively design. Quality in design is difficult to insure by zoning alone. Lively design cannot come from a committee of "design police." It comes from a deeper place. An incompetently designed Victorian style house detracts from the visual fabric of the community, while a competently designed contemporary may add to it. Similarly, the use of expensive materials does not necessarily lead to abetter product than inexpensive materials used appropriately. Quality design works both socially and ~ economically. It creates civic pride. Good design inspires us and allows us to be ourselves. To improve quality, we must.make it easier for designers of private and public projects, small and large, to understand Aspen's history as well as its current vision of itself. In lieu of even more regulation, we must strive to raise community awareness of design through education. Only then can we debate design issues intelligently and make wise decisions. AlI new public projects must, by example, raise standards of design quality. We need to foster quality in the "pre-application" phase rather than ~ redesign by: committee.. in the . "approval°--'.' phase;.- or~, overreaction• to. mediocrity irr the-built phase: scends "style" alone. - - . a, 2 ~'~~ l~esi n Qu~lit ~- y As a community, we face several challenges that we hope to resolve by working together. Our principal challenge is to develop a better method for increasing design quality in the built environment of our community. We en- deavor to raise design quality without specif- ically defining. or dictating. through' ordinances the nature of design solutions. We wish to encourage creativity that results in design solutions that are fresh and innovative, yet are net additions to the built environment by being contextually appropriate and harmonious with- out being copies of that which already exists. This will require the reduction of the risk of being creative in the community's approval processes. We will strive to generate aware- ness within our citizenry as weIl as within project developers and their designers. of the history of our built environment, its evolu- tionary nature, and the context it presents for design at all levels (immediate, neighborhood, town, valley, and region.) Perhaps of greatest significance, we wish to broaden the public's understanding of how important our built environment is to the quality of our lives. Through this effort, we envision that the value of the built environment and quality design will be raised in the eyes of the community. PO~ICy ^ Retain and encourage an eclectic mix of design styles to maintain and enhance the special character of our community. Goals a. Educate everyone involved in the fixture of built .aspen, iricluding ~ property. owners, architects,. end ~ developers. develop a shared sense of the' importance .of design and raise the level of design quality in the community. B. Make every public project a model of good development, on all levels, from quality design tq. positive contributions to the community fabric:` C. Develop a big picture view and a "pattern language" for Aspen. Tools should be developed to help achieve our design quality goals that are simple, clear, and well coordinated. D. Take advantage of Aspen's assets: the historic town form, the natural boundaries to sprawl created by the topography, and the residents' desire for a high quality of life. 43 Arts, Culture, Education ~. 0 Arts, Culture and Education 0 Intent •Recognize the contribution of the arts, culture and education to the quality of life in Aspen. Support the arts and the cultural community; irt~; rts,~~ efforts.- to.- increase awareness of~its: significance to the future and quality of life in Aspen. ~ Philosophy Walter Paepcke helped found Aspen as a unique community where the life-long improvement of mind, body, and spirit became more than a dream. His vision created an enlightened community in which arts, culture, and education provide essential cornerstones of our lifestyle, character, and economy. Today, these cornerstones are increasingly vital to the uniqueness of our community and to our economic and spiritual well being. Therefore, arts, culture, and education are acknowledged as essential to Aspen's thriving year-round economy, its vibrant international profile, and its future as a unique place to live, work, and learn. The City of Aspen will continue to be an innovative leader in arts, culture, and education. It will foster artistic creativity and excellence, promote cultural diversity, and provide continuing learning opportunities. Our city is dedicated to increasing community awareness and dialogue about arts, culture, and education, and to providing access to all residents and. visitors of the Roaring cork Valley: Our philosophy includes the desire to do the" following:. - a Inspi=e .our community to embrace arts, culture, and education as a part of our daily lives where citizens of all ages can think, learn, care, and achieve. • Nurture intellectual and spiritual growth that enriches our lives while challenging our imaginations. ^ Preserve and build upon our heritage. • Celebrate social and ethnic diversity through arts, culture, and education. ^ Increase community support for all facets of quality education. ^ Make educational, cultural, and artistic experiences more accessible for all valley residents. • Develop and cultivate local artists. • Foster artistic, cultural, and educational experiences where artists and audiences interact. • Recognize the extent to which arts, culture, and education strengthen and stabilize our year-round economy. Policies • Support the continued vibrancy of the arts in our community. • Support activities and education for youth. ~5 .•• ~~ts, ~~alt~r~ ~r~d ~~~c~li®n ~, Goals A. Encourage collaboration in Arts, Culture, and Education. I~ B. Provide educational, outreach to contribute to lives of community members and visitors. C. Ensure sufficient funding for arts, culture, and education valley-wide. D. Ensure the provision of affordable housing to sustain arts, culture and education in the community. E. Ensure the provision of publicfacilities 'and services to sustain" arts culture and •~ =~ education in the community. 46 0 Addendum A Aspen Area Community Plan ~~00 ~ ~~~ ~~ ~~-_ ~ct~~ra Ian ~ 1. Intergovernmental Agreement re: Aspen Community Growth Boundary Develop an Aspen Community Growth Boundary and intergovernmental agreement between the City of Aspen and Pitkin County.. addressing a, point review pocess for the area within the Community Growth Boundary, but outside of the City Limits; annexation .policies and policies regarding development outside of the boundary. 2. Study needed modifications to the Growth Management Quota System (GMQS): • Study amendments to the Growth Management Quota System (GMQS) or develop a replacement system to .allow more flexibility in meeting our affordable housing goals. • Identify the remaining development potential-- 'fora free-market- residential; affordable housing, lodges, commercial space, etc. Consider modifying the GMQ system to have a separate allocation for affordable mitigation units versus unassociated affordable units. Update the maximum ceiling numbers in the Aspen/ Pitkin County Land Use Codes (GMQS) annually for each type of development. Identify the implications of exceeding these caps if we have a goal of limiting the population to 1998 levels. • Explore ways to address the need to capture what is currently explicitly exempted or missed from the Growth 1Vlanagement Quota System. Prior- to making:: 'changes, `evaluate' the. possible . ~.mintended, consequences . of changes to ~ - . tr e G~/IQ systeri,; ' • Consider revisions to tlie~ Gro~vtli Manageh-ient Quota System: reduce or eliminate multi-year allotments, study the creation of a new system or method that paces development (building permit quota or lottery system), eliminate exemptions, etc. Consider changes ftQ land.. use codes.. that.:: would~~~'encourage the development of upper floors in the downtown core to be developed for housing, including giving a higher priority to on-site housing in the commercial core in the GMQ system or its replacement. • Study the impacts of reducing or eliminating multi-year allocations in the GMQS. ©Study methods and usefulness of discouraging "cash-in-lieu payments" as Affordable Housing mitigation for development. It is preferred that the developer build new units, ADU's or buy down .existing units, and that they do so concurrently or prior to the construction of the new development. Whenever cash- in-lieu is approved as a method of mitigation, the payment should be commensurate with the cost to purchase land and build an actual dwelling unit or buy down an existing unit. • Conduct a study of the real costs of residential development to the community. Figures being generated should ultimately tie the actual employee generation to (a) the expense of construction by square footage, and/or (b) the size of the home. This study would include both free-market and affordable housing, u the tabulations:- ~ Study the iiiipacts of revising the "change: in use" provision: of the City anti County, erodes. Consider; requiring mit?gation of any° change in' use that prb~uces a tact ng Action Plan increase in impacts, and that the level of mitigation required be equal to 100% of the increase in impacts generated by the change in use. • Consider growth management polices that will encourage development as close to the town<` center as:` possible, or in identified Transit Oriented Development sites. 3. FAR Study Explore a significant decrease in the FAR allowed both. in the city and county. Study appropriateness of current FAR allowances and how FAR is measured, including a study of volume, for both affordable and free market developments. 4. Annexation Plan Update the Annexation Plan between Aspen and Pitkin County, taking into consideration the proposed Aspen Community Growth Boundary. Update annexation plans between Pitkin County and Snowmass Village, as well as other jurisdictions, to reflect our desire to guide new development near existing population centers and within three-mile boundaries. ~1 5. Infill and Redevelopment: .Consider amendments to City development regulations to allow and encourage greater densities within the original Aspen town site. Allow easier subdivision of properties in the historic town site and allow for Infill development, especially= affordable housing. - For example, ~ Infill" development ' .sliould be promoted above businesses ~ in, they downtown core. .Study what areas in downtown could Dave increased housing density in the form of mixed-use buildings. .Study the feasibility of creating minimum zoning density which promotes the goals of the AACP. ~ 6~ Transferred Development Rights Study: .Continue to work on moving Transferred Development Rights from the rural azeas to the Metro azea. Study the feasibility and impacts of .Purchase of Development Rights. .Study the implications of naming the Commercial Core as a Transfer Develop- ment Right (T'DR) receiving site. .Study implementation Purchase Develop- ment Rights programs. .Study the feasibility of using TDR's to sterilize development on lands identified as "private lands with conservation value" on the Open Space map. 7. Zone Change for Affordable Housing Development Study criteria for up-zoning for higher density~affordable housing. 8. encouraging Affordable Housing ProvisionlDevelopment .Develop a simplified set of Housing Development Guidelines. A straight- forward set of requirements adopted (not more often than once a year) that would delineate the acceptable ~ places, density, tykes. of units, price restrictions; etc. The document could explain the puFpose of the housing: program and. even encourage specific_ types of development desired by tl~e community' and any public monies available in partaerships. This would not 44 ct~®r~ ~lar~ _~ supersede the requirements for subdivision, PUD, etc., but would give some indication as to the category mix, types of units, etc., that aze acceptable to elected officials. Developers complying with the guide may be able to, proceed through. the approval process" nioie ~ simply."The intent would be to focus the philosophical debate of what is acceptable to one time per year and not in response to each development application. •Maintain a clear set of affordable housing development guidelines that delineate the specific objectives of our housing policy. These guidelines should not be reevaluated with each individual development proposal, but should be amended on a regular basis as our housing. circumstances and needs change. Because people may rely on these guidelines in purchasing land, these guide- lines should not change so often as to cause significant uncertainties. •Investigate incentives for and consider adding to the existing criteria for lot splits the ability to subdivide for Affordable Housing. •Study opportunities to provide incentives in our development regulations and housing policies in order to encourage the development of affordable housing by community groups such as citizens, businesses, and non-profits. •Study" opportunities to amend development regulations to facilitate the development of affordable housing units. •Consider~; modificaho'ns ~ to development review procedures- td `give,, priority.„ to projects that "promote a: "mix." of housing.. ~.- types to seine people ~of "different needs and income.; IeveIS :and" e~ccurage a healthy ~c~cal bzlance: •SiIIipIify; and, shorten: review. procee~ures for projects clearly meeting the objectives of our housing policy and the overall community goals. These guidelines should not be reevaluated on a per project basis, but. should rather be amended on a regulaz bans as.our housmg circumstances change. •Evaluate parking standazds for affordable housing and infill development that can be tied into design and management alternatives. 9. Infill and Redeveloprvaent: Site Specific Study Evaluate opportunities for publicly held properties to be developed or redeveloped to include or be replaced by affordable housing. Explore moving the Aspen Fire Station to Main Street and developing neighborhood commercial shops with affordable housing above. Utilize the current site to develop a model of mixed- use neighborhood commercial, offices and houSlIIg. 10. Growth Data Collection: •Evaluate existing conditions and determine actual population levels today for the Aspen metro area based on updated lodge room and household numbers. Every five years conduct an updated current population analysis, both o£ permanent residents and part-time residents and visitors._ eCreate a tracking. system that would allow the. Community. Development Department toF more easily°~~- report, ,all; :.: approved develag~ent that is not. yet; built. Submit a report to City Coijncil at the~end~ of each year: The Construction Report may work' for. this 'purptsse: ~ .report- show s all of-the year's building permits based on _ 50' ~ Action Plan Q type and valuation. •Develop a procedure for analyzing build out potential annually. The Construction Report may serve as a base. 11. Downtown Enhanced Pedestrian Plan (DEPP) -. _ _. ,. .. ~: Following the completion of the Down- town Enhanced Pedestrian Plan (DEPP) Pilot Project, work with area business owners to complete the full implementation of the project. ® 12. Rural Transportation Authority Support the Rural Transportation Authority (RTA) Action Plan by helping to bring the RTA concept to voters in the Roaring Fork Valley by May 2000,. with a funding vote in November 2000. ® 13. Entrance to Aspen Obtain funding for and implement the Entrance to Aspen Record of Decision. 14. Sustainable Economic Development Task Force Establisli~ a sustainable economic development task force to identify effective ways to increase wealth generation within the existing economic structure. Its membership should include the entire valley. 15. Work to Preserve Open Space Study opportunities to preserve parcels or portions-, of parcels identified- in the "Greenfrastructure Plan" to be. undertaken by the Parks `Department :for future. parks, and open space:. Acquire _ properties along; river corridors,- including the Roaring Fork River, and Maroon and Castle Creeks. Where needed, acquire properties to establish and enhance "greenfrastructure" and pedestrian access, including acquiring easements along river corridors. ,16. Ecological 0311 of Rights Revisit- the ~ Ecological +BiII. of Rights. Develop a specific action plan for each "Right" to reflect the Bill of Rights. 17. Housing Master Plan •A Housing Master Plan which pulls together all of the relevant documents related to Affordable Housing should be compiled. It should highlight and be consistent with the criteria outlined in the Interim Aspen Area Citizen Housing Plan and the goals and policies of the Housing element of the AACP. •The City and County should utilize the Interim Aspen Area Citizen Housing Guidelines for ~determin;ng appropriate affordable housing sites. The criteria should represent both the physical characteristics of the land and its ability, to contribute to the social fabric of town. A map should be developed showing areas that might meet those criteria. •Modify development regulations to support .the Interim Aspen Area Housing Plan Guidelines and encourage development of affordable housing where many, of the "good housing site criteria" are represented -. 18..Comrnunity Sustainability; Indicators Develop indicators ~ of community sustain~ ability in order to measure important areas _n which. the valley community may tie progressing or declining over n:~e. `i ~~ey SI fiction Plan 0 should include indicators of community, environmental and economic well-being. Track business ownership to determine extent of local ownership. Track the number of Full Time Equivalent. (FTE). employees in each business, and any. other 'indicators `deemed "useful in deterIIUning community economic health. 19. Revise Neighborhood Commercial Zone Districts Revise the Neighborhood Commercial and Service/ CommerciaU Industrial zone district permitted and conditional uses lists to ensure only locally serving uses are permitted within those zone districts. Eliminate the option for single family housing in those zone districts. 20. Stem the Loss of Commercial and Office` Space Review city arid county codes to identify and resolve problems regarding the.loss of commercial and office space to other uses. To simplify the code; reduce the overall . number ` of zone districts and eliminate redundancies. 21. Add Neighborhood Commercial 22. Historic Preservation Land Use Code Amendments Review and amend the land use code to address the following issues related to Historic. Preservation:. . •Study and amend land:- .useLzoning regulations so that hindrances to `creating traditional building forms and context are removed (for example 25% open space requirement). •Re-examine the land use code so that Main Street and the downtown core can be redeveloped to provide possible locations for, and encourage the creation of, small businesses, affordable housing, and mixed uses. 23. Study Tiered Development Approval Study the feasibility and usefulness of developing a tiered development approval process that correlates the number of steps to the number of units requested (a greater number of steps for larger projects). Develop a separate process for conversion to Affordable Housing ~ from free-market residential or lodge units as well as for upgrades of existing Affordable Housing units. I, and Service/ CommerciaU Industrial Zoned' Areas ~ 24. Re-Development Mitigation Zone additional areas for Neighborhood Explore having larger redevelopment Comrriercal 'and'-~~~ Service% CommerciaU projects: pay for . either on-site,{ deed- Industrial development within- the' `city. restricted Accessory Units. or a, buy-down Study the impacts of rezoning undeveloped elsewhere: within the.:Aspen Community, ' ... -, - _ ,,_ commercially zoned sand to' neighborhood'' Growth Boundary ~ - . commercial or SCI zoning: with an` afford- ,s , . ~ ' : able ,housing overlay requirinb affordable, ~ 25. Improve ardd Broaden: ~ _ housing. be-built. on site ~- Promote mixed= ~asidential Desiget Standards:-' use development, especially m.__ the' ?mproVe and, stren~ihen residential design Commercial core:' ~ ~ - 'standards, ~ciuding . acidin~ Iandscape :. 52 ~. - 0 lotion ~/~n review and studying desi Properties adja ric ~d s for cent to histo e pr p s 26. Improve Enf orcement Decisions of HPC Develop stronger methods of enforc 2 ement ~~ HPC directi on such withholdin as g Certificates of (CO s) li larger fines, Occu , censing contractors work, etc. y for hit one i 27. Protect Historic Sites Protect historic sites, update the ' create a preservation inventory, demolitions of Watch list to monitor non-inventoried properties, etc. ~ 28• Improve Historic Preservation .. Communication and Education hnprove communication, educatio advocacy for historic n' and create better tools to accoms hahon and such as brochures, s Bakers' this goal local P bureau for histo &'oups' historic marker program, rY of local historic preservation efforts; etc. ~ 29. Improve Historic Preservation Commission Review Process Work to improve the Historic Preservation Commission review, process. 30. Improve Design Quality Communication and education Improve ~~conim~catio ~ . advocac .for n' education;: and Y quality desi91 through public education and an outr each b~~g .upon the. recommendations ~: the 2000 AACP 31. Su PPort Restoration of Existing Buildings Investigate ways to -restoration or encourage the boil .. ; . improvement of existing ~ngs Spe~ah~attenton'~~'~ given to buiIdin s with should be (condo's), g multiple ownership ~ 32. Reduce, Reuse, and Recycle Promote the concept of "Reduce and Recycle" as ~ Reuse, environment away to protect our and extend the life of the Pitkin County Landfill. 33. De-Icing Alternatives Study the impact of the use of qupahlications on vegetation anddea,ateg emicals or esore alternatives g ch tablish a tO usin ratio to Policy of a dilution minimize the impacts of de-icing and dust abatement - Magnesium Chloride or othe n he such as imcals. ~ . 34. Data Collection Distribution The Housin ~ tabulate and g, Auth°rit3' should re publish a list of gularly affordable housin Public sector stages. g Projects in the plann~g 35. Aspen in-town transit service Develop and ~Plement improvin a Plan for g in-town transit service and reversing, recent declines.. ~ ~_to smp• The Plan should consider a wn nder- service rovcm . .variety of account ~ ents and take. into ..traveler demand; and. net public cost per rider. improvements Among:.. the service that . Wight be considered include::.- ~, . ~aeceiocating !or adding bus sto s w ~y P here ~i'rovidiug bus stop shelters and other Action Plan 0 amenities. .Procuring new and better vehicles. .Running the Hunter Creek bus service in both directions. •Establi hing,~; " an ; East:, .. End.-: ;fixed-route service. .Extending the operating hours of the Galena Street Shuttle to serve evening and nighttime travel destinations more effectively. .Increasing the frequency and reliability of bus service to the Music Tent. .Providing bus service to the Red Brick Arts Center and other places in the West End. .Providing increased transit service to sporting, cultural and other special events. .Providing or encouraging the private sector to provide vanpool, dial-a-ride, or other forms of transit service to upper Red Mountain neighborhoods. standards for providing bicycle parking. Bring proposals to Council for approval as appropriate. 38. Transit-0riented Design and ' Development' Develop guidelines, review criteria and development regulations to ensure that new developments in the Roaring Fork Valley are designed for easy and cost-effective transit, pedestrian and bicycle access and circulation. Identify appropriate locations for transit-oriented development. 39. Transportation Data Improve the ability of elected officials, staff and citizens to understand trans- portation problems and the effectiveness of solutions by collecting better data on local travel patterns. For example, establish new and permanent traffic count locations and conduct periodic scientific surveys of travel patterns. I~ 40. GIS Inventory of Sidewalks, Trails and Bike Routes Create aGIS-based inventory of existing and proposed bikeways, bike storage facilities, existing and proposed sidewalks, and other walkways and trails in the Aspen 37. Parking Regulations metro azea. The inventory can be used to Study the benefits and costs of amending develop . a ,brochure/. bicycle map of the the.. city ' and county development open azea that includes information on the .regulations to require new developments to locatton' of bicycleJ~ transit interface. points, lunit:. parking provided" on-site to " Teyels bike shops," ._bicycle, parking,;-.pavement substantially "below current; requirements: ~~~ ~lc: - __ Study the~~ benefits and. costs.:; of requiring ; ..~_ . dew parking areas to. tie"designed for later ` ~ " 4,1,; lnnprove l-fighway Safety. . cou~ersioti to other i:ses such as= affordable° Work ~,~i~.h CDOT to: improve hagh~t~ay housing or park space.. Study` ioaations, : safety in the Roaring cork Valley: - ' benefits and costs for remote parking as 3 - substitnte~ for .ors-site. parking. ~ I~evel~p: v! 36. Transportation Management Provide a wide range of flexible trans- portation management tools and techniques to reduce single-occupant automobile use. Increase participation in the Transportation Options Program. ~~#6 ~~ ~l~rt 42. Preserve the Rio Grande Right of way Preserve the Rio Grande Railroad right-of- way as atransit and a pedestrian corridor within the City of Aspen. I!` 43: Consider Other Innovative Transportation Modes Continue to study the idea of connecting skier facilities, residential areas, etc. via gondolas, funiculars, aerial tramways and other non-automobile means. 44. Monitor Highway Construction Impacts on Vehicle Use Monitor and study the impact of the Basalt- to-Buttermilk highway reconstruction on travel behavior, including rates of single- occupant vehicle use and accidents. ~ 45. Enforce HOV lanes Work with law enforcement to ensure proper use of HOV lanes on Highway 82. 46. Greenfrastructure Plan Develop a Comprehensive Map and Inven_ tory of all existing public property, trail easements, and fishing easements including land trust properties and conservation ease- ment holdings. If possible, the map or maps should include areas of Aspen, Pitkin County, Snowmass Village and (to the extent possible) down valley azeas. The map, preferably done on a GIS system, should be updated every 2-3 years. A com- prehensive database should be: developed, keeping track of all conservation easements, . and opea space parcels, the beneficiaries of these; the date ofpnrchase~and intent of the acquisition, any development-. stipulations, etc. These should be li~lced to tl?e GIS map: ® 47. Sixth Penny Ordinance Study the impacts of revising the Sixth penny Ordinance that provides funding for City Parks, Trails and Open Space, to make it consistent with Pitkin County Open Space= .language; 'That . language requires replacement of any converted park, open space or trail interest with a comparable parcel of land. 48. Wagner and Iselin Parks Master Plans Complete the Master Plans for Wagner Park and Iselin Pazk. Look at ways to continue active use of the pares ~ development of the plan. 49. Increase Revenues to Support Recreational Operations Study opportunities to increase revenues to support recreational operations including increased user fees and other sources. 50. Promote Volunteer Involvement in Parks Maintenance Organize "Volunteer. Days" for parks and open space preservation and maintenance projects. 51. Re-Development or Reconstruction Mitigation ,. Explore developing a sliding scale to apply to all substantial re-develo went or reconstruction (where ali or virtually all of a commercial. or residential building is tom . down `and =rebuilt).` for mitigation of affordable housing: - .... ~ . ~ . I S5 Action Plan ~ 52. Review Historic Preservation Incentives Review the existing Historic Preservation program to see how well it is working. Maintain and add innovative ways to make preservation work: is Aspen;,, such•:::as _ the historic landmark lot split, property tax relief, study impacts of the FAR bonus. ~ 53. Essential Community Facility and Affordable Housing In planning for any "Essential Community Facility," it should be determined if there is sufficient affordable housing associated with the project to ensure the facility is viable over the long run. ® 54. Encourage Public/Private Partnerships to Provide Affordable Housing _ The . Housing Authority should pursue public/private partnerships with private sector developers, businesses, and non- profits to aid in the development of affordable housing which can address the specific party and the overall community. New partnership ideas as well as "tried and true" concepts that have benefited the program in a positive way should guide future decisions. 55. Study Free-Market Incentive To Euild Affordable, Housing-;:. Study the.,use of the free-market incentive to .btuld~ Affordable~~Housing;. Determine if the 70f30 and b0/40 components to Planned ITnit:l~evelopinents are adding- more free- market job generation than they make .up ior< u , "affordable :. housing- proi7sion: Researcl other incentives to encourage the . development of Affrdable Housing. Consider transferring some of the Affordable Housing subsidy monies to the private sector developers. Private developers should be able to access some amount of subsidy per employee housed provided fo the .Housing ,Authority.. for 100% affordable projects. ~ ~ ' ~ 56. Affordable Housing and Parks Partnerships: •Ensure that parks and open space are available or are provided near development of affordable housing, especially in areas of increased densities. •When up-zoning for Affordable Housing, consider the pros and cons of deed restricting those portions of the property that are to be preserved as open space. •Upon completion of a Master Plan for these individual sites which .will identify where open space should be preserved, deed restrictions should be placed on the property to ensure these open spaces will be sterilized from future development, including sterilization from additional affordable housing. 57. Affordable Housing Residents Survey Conduct apost-occupancy review of public affordable housing. This. process could seek the opinions of the community in general including those of the new home- owners and their neighbors. ~- 58.: Study. Workforce M'anagernent ,. - - Study ways _ to manage ihe.- size, sand composition:.of the' workforce and: .'the impacts of doing so. Uilize and .build. upon the work.~iaitiaed Eby the :aspen. Institute. group on affordable hoT.~ing and job 36 ID Action Plan 0 growth. Study ways to better capture the effects of employee generation through employee mitigation. 59. Historic Preservation Master Plans - - Create= ~ Master--' Plans- ~ for key historic properties. 60. Design Competitions Study the pros and cons of awarding public projects through design competitions to promote a higher standard of design and creativity. When possible, sponsor design competitions or other creative methods for getting the best affordable housing product possible. ~1 61. Develop A "Peak Capacity Standard" Study the development of a "peak capacity standard" which takes into consideration a peak physical and social infrastructure capacity. Identify the remaining capacity of the existing infrastructure (schools, fire department, police, utilities, roads, etc) and relate these numbers to the ultimate avail- able build out and population potential. 62. Quality of Transit Service in the Region Improve transit service in the Roaring Fork Valley by increasing the speed, frequency, reliability and attractiveness of transit service: between. and within valley communities.. - . - 63. ~/isitor U~e,of Transit-..;~ Work with RFTA to increase visitor use of transit service; including; service to and from Glenwood. Springs and other coirununities in the valley. 64. Transit Passenger Safety and lExperience Work with RFTA to improve passenger safety and experience through the following kinds of efforts: • Procure transit vehicl"es that maximize the -' corifort ~of rides in ordei`to encourage high rates of use. For example, transit vehicles should have ample leg and shoulder room and adequate reading lights. Also, use of quieter and alternative-propulsion vehicles should become standard •Develop guidelines for providing shelters, lighting and bicycle parking at transit stops. •hnprove carriage of bicycles on board transit vehicles and storage of bicycles at transit stops. •Improve storage of traveler items on transit vehicles and at transit stops. •Consider dedicating a portion of paid parking revenue to improve transit stop conditions. ~ 65. Traveler Information Improve travelers' experience by providing local travel information at bus stops, on the Internet, through brochures, etc. Reduce travel by visitors in automobiles through support of innovative traveler services. De- velop means to provide real-time informa- tion on transit service and road conditions to travelers in the Roaring Fork Valley. Conduct a study of methods to transferring and, checking luggage through from the airport to hotels. Improve the quality and availability of information on travel options (r e:, transit;' . lodge' ~~ shuttles;`- walking bicycling; etc.). provided to visitors both before and after arrival in Aspen. Provide information to visitors.: in multiple languages azd usir4g international symbols. - - ~7 ^~ ~6cfion Ian ~ 66. Area-Wide Parking iillanagement Manage the supply of parking in the Aspen area. Develop remote long-term parking storage facilities as an alternative to parking at .new or , .redeveloped housing... ,sites. - . Consider extending paid parkmg .~ao-, any location in the community where a pazking- based travel management program makes sense. Study the impacts of encouraging or requiring landlords and hotel managers to assess parting fees separately from housing and commercial rents or room rates. Encourage employers to "cash out" employee pazking. Consider extending the hours of parking enforcement into the evening (particularly during the peak seasons). 67. Parks Advisory Board Explore the creation of a City of Aspen Parks, ~ Open Space, Trails & Natural Resources Advisory Board. 68. Reconvene the Public Projects Review Group Reconvene the Public Projects Review Group. S9: Develop intergovernmental Agreements (IGA's) /Regional Planning: .Work on developing IGA's between. the City of Aspen; Pitkin County,.the Town of Snowmass. Village, and the Town of Basakt -; .- ... regarduig ~ contaiiment~ - of . development within Community Growthi. boundary's, annexations.` agreements; .or by some. other mechanism<~ . , . ~Conside:. tl?e` impacts of development ,proposals ;regionally.- Utilize -inter=- governmental` agreements. ~ regarding location of development on a regional basis. Consider including Snowmass Village in our population figures and as part of our affordable housing solution. Snowmass Village utilizes ,much .yof the same=;basic--:infrastructure:- such' as- roads, schools, sheriff, landfill, etc. .Valley-wide coordination of com- prehensive plans is encouraged. Create an intergovernmental agreement regarding a process for dispute resolution. Encourage the development of separate growth boundaries for each valley community to protect the natural beauty of the valley we share and to encourage development to occur in amore economically efficient manner. 70. Encouraging Buy-Downs Study ways to provide Affordable Housing without new construction such as grants and other assistance programs for buy- downs and deed restrictions of existing units. 71. Engage Part-Time Residents in Community Affairs Explore ways to get part-time residents more engaged in the community. 72. Improve Commercial Air Service to Aspen and Pitkin County Study. opportunities to improve customer service and the quality of air. service consistent with the Airport Plan recently adopted by Pitkin. County. Work with the airport management -. staff, to determiner. ;problems and opportunities for e solutions. Q=szlity~ air ~ service- is- critical to our economy: 58~ " ~ Action Plan ~~ 7 73. Establish a Greater Presence of the Arts in Transportation Work with RFTA to establish a greater presence for the arts in transportation. For example: .Consider allowing riders and others to submit artwork for display on or in vehicles, at stops, on bus passes, etc. .Consider encouraging and promoting discussion groups for poetry, short stories, film, etc. on transit vehicles. .Consider partnering with the Commercial Core Lodging Commission (CCLC) to provide sculpture and other artwork at transit stops. .Consider establishing bilingual (i.e., Spanish and English) arts programs for transit. .Consider sponsoring photograph competitions or exhibitions illustrating the benefits of mass transit. .Consider encouraging and promoting tutoring of students on transit. .Consider distributing arts calendars through transit vehicles. and stops. 74. Update Aspen Watkway and Bikewa System Plan Update and revise the Aspen Walkway and Bikeway System Plan to include the following: .Completed or proposed. changes to. the bikeway and walkway network since 1990. Policies and an action plan for improving bicycle storage at or near employment and. . other-. `,activity sites. throughout: the .Aspen metro area....-:: . •Betterintegration.ofbicycles.a~d.transit. . gBicycle 2nd Pedestrian Z:evel-of-Serw~ce (LOS) standards. _ More in-depth consideration of p?destrian access to transit. .Traffic calming recommendations. ' .Establishment of amore-definite timetable for completion of projects. .Identification of more-specific project funding sources. _ : .. 75. Improve the Bikeway System Improve bicycle path directness, inter- connectivity, and 'safety through the following. .Conduct an inventory of locations where bikeways are discontinuous, indirect or poorly maintained. .Develop an action plan to remedy bikeway deficiencies. .Implement the trail improvements outlined in the Trail System Refinement Report for the Entrance to Aspen. .Implement the trail components of the Roaring Fork Greenway Plan (i.e., specifically between Heron Park and the area around the Ute Children's Park). 76. Study a "Free Bike" Program Study the development of a program to provide a fleet of "free-use" bikes in Aspen. 77. Improve Pedestrian and Bicycle Safety and Security Where needed, improve bicycle safety through improved signage, striping, shrub maintenance,. ~ and education. Evaluate Aspen street comers to determine if parked cars, shrubs or other objects hinder ~ the ability of motorists' to see pedestrians and vice versa, Study the feasibility aLd need to increase the availability of secure bicycle parking (racks and lockers). Study the feasibility of establishing a dedicated 59 actao,~ ~e~n D. funding source (i.e., budget line item) for bicycle facility maintenance and improvements. ® 78. Improve Pedestrian - Infrastructure - Look for opportunities to improve the pedestrian infrastructure to encourage walking. For example: •Develop an action plan for sidewalk additions and improvements. •Improve crosswalk conditions at the intersection of Main and Mill Streets (including reestablishing the four-second "head start" for pedestrians). olmprove crossing conditions at appropriate locations along Main Street to enable safer and more convenient travel by foot through town. •lmprove pedestrian crossing conditions on Highway 82 at Truscott/Golf Course. •Improve pedestrian crossing conditions on Highway 82 at Buttermilk. •Improve pedestrian crossing conditions on Highway 82 at 8'~ Street. •Impiove east-west pedestrian travel conditions in the West End through the addition of a walkway that is detached from the street or that provides some sepazation between people and moving traffic. 9Install a sidewalk on the south side of Puppy Smith Street. Alustall° a sidewalk on Red Mountain Road, if feasible: '- ~ , •CIean up the Aspen alleys. for, easier: and rriore pleasant use by pedestrians •Install a .truck alleylpedestnari way on the:, nor~~h side-t3z `Vaguer Park {~o be consistent: with ~z proposed,niaster plan for a'Vagner Park) 79. Sidewalk Ordinance Where possible, extend the coverage of the sidewalk ordinance of the Aspen Municipal Code to include all areas within the Aspen City Limits. 80. Complete Community Trail System Complete community trail systems such as: the BenedictlRoaring Fork River Trail from Herron Park to the Aspen Club, and the Shadow Mountain Trail. ~ 81. Improve Public Access #o Parks and Recreation . Improve public access to and information about pazks and recreation facilities through brochures and signage programs. 82. Financial Assistance to Encourage Private Affordable Housing Study options for encouraging the development of affordable housing through financial assistance programs. Public funds should be made available to groups who propose affordable housing ~ projects meeting the guidelines and who demon- strate the need for financial assistance. 83. Increase Mates of Carpool and Vanpool llse Maintain and improve the appeal' of carpools and_ vanpools for a wide variety of trip.: types through expanded: ride matching, outreach and. education 84: R~d'uce the lr~tpacts of Freight; ` grid' C®rstructio~ V~hic(es in As~~n: i ` Conduct ~ study of ~vays to reduce. tuck traffic in Aspen through alternative L*!eans 60 ~ Action Plan^ of freight delivery. Consider prohibiting dump trucks, delivery trucks, semis, and other heavy vehicles in Aspen during certain hours of the day or on certain days of the week Consider establishing a freight consolidation' and' redistribution center at or neaz the AABC or other places in the Roaring Fork Valley. Establish a system for improving regulation of pazking for construction vehicles. ~ 85. Park and Ride Consider establishing permit-only pazk- and-ride spaces somewhere neaz the hospital for use by residents of upper Castle Creek Road. 86. Improve Traffic Safety and Enforcement Improve enforcement of traffic regulations on Main Street. Consider reducing the posted speed limit for traffic on Highway 82 between Truscott and the Castle/Mazoon intersection. Redesign the intersection and area azound the Post Office and the Clazks Mazket parking lot to improve traffic flow and pedestrian safety. ul 87. Study an impact Fee for Commercial Users of Public Spaces Study the impacts of commercial operations using public spaces and, if warranted, consider a fee system to cover costs o f repair and maintenance. Such fees could b e used to support educational programs, habitat restoration, enforcement, volunteer effoits~ and administration costs:. 38. lnfiit and Redeve~opment:.~ed ~ . Brick Arls Center Study adding a fizil or partial r`leor at .the Red Brick Aj-~,s Center for affordable of ce space, art studios, a community gallery, and/or housing units dedicated to the non- profits. J 89. Study the Effects of Low-Paying Jobs Study the effects of low-paying jobs on the health of the community. 90. Create A Learning Community Explore ways to create a learning com- munity for both the public and private sectors. One that takes an action, reflects on the action, and bases its next related action on that reflection. One that makes local decisions understanding the real causes of problems and with long-term consequences in mind. 91. Support Locally Owned Businesses Study and consider ways to support a diversity of small, locally owned businesses in the commercial core as opposed to national chain stores and tourist-only oriented retail. 92. Vertical Zoning -Neighborhood Office Study locations for a neighborhood office zone district. This concept can incorporate vertical zoning and alley uses. Develop a Neighborhood Office Zone District. Rezone areas to neighborhood office. Eliminate the option of single family housing in this zone district. 93. Gallagher Amendment Stucly~ways to better enforce collection of use sales- tax' and the impacts.. of the Gallagher Amendment: si y4. study rotential to Limit Chain Stores Investigate efforts undertaken by othe communities for managing the impacts o chain stores. ~! ~ 95. Housing for Visiting, Artists: Coordination of Vacancies The. Aspen/Snowmass Council for the Art: should work with the Housing Authority tc coordinate vacancies through a centra resource/office that tracks current anc ~ 98. Study Feasibility of a County Real Estate Transfer Tax Explore the legality and potential implications of a County Real Estate Tiansfer Tax- ,:The tax_would be_ intended to dedicate 1% of sales to a pool of money to be split between open space purchases and developmendpreservation of affordable housing opportunities in the County, similar to what is done in the City of Aspen. This would require a state constitutional amendment. vacancies. 7 99. Improve the Pedestrian . Experience and Streetscape on IlAain 96. Housing for Visiting Artists Street Increase short and long-term affordable In conjunction with ongoing transportation housing opportunities for arts groups, planning projects on Main Street, improve visiting artists, and educational workers. the pedestrian experience and streetscape. ~ 97. Housing for Visiting Artists: Incentive Programs Look for ways, such as tax credits or other incentives, to encourage properly owners to allow utilization of vacant housing (such as un-rented ADU's) for temporary and event- related housing needs for non-profit groups. 62 ~ Completed Action Items 0 The following Action Items have been completed as of i1~Iazch 2000, and have there- fore been removed from the list of current work program Action Items. A. Future Land Use Map This land use map ~ will formalize the Community Growth Boundaries, identify what land uses and densities are anticipated in the Aspen metro area, and identify parks and open space pazcels that aze important to preserve and which should be maintained and/or acquired. This future land use map will provide a vision and guide for future land use decisions in the Aspen metro area and depict what the community can expect to look like in 2020. S. Affordable Housing Provision/ Development for Lodges Consider only allowing lodges to be redeveloped as Affordable Housing rather than as expensive free-market units to reflect our need for housing for permanent residents. C. Modify the Accessory Dwelling Unit Program Consider modifications to the Accessory Dwelling Unit program to encourage units to be developed which will be occupied and which ,offer comfortable living conditions: D. Open Space Replacement Property Study and evaluate the idea of revising the city's Sixth Penny Ordinance to require that replacement property be established prior to an election for trading of open space. Study the benefits and costs of identifying the replacement pazcel in the ballot language. The . intention of identifying the parcel would be to help the electorate in evaluating the .benefit of the conversion or replacement interest. E. 1993 AACP Existing Conditions Bring the 1993 AACP Existing Conditions report up to date. 63 .` .Responses. To Mammoth Lakes ?003: Mapping the Course for our Future Executive Summary Prepared By Dr. Peter Williams and Karim Dossa Centre for Tourism Policy and Research Simon Fraser University Burnaby, B.C. December 1, 1998 1.0 Introduction During the summer and fall of 1998, i~~te Town of i~iammoth Lakes undertook a visioning process designed to guide the actions of the resort community with respect to its planning and development activities into the next millennium. Based upon input derived from previous visioning processes and community stakeholder groups a preliminary version of the IVianunoth Lakes 2003 vision was drafted. This draft document was then distributed in a "workbook format" to. Mammoth Lakes residents for their formal and informal comments and suggested refinements. The following executive summary provides an overview of their perspectives concerning the Mammoth Lakes 2003 vision. Amore detailed version of the perspectives of these citizens is described in the complete report entitled "Responses To The Mammoth Lakes 2003: Mapping The Course For Our Future". The viewpoints expressed in this report aze derived from the formal responses provided by 134 citizens who submitted written reactions to the Mammoth Lakes 2003 workbook questions. Over four-fifths (86%) of these respondents were full-time residents of the Town of Mammoth Lakes. About three-fifths (62%) of them were between 36 and 55 years old. Their specific responses are related to the goals and priorities outlined in the Mammoth Lakes 2003: Mapping The Course For Our Future workbook. 2.0 Overall Perspectives Concerning Mammoth Lakes 2003 Vision For the most part, reactions to the Mammoth Lakes 2003 vision were very positive and constructive. Overall, a vast majority (98%) of the respondents felt that the values expressed in the vision statement reflected what they thought was important to their community. As well, the lion's share of them (92%) felt that the vision captured their understanding of the ideal relationship and interdependence between the community and the resort. Their reactions to the specific goals and priorities are outlined in the following sections of this Executive Summary. r 2.1 Maintaining A Strong Community Maintaining a strong community and the priority actions needed to achieve this goal were agreed to by a vast majority (92%) of the resident respondents. While variations existed on the extent to which each area of action priority might actually.contribute to this goal, all of the suggested actions received the support of at least three-fifths of the respondents. Diversifying the economy, providing a variety of housing options for all income groups, and expanding educational and training opportunities were ranked as the top priorities for maintaining a strong community {Table 1). Table 1: Asaintaining A Strong Community . Priority Action % In Agreement With Overall ltanking* Need For Priori Action Of Priori Actio Diversify our economy 63.2% n 1 Provide a variety of housin t e f ll i g yp s or a ncome levels throua out town 70,3% 2 Expand educational and training opportunities 74,.400 3 Improve institutions and programs. that support the communi 72.4% 4 Enhance and revitalize community commercial service district 76.7% S' Improve the character and quality of existing and future residential nei borhoods 71,1 % 6 Improve our community services 71.5% 7 Assist with preparation of regional growth strategies 76.4,% 8 Support arts and culture 76.6% (~ Expand leisure opportunities 71.7% 10 Foster a Healthy City 6~.~% 11 Support ethnic diversity 61.2% 12 The Priorities under .maintaining a Sirona Community are a good way to achieve the vision 91.7% * Ranking derived by sorting (iit order of decreasing importance) average rank.values assigned to each priority by tl-ie.respondents 2.2 Maintaining A Sustainable Environment Overall, t'te priority action areas associated with the goal of maintaining a sustainable environment were supported by over nine-tenths (91%) of the resident respondents. All of the proposed priority areas for action associated with this goal were felt to be appropriate by at least three-fifths of the respondents. The top three ranked priorities for action in this regard involved protecting environmentally sensitive areas; supporting environmental education initiatives; and preparing and implement a solid waste management plan (Table 2). Table 2: Maintaining A Sustainable Environment Priority Action % In Agreement With Need For Priori Action Overall ]tanking* Of Priori Action Protect environmentally sensitive areas 75.7~~U 1 Support environmental education 7~]• g% 2 Prepare and implement solid waste management plan j]~a, 3 Improve wastewater collection and treatment g!-~.2% 4 Improve domestic water supply treatment 6 g • 1 % 5 Preserve cultural resources 61.1 Implement source reduction and recycling element 7g • g% 1L a. The priorities under Maintaining Sustainable ~ Environment are good way to achieve the vision 90.5% * Ranking derived by sorting (in order of decreasing importance) average rank values assigned to each priority by the respondents. 2.3 Building A Successful, High Quality Resort Over seven-eighths (89%) of resident respondents. felt that the vision statement's priority actions for building a successful, high quality resort were appropriate to the task. Some differences were expressed with respect to the utility of each priority action area in building a high quality resort. Nonetheless, all priority activities suggested in the vision statement received the support of at least three-fifths of the respondents. Overall, maintaining high quality experiences in recreation areas; enhancing and revitalizing the Main Street commercial area; and providing exceptional customer service were ranked as the top methods for meeting this goal (Table 3). Table 3: Building A Successful, High Quality Resort Priority Action Maintain high quality of experience in recreation areas % In Agreement With Need For Priori Action 77.8% Overall Ranking* Of Priori Action 1 Enhance and revitalize the Main Street commercial area at the entrance to town 78.x% 2 Provide exceptional customer service 62.5% 3 Improve transportation system 71.6% 4. Complete high quality resort plans 77.6% e J Improve and expand the trail and parks system 80.2% L Expand resort-marketing initiatives 75.0% 7 Support private sector investments in winter and summer recreation 72,7% $ Improve information systems and database 61..4% 9 The priorities under Building a Successful, High Qualify Resort are a good way to achieve the vision 89.2% * Ranking derived by sorting (in order of decreasing importance) average rank values assigned to each priority by the respondents. 2.4 achieving Financial Sustainability About,four-fifths (82%) of all the respondents indicated that in combination, the priority actions suggested in the vision statement for achieving financial sustainability were appropriate for the task. As apparent with the other areas of priority action, at least two-thirds of all the respondents agreed that each area of priority action were useful methods for achieving this goal (Table 4). Table 4: Achieving Financial Sustainability Priority Action % In Agreement With Need For Priori Action Long term financial strategy 73.4,% Implement redevelopment initiatives 72.0% Prioritized facility plan 69.8% Review tools used in other resorts 67.9% Review opportunities for private!public partnerships 67.9% Investigate sponsorship opportunities 6~.6% The priorities under Achieving Financial Sustainability are a good way to achieve the vision 81. g% Appendix "A" Town of Mammoth Lakes Vision Statement December, 1992 Reforilattecl ~ti~th minor re~~isions May, 1998 ~'~~~ ~f Ma~~®t~ Lakes Visi®~ Stateanent Mammoth Lakes will be a high quality, destination resort community with yeaz- round recreation opportunities. The natural environment will be the dominant feature. in all public policy and development issues, and-will coexist with a high quality resort center. The community will be stable, strong, safe, and family oriented. There will be high quality local educational and training opportunities, and a wide range of facilities to support recreational and cultural pursuits. Automobile usage will be minimized due to the efficient pedestrian and transit system. The following narrative describes what the Mammoth Lakes community has stated it hopes to become in the future. Maintaining a Strong Community While residents of Mammoth Lakes appreciate the natural wonder of the azea, they make their homes and raise their families here because of the cohesive small town atmosphere and the opportunities for quality education, recreation, and social interaction. Comprehensive water, energy and environmental policies have enabled development to occur within the carrying. capacity. of our resources, with careful attzntron.to. retaining a high quality of Flfe for residents acrd visitors. Levels of service for fire; police and". health care amain consistentlyhiji in conjunction with continued gro :vth; All residential developments have Tried to protect steeper slopes and natural vegetation. Design and site planning techniques promote the preservation of open space and limit amounts of impervious surfaces. Development standards limit mass, guide development on ridges, bluffs and hillsides, and encourage building materials that complement the surrounding natural environment. The mix of single family homes, apartments and condominiums provide a variety of housing types for families and residents of all income levels throughout the community. High- density neighborhoods aze concentrated around activity azeas, with lower densities occurring at the periphery of Town. Of the neighborhoods in the community, Old Mammoth is more rural in nature and densities aze lower. Properties along Mammoth Creek and the Bluffs have been especially attentive to design and site planning to protect the view-shed within which they are located. Most condominiums serve visitors and second homeowners who wish to enjoy a more relaxed stay in Mammoth Lakes. Older condominiums have been refurbished improving community aesthetics and contributing to the overall resident housing stock. Low-income housing and employee housing developments are located throughout town. All sizes and styles of units:have been developed fo-meet the needs of families, singles,-arid unrelated households The resorts haV e ,provided much of their o~vn housing; on-site~to - accommodate their employees and ~ -. families they generate.. Likewisz;~ t affordable housing has been developed in the center of town to take advantage of the proximity to services, employment and transit. Single-room-occupancies and small apartments have been built within commercial developments in the resorts to bring people closer to their place of employment and provide some vitality to the districts. The service commercial center.is. located neaz Meridian Blvd. and Old Mammoth Road. It contains the most service- orientedbusiness for residents and visitors. Offices, ~ocery and clothing stores, restaurants, theaters and small businesses are found here. The schools and hospital are neazby. The area is the center of our community's daily lives. `Vhile emphasizing pedestrian circulation, transit serves the district and public and private parking is available near every business. Community activities aze frequently held here because of the. constant flow of people who come to take care of local needs. Shopping centers have been upgraded with new facades and landscaping. Lodging and residential azeas aze located between and around the commercial center, providing housing and accommodations near transit facilities and commercial services. Industrial uses have been relocated from the commercial districts in the community to the IndustriaUBusiness Park at the east of Town. Cottage industries relating. to' the recrearion uses in the area are located here as well as . constriction=related and heavy= commercial uses. Design. standards, require some screening of uses from ~urround~ng areas.. . The Town has continued to expand recreational and educational facilities, commensurate with growth and based upon the resources of the natural environment. New educational facilities have been developed with gymnasiums, learning facilities and recreational facilities available for community use in the South Gateway. Neighborhood parks with easy pedestrian access have been established to complement the community parks. Networks of trails- connect most parks, neighborhoods, and the commerciaUemployment centers. 0 A recycling center has been provided to meet the needs of the community. Convenient government service is available to citizens. A variety of art and cultural facilities are available. The indoor/outdoor theater is heavily used for all types of events. Education of and respect for the natural environment is promoted through interpretive exhibits, nature trails, stream viewing chambers, and other public facilities. Ice skating, golfing, swimming and outdoor activities of all types are available, whether provided by the private sector through dedications 'or by the public sector through available financing alternatives. Building a Successful, ]High Quality ~tesort il~lammoth Lakes is the hub of recreational opportunities in.the Eastern Sierra; Tong. with the diverse experiences available within the.Town, major local and regional recreational attractions are within easy access::- Fishing and hiking are aLo available nearby. . Recreation is the economic engine. Through promotion of recreation activities the town has achieved greater economic stability. While further development to increase recreation options is recognized, it must be in accordance with our setting, natural resources and economic means. An emphasis on the quality of each experience and how it affects the capacity of-the natural environment aze carefully evaluated:,,' _ .... Mammoth Mountain Ski Area is one of the best ski experiences anywhere. The ski area has expanded to a capacity of 24,000 skiers, which are served from five base lodges. Access to the ski area facilities has been improved with in- town gondolas, and from public transportation tivhich delivers people to any one of the five base lodges quickly and economically from anywhere in town. Sherwin/Snowcreek Ski Area serves up to 8000 skiers from a base lodge within Snowcreek Resort. While primarily a ski area, the resort provides golfing, tennis, ice skating, and other recreational pursuits. The Lakes Basin is a heavily used fishing, Nordic skiing, snowmobiling area. Camping, climbing and boating are all experiences pursued by both avid and first-time outdoor enthusiasts. Through a sustained fishing enhancement . program and special events, Mammoth Lakes has become a premier trophy trout area.. _ .. - - Thrvughout}the.community, there are - moth public and private recreation ~~~.ihLieS: Gymnasiums, tennis co~.irts,'N swimming pools, softb~.ll end soccer fields and other community oriented recreation opportunities are plentiful. Mammoth Lakes has provided the visitor with a selection of four full service resorts, each with its own identity and character, in addition to Mammoth iVlountain's accommodations and services. North Village, Sierra Star, 3uniper Ridge and Snowcreek provide for over 4000 lodging units combined. Housing and shopping opportunities, as well as-numerous amenitiesare'available in each resort making it convenient for visitors, employees and residents to enjoy their stay without the need for services beyond the resort. Easy pedestrian access among all facilities and amenities in the resort make each resort an attraction unto itself. The architecture and sense of scale are different in each to reflect the surroundings of the immediate area. North Village (Gondola Village) is a bustling, tightly knit pedestrian resort containing many hotels, inns, restaurants and shops. There are many restaurants and shops oriented around a central plaza. Community and cultural activities are planned throughout the year on the plaza and in the meeting halls. The gondola to Mammoth Mountain leaves from the plaza area making North Village a premier winter destination. Parking is understructure and housing is provided on-site for those people wishing to reside closer to work and play. Lodestar (Sierra Star) is a true four- season resort: Full=service hotels, ;'- condominiums, ;single-fariiily fiousirig~ and~shopping`areas front onto lakes and: a golf course:-::`T'all"trees frame the Iakes• and hotels offering asecluded-outdoor_~ experience, Again; the car -is subordinate 3 to the pedestrian. Golfing, ice-skating, hiking, bicycling, tennis, swimming, strolling and cross-country skiing are activities enjoyed at Sierra Star. Commercial establishments are sufficient to serve Sierra Star and are not community oriented. Conference facilities provide strong activity in the fall and spring. Juniper Ridge has,one of the most. ~:: spectacular settings in Town. Because it is in such a prominent viewshed, its presence is more subdued, with architecture and scale which blends into the surroundings. A large resort lodge and small supporting shops are the mainstay of this resort. Some amenities are available, including ski-in/ski-out accommodations. Housing is available on-site for renters and owner occupants. Juniper Ridge is a major skier destination, due to the upgraded gondola and base lodge facilities, and the public transit system. Snowcreek Resort offers a variety of recreational experiences. Skiing; golfing, ice-skating, bicycling, hiking, tennis, and fishing are available. Full- service hotels, an athletic club, conference facilities, inns, shopping centers and restaurants, are found at the base of the Sherwin Mountains in a "village" setting. Condominiums and single family homes abut the golf course and the National Forest. Meadows and creeks are preserved and walking or bicycling through the village is commonplace. . Mammoth Mauntairi has its own high quality accommodations and•recreational experiences. to offer. I# also provides access to the Mountain Bike Park and° the Minaret Vista/t~3vvil's Postpile. It has the unique setting of being surrounded by forests and lakes, yet is close enough to Town to take advantage of the experiences being offered by the Community. The Main Street Commercial Area is an equally important commercial district. As the primary entrance to Town, it is the focus of Town activities. The Main Street commercial area caters to visitor activities focusing around a visitor's center. Small shops, restaurants, cafes and courtyards front along the pedestrian promenade. People enjoy this "town center" because of the variety of plazas and gathering places available to meet friends and experience the small town atmosphere. Design of buildings and landscaping is compatible, forming an identifiable town center. Public parking is available, but separated from the pedestrian experience. Connection to the commercial uses on the north side of Main Street is safe and convenient. The town's transit routes connect here so access is available to and from all parts of the community. Motels, small chalets and residences surround the "town center". There are two gateways into town. Until one reaches town from Highway 395 there is only the natural landscape to enjoy. The gateway to Town is marked by the USFS Visitors Center and campground,,inviting landscaping and lighting, medians separating,east and westbound travel lanes in the. highway, pathways for bicycling and.wallang and tree Town center with its "quaint" and cohesive shops and restaurants:' . Entering town from Meridian Blvd. one passes by the educational facilities and the well-screened Iridustr!aL`Business 4 .~ Park on the way to the commercial business district. The resorts have progressed only when market conditions and financing dictate and when water, transportation, drainage and other community services are in place, or are developed concurrent with each resort development. No faction of the community has been forced to sacrifice to allow another element to proceed. The town has a consistent image and character reflecting the alpine and historic setting. New developments have been designed using the vernacular of the immediate surroundings. Likewise, older developments have been renovated to form a cohesive design throughout the commercial districts. Traffic flow in the community is variable based upon visitor arrival and departure hours. Once visitors and residents reach their destination, . automobile travel is subordinate to transit,~pedestrian or cycling. The comprehensive transportation system includes bus transportation, strategically located parking facilities, reliable air transportation, interconnecting paths and bikeways and improved sidewalks. Expansion of arterial, collector and local roadways has been discouraged and is only accomplished when other modes of transportatian are not capable~of serving the commuiuty in a convenient and reliable~manner Travel.is unproved to all riia~or -. ~~' destination areas, and..visitors and` _ residents find that pn_`vate automobile use is unnecessary, in=most cases: The airport has been expanded to provide convenient and reliable air service from major market areas. Terminal and runway improvements have made Mammoth Lakes a featured destination for worldwide travelers. Convenient and economical shuttle service delivers visitors to their selected accommodations. Maintaining a Sustainable Environment The environment surrounding Mammoth Lakes is the dominant feature in all public policy and development issues. Not only does the environment provide the resources for our recreation and tourism based economy, it places constraints on development through weather, available private lands and the carrying capacity of the air, water, and wildlife resources. Protecting environmentally and visually sensitive areas from urbanization has retained the alpine character of Mammoth Lakes. Compact development has occurred leaving the National Forest as the backdrop to the community, Open space has been preserved in areas of wetlands, streams and significant slopes and rock outcroppings within and outside the developed area of Town. Stands of trees remain allowing the forest to penetrate into the community. Vistas have been maintained and buildings are subdued in deference to the landscape. Fish and wildlife share the resources:- with the community. Water resources have been proteeted~ by..using primanly, ~ ~ - groundwater far public use; lea~mg ::-° _ surface :eater far recreation and` tiviIdiife: TOWN OF VAIL 292 West Meadow Drive Yail Public Library Yail, Colorado 81657 970-479-2184 . Fax: 970-479-2192 www. vaill ibrary. com Who we are now: December 16, 2005 Our town library is a resort library that welcomes, inspires and anticipates the needs of guests, residents, businesses and schools in the Town of Vail. Library building was dedicated on July 4, 1983. Library presently has 12,000 memberships on digital files. Members are persons living in the Town of Vail AND 5000 cards issued to persons living on the eastern slope or who are property owners in Eagle County outside of Vail. Persons electronically counted through the door in 2004 were 126,642 persons. The library is open: 358 days a year 61 hours /week 7 days /week. Our programs 208 children's story hours /year. Sponsor 24 artist exhibits in the Community room. Sponsor 7 adult speaker series events every winter. Host 6-10 summer children's programs educational and entertainment /season. Technology area we have 7 email stations ,Word processing and Excel station . 24/7 web site for on line reference questions, reserves, monthly calendar and web sites including 12 Proprietary databases. Collection exceeds 62,000 items. 300 periodicals and newspapers. Plans for 2006 Access from home for Vail Library card holders to Momingstarand Newsbank. Plans are in place to expand summer children's programs. Downloadable on line audio books for card holders. Increased continuing education options for retirees and others. Fireside Chat' with academic focus during the summers for guests and seniors. Challenges Roofing challenges with leaks in staff area of the 20 year old building. Possible renovations in the future. Potential 10,000 SF addition as a third floor. ~~ RECYCLEDPAPER TO: The Vail Town Council FROM: The Vail Local Housing Authority SUBJECT: Council Retreat Housing Discussion DATE: December 13, 2005 Housing Trends and Projections The anticipated growth in new jobs in Vail is conservatively estimated at between 1.,000 and 1,300 employees. In addition, an estimated 7,000 potential new jobs in Avon and the Edwards vicinity could be generated as a result of new commercial development in these areas. Taken as a whole, the job growth in each of the communities suggest that new job generation will continue to fuel regional demand for housing for the local work force. Vail will be the most challenged as it is the furthest from the more affordable housing markets. The new jobs in Vail will likely result in demand conservatively estimated at 600 to 800 residences. For Avon and the Edwards areas, new employees will generate demand for an additiona14,500 to 4,800 housing units. In addition to the 600=800 unit shortfall, approximately 1,000 of our resident-occupied units in Vail are not restricted in any way. Based on recent statistics, about 50% of real estate sales turn current resident-occupied units into new second homes. In America homes resell on average every seven years. This means 7 years from now another 500 of our current resident homes will be lost. Combined, the indications are that we could be short 1,100 to 1,300 resident housing units in the foreseeable future just to keep the current ratio of housing units to jobs. Approximately 70% of the employees working at businesses in Vail live "down valley". The same real estate forces are at play "down valley." Vail's work force will be conunuting the greatest distance to their places of employment. Encouraging down valley workers to commute to Vail will become more of a challenge as workers live down valley and have attractive job alternatives closer to where they live. Employee parking and mass transportation will become much larger issues in the future. Additionally, it is likely that Vail employers will have to pay higher wages than employees in down valley locations. This could lead to higher prices for consumer goods and services, ultimately leading to a competitive disadvantage in comparison to other resort areas. The Vail business community has always stressed the importance of smaller, independently owned and operated businesses as a key ingredient in differentiating Vail from its many competitors. The continued erosion of "middle class" housing will further the demise of small businesses because owners are less likely to commute an hour or more to their shops. The lack of housing for middle managers will also make it difficult to attract appropriate talent to compete at the highest level. There is clearly a need for a full range of housing opportunities for Vail's working population, from busboys to business owners, orderlies to surgeons. Seasonal rental units, long term rental apartments, deed-restricted for sale units, with and without appreciation caps, are all components of a successful housing strategy. Recommendations The Vail Local Housing Authority recommends three areas of emphasis for the near-term housing strategy: Timber Ridge,West Vail Master Plan, Chamonix Property Timber Ride It appears that the Timber Ridge financial situation is stable for the next couple of years (see attached), which allows at least 6-9 months to fully explore the best potential for this redevelopment opportunity. We suggest that the Town move forward to determine the highest and best carrying capacity, density, unit mix, and product type for this site. Due to its size and location, this is the one site in town that could hold a full range of housing options at a high enough density to actually make a meaningful impact on Vail's future housing needs. The Town recognized the value of this asset, from a community stand point, in the 1990s. After spending years to acquire it, now is the time to maximize its potential. We strongly believe the Timber Ridge site can produce more housing "bang for the buck" than any other opportunity in Vail. West Vail Master Plan The master planning for redevelopment of the West Vail commercial area presents an opportunity to include a mix of resident housing as a major component ofthis revitalized area. We support efforts to encourage property owners and developers to maximize local's housing through density and other incentives. Including housing in a commercial area is an effective land use strategy and can create a lively and vital community center, Chamonix Property We support development of the Town owned Chamonix Property with for sale housing. If another appropriate site can be acquired for a West Vail fire station, the Chamonix Property could be accommodate even more housing. Conclusion It is the Vail Local Housing Authority's recommendation that maximization of permanent local housing opportunities on Timber Ridge is the highest priority for the Town's housing strategy, followed by inclusion of both rental and for sale housing in the West Vail commercial area, and development of for sale housing on the Chamonix Property. The Housing Authority offers our services to further any and all of these projects. Timber Ridge Facts - The Town of Vail has leveraged $1,700,000 to control 10 acres of land. Of the Town's investment, $1,000,000 was given to the Town by the County in exchange for control of the Miller Ranch Deed Restriction. - There are financial issues to address, but the TRAHC Board just approved a 2006 operating budget that shows positive cash flow in 2006 and projected a small ($51,000) operating deficit in 2007. Without any changes the situation moves quickly into the red in 2008 as principal payments become due on the Series A Bonds. - This budget includes an annual $93,000 payment into the replacement reserves in case of major repairs or replacement. This fiord currently totals $184,112.13. - The budget also includes an annual escrow of $45,000 to purchase future interest rate caps. Based on current prices, the interest rate escrow fund will have sufficient fiends to purchase the next interest rate cap in August, 2006 when the current cap expires. - Timber Ridge is in compliance with its bond document requirements except in the debt service reserve fund for the A Bonds. US Bank released $300,000 of the original $317,000 funded and has, to date, not required reimbursement of the reserve fund or the final $317,000 payment to the reserve fund. - There are additional units that we could remediate and generate rents to off set anticipated operating shortfalls. Market demand is strong for rental units in Vail. w ~. Slide 1 Vail Police Department Organizational Chart Chief of Police :, Dwight Henninger i .......... .......... Special Events Planning Operations Administrative Acting Systems Communications Commander Volunteer Program Officer Administrative Vehicle Maintenance Engineer Center Manager Steve Wright Frozen Commander Steve Blair Paul Smith "' "~~~~"""'~'~~ Susan Douglas Da Shift Team Night Shift Team Da Shift Team Ni ht Shift Team Construction Detectives Su ervisors Sun, Mon, Tues (Sun, Mon, Tues) hurl, Fri, Sat hurs, Fri, Sat Team Millbern Records Manager p Kris Cureau Becky Comroe ( Sgt. Allen ) Acting Sgt Sgt. Mulson) ~ Sgt. Bettis ) Sgt. Etheridge Fetterolf Michele Grey Jacobs Stephanie Braga Eagle County Julie Anderson ' Task Force Officers/CEOs Officers Officers/CEOs Officers CEOs (grant funded) Executive Assistant ' Officer Baldwin Officer Casey Officer Demarest Officer Applegate Gonzales Torgerson Linda Wolz Officer Luse Officer Clausen Officer Mohr Officer Dill Gummere CEO Rosely Officer Zaloudek Officer Caballero Officer Botkins Rollins Records Techs CEO Huxford Officer Graves Officer Neihart Kathie Hughes Dispatchers CEO Ogden Caroline Puntenney Charlie Erickson CEO Weiskirch Citizens Police Beth Dobrans Academy Fran Micka kY Ashley Bell Audrey Gulick Maryanne Odell Chas Humphreys Trainees Part-Time Officers CERT Jennifer Kirkland Officer Dopplick Officer Bresnahan Citizens Corp Jenifer Mitchell Officer Guiterman Officer Erb Marc Wentworth Shannon Cordingly Amy Domke Joanna Kluender Shanlynn Prater Donyelle Dewey Micki Baumann Sherry Blanchard Karen Harmon (PT) Vail Police Department 09/26/05 yr v Slide 4 Police Department's Challenges for 2006 ^ Attrition .and quality of application pool . continue to be a top threat to success. ^ The department needs to place more emphasis on developing staff for leadership roles. ^ Institutional knowledge transfer and secession planning continue to be a risk. ^ Maintaining a strong working relationship with user agencies, Town departments, construction companies and stakeholders. r. Management Sraterr~ent The Vail Police Department is committed to its mission of providing a sense of safety and security through high quality police service. We believe our employees are the key to meeting our mission. Through our values of teamwork and ownership while holding ourselves and other accountable we will strive to meet and exceed our strategic goals. To position the Vail Police Department for continued success, the police department's management team, with input from employees and other town departments has developed this strategic plan which includes seven strategic imperatives for 2006. To summarize, the management team will direct their focus and vision in the establishment of processes that develop critical thinking, empowerment and ownership and accountability within the police department. Through these imperatives -productivity, efficiency and effectiveness will increase. This increase shall be congruent with the increase in morale and a decrease in the police department's attrition rate. Mission Statement: To provide a sense of safety and security through high quality police service. Vision Statement: The Vail Police Department will be the best resort police department in the country. Our Values: • Integrity - I will never betray my office, character or the public trust. • Teamwork - I will actively collaborate with others to accomplish the task. . • Ownership - I will take responsibility for what needs to be done and hold myself and others accountable. . • Excellence- I will strive to do the best job possible. Vail Police Department Goals for 2006 - 2010 Goal #1 -Focus on improving prevention activities and customer service focus which includes construction management. Goal #2 - Build: on the Department's level of public trust with the community. Goal #3 -Continue to encourage retention of good employees. Goal #4 -Lead the TOV in emergency preparedness activities. Strategic Imperatives 2006: The seven strategic imperatives for 2006 provide the power and discipline we need to transform VPD into a leader of resort police departments. The imperatives are as follows: 1. Accountability 2. Empowerment . 3. Strengthen the quality of data input into the county wide crime records management system 4. Support the county's agencies in emergency preparedness and large scale incident management. 2 Imperative and Champion(s) Management Objective Ultimate Goal 1.1 Ensure timely response to issues To improve teamwork 1. Accountability and matters through designated and police department Establish a tradition of deadlines. performance through personal and organization accountability within the 1.2 Reward employees for taking personal accountability. . police department. ownership of a challenge or issue facing the police department or the community. Champion: Steve Wright 1.3 Hold All employees accountable to the values of the Vail Police Department. Irnperat'ue and Champion(s) Management ®bjective lJltima a Goal • 2.1 Develop cross departmental teams To improve police 2. Empowerment to address challenges and issues department performance Establish adepartment- within the department and the and customer service wide sense. of ownership community. through a sense of pride and empowerment at all levels:.`'.t,.; ~ ~ 2.2 Establish training and career paths and ownership. that empower employees through education. Champion: Dwight Henninger , 2.3 Encourage empowerment through .ownership and personally meaningful projects. 2.4 Establish a mechanism to reward job performance and encouragement for all team member employees. perati e a C ampro , s Manage enf:0 jective FUltima a Goa 3.1 Identify and implement To select and retain 3. Employee Retention recognized best practices in highly trained Develop and implement an employee retention. employees em lo ee retention lan . p y p that will reduce turnover by 3.2 Develop existing employees and 25% enhance their sense of Department ownership. Champion: 3.3 Establish a network of highly Susan Douglas qualified applicants. 3.4 Review and streamline selection process to ensure effectiveness. Improve background verification process and documentation. 3.5 Develop employees for future leadership positions. 4 . Imperative an < Champion(s) Mana ement Ob ective g ~ Ultimate Goal 5.1 Develop team members To improve all agencies 5. Data Integrity understanding concerning the trust in RMS data Through personal importance and need of data reporting and especially accountability and continual integrity. the community's trust or training to ensure the 5.2 Provide staff with timely the data. quality and integrity of the statistical reports. data and reporting from records management 5.3 Develop enhanced training for system. data input by the employees. 5.4 Develop accurate, timely Champion: informational sheets to ensure . Kris Cureau correct data input. Imperatiue and Champion(s) Management ®b~ective Ultimate Goal 6.1 Implement Operation Enhance the police 6. Public Trust Partnership, a program focusing a , department s level of Define current level of police department volunteers. customer and public public trust and development benchmarks 6.2 Research and develop trust. for the department to meet benchmarks against other similar and/or. exceed. resort police departments 6.3 Develop goals and objectives for Champion: the employee exchange program. Dwight Henninger 6.4 Continue offering the Citizen's Police Academy. Im eat' a an ~ ~ ~ ~;~ ) Management Objective~~~ i, ~tJlmate 7.1 Continue the development of all To provide a highly 7. Emergency Preparedness department employees in the effective response Develop an organized response Incident Command System. to a disaster or plan to emergencies within the 7 2 Continue to develop internal special operational Town of Vail and Eagle County. disaster plans and ICS roles. need. 7.3 Develop an emergency Champion: evacuation plan for the Town of Vail. Dwight Henninger 6.4 Train and test all employees • through exercises to ensure knowledge of incident command system. Actions: (Completed by April 30, 2006) • Design and develop responses to substance abuse to include but not limited to: ^ Developing a partnership with the Town of Vail Liquor-Board and participate in annual meetings with town liquor license holders. ^ Continue TIPS education classes. ^ Pursue DUI reduction through education and enforcement. ^ Provide treatment alternatives and literature to individuals in protective custody. .Actively participate in the Eagle County Drug Task Force to reduce illegal drug sales and possession. • Design and implement a system of reporting crime trends to the employees and the community. ~ ; , • Develop geographical policing strategies. • ' Be ever mindful of the construction impacts on the Town during Vail's New Dawn and develop responses to those impacts. • Create a sergeants development program which encompasses the spirit of the police department's mission, vision and values and is open to all qualified sworn officers. • Instill a strong sense of pride within the department that is based on shared values, mission, and vision. Employee involvement should be team based to improve team synergy and interpersonal excellence. Actions: (Completed by December 2006) • Develop marketing programs and responses to increase the police department's positive image. • Develop benchmarking to support the police department's vision statement. 6 Long Term Actions (2006 - 2010) Goal #1 -Focus on improving prevention activities and customer service focus • Continue active participation in Vail's redevelopment through VPD's constructions team program. • Continue to work with other departments in the development of parking strategies. • Develop methods of dealing with alcohol abuse issues. • Employee's ownership for proactively identifying and resolving issues of crime and quality of life. • Continue to strengthen computer (ILEADS) user skills in order to ultimately identify suspects and bring about more convictions. • Geo policing strategy for employee ownership,of areas-and personal relationships with residents and business owners. • Reduce crime and create a sense of safety and security. ' • o Actions -implement data driven crime reduction program o Publicize monthly crime prevention messages and tips.: o Continue I-70 65 Max safetyand speed reduction program • Develop benchmarking with other resort and non-resort police departments and communities. • Develop acounty-wide crime analysis team. • Develop an accessible Sexual Assault Nurse Examiner (SANE) and Child Advocacy program. • Increase closed circuit TV coverage of ;vNage areas and parking structures. Goal #2 -Build on our level'of public trust • Develop system to track follow through. • Continue to host citizen's academy.'.. • Host:Town Hall meeting to develop support for these goals. Continue to distribute Police Department Annual Report. • Geo policing strategy for employee ownership. • Continued ethics and integrity training and discussions. •' :'Develop active crime prevention program, so citizens can protect themselves. • K-9 program (search capability) with community outreach • Continue to be fiscally responsible with tax payer dollars. • .Participate in developing strategies to reduce traffic and parking problems, increase or "maintain ski drop-off zones. • Long-term relationship building with the youth. Goal #3 -Continue to encourage retention of good employees • Create awareness of housing opportunities. • Improved organizational fitness program. • Continued outreach programs to hire diverse employees with sound communications and customer service skills. • Awards program for employees. • Develop skills based progression for other job classifications. 7 • Develop leaders at all levels of the organization and prepare for vacancies. • Continue competitive salary and benefits, comparison with Front Range agencies where appropriate. • Encourage employee home ownership. • Increased personnel growth and participation in organization. • Ensure quality equipment and tools for employees to do their jobs. Goal #4 -Lead the Town of Vail in emergency preparedness activities • Be a leader in training all employees in their role during emergencies. • Participate in regional and state planning and exercises to develop experience. • Train residents and business personnel in emergency response preparation and disaster awareness. • Be ready to execute in any emergency 8 911 ~' ~ f vAIL ~ PUBLIC __ ~, ~~~ c--~ ~S AFE'I'Y--~ ~--~~~~C OMMUNICATIONS ~',~ ~~ S ~~~ noLlcE ent Statement Over the past year the Vail Public Safety Communications Center (VPSCC), has taken its mission seriously and has been working cooperatively with the public safety agencies in Eagle County to develop and improve the county-wide public safety communications system. These improvements are demonstrated by improved communications with the local agencies, changes in operational policy, technological improvements in 911equipment and the build out of a county-wide CAD and RMS system. To position the Vail Public Safety Communications Center for continued success, the Center's management team has developed this strategic plan which includes six strategic imperatives for 2006. To summarize, the management team will direct their focus and vision in the establishment of processes that develop critical thinking, empowerment and ownership and accountability within the Communications Center. Through these imperatives -productivity, efficiency and effectiveness will increase. This increase shall be congruent with the increase in morale and a decrease in the Centers attrition rate. Mission Statement: The Vail Public Safety Communications .Center is a specialized multidiscipline organization dedicated to seeking professional excellence in agency support and customer service from each employee through education, creativity, community service, and continuous quality improvement. Vision Statement: The Vail Public Safety Communications Center will be a nationally recognized leader in resort public safety communications. Our Values: • Integrity -Treatment of all individuals with respect and integrity, recognizing their individual needs. • Teamwork.- The recognition of our co-workers as our greatest and most valuable asset.. • Ownership -Taking ownership within the Center to promote teamwork, effective communications and professional growth. • Excellence -Becoming leaders in promoting service excellence through agency support and superior customer service. Communications, Center's Goals for 2006 - 2010 Goal #1 -Focus on improving customer service through employee accountability and empowerment. Goal #2 -Double efforts to provide community education and build public awareness of 911 system. Goal #3 -Reduce employee attrition rate by 50%. Goal #4 -Lead region's communication Centers in emergency preparedness activities. 2 Strategic Imperatives: The six strategic imperatives for 2006 provide the power and discipline we need to transform VPSCC into a recognized national leader in resort public safety communications. The imperatives are as follows: 1. Accountability 2. Empowerment 3. Improve employee retention 4. Support agencies with accurate and reliable CAD information 5. Enhance the Center's level of public trust 6. Support the county's agencies in emergency preparedness and large scale incident management. 1. Accountability Establish a tradition of personal and organization accountability within the Communications Center. 1.1 Modify existing yearly evaluation to include team based feedback and quarterly progress. reports. 1.2 Provide staff with monthly coaching forms. To improve teamwork and Center performance through personal accountability. Champion: Becky, Julie, Stephanie, Michele and Paul 1.3 Modify current schedule to place supervisors and team members in "teams" to ensure effective communications & organizational accountability. 1.4 Hold All team members accountable to the values of this Center acid the Vail Police Department. 3 2.1 Streamline and improve 2. Empowerment communications though the adoption Establish adepartment- of a team based work force. wide sense of ownership 2 2 Establish training and career paths and empowerment at all that empower team members through levels. education. Champion: Becky, 2 3 Encourage empowerment through Julie, Stephanie, ownership and personally meaningful Michele and Paul projects. 2.4 Establish a mechanism to reward job performance and encouragement for all team members. 3.1 Identify and implement 3. Employee Retention recognized best practices in Develop and implement an employee retention. emplo ee retention lan y p that will reduce turnover by 3.2 Develop existing team members 50%. and enhance their sense of Center ownership. Champion: Michele, 3.3 Establish a network of highly Stephanie qualified applicants and over-hire training academies. 3.4 Review and streamline selection process to ensure effectiveness. Improve background verification process and documentation. To improve Center performance and customer service through a sense of pride and ownership. To select and retain highly trained team members. 4 4. Data Integrity Through personal accountability and GIS information upgrades work to ensure the quality and integrity of the data and reporting from CAD: 4.1 Develop team members understanding concerning the importance and need of data integrity. 4.2 Provide staff with timely data exception reports concerning individual CAD data entry. 4.3 Work with GIS resources and Champion: team members to ensure the Becky highest quality GIS data. 4.4 Develop a plan for streamlining of data collection through modification of the call taking process. 5.1 Distribute information on how the 5. Public Trust 911 system functions and how it is Establish a community funded to the community. education program that ; 5.2 Expand current child education builds on the tradition of 911 education and programs. incorporates the philosophy ~5.3 Establish a countywide 911 of Community Oriented :~ Heroes program. Dispatching. 5.4 Develop a customer service Champion: Becky, benchmark for the Center's user Julie, Stephanie, agency customers through the Michele and Paul distribution of a customer service surve . 5.5 Actively work with area law enforcement agencies to develop and implement Geographic Policing, and Community Orientated Dispatching. To improve user agen trust in CAD data reporting. Enhance the Center's level of customer and public trust. 5 6. Emergency Preparedness Provide the County and its first responders with an advanced level of communications support and interoperability. 6.1 Develop and deploy an Incident Dispatch Team for support of field based communications. 6.2 Continue to develop internal disaster plans and communications based ICS roles. 6.3 Finalize mobile communications Champion: Paul, unit and other interoperable Michele communications solutions for use within the County and region. 6.4 Train and test all team members through exercises to ensure , knowledge of incident based communications and use of applied technologies. Actions: (Completed by April 30, 2006) To be highly effective at communications during acounty- based disaster or special operational need. • Develop understanding of Community Oriented Policing and the Center's role with all team members.. • Re-focus the current schedule, to include a team based philosophy. • Design and implement a new performance evaluation methodology that includes incentive pay for continuing education based on established career paths. • Distribute customer service surveys to identify departmenf strengths and .weaknesses. '' Institute employee-driven process improvement teams. (Law, Fire,. EMS, and EMD review committees) • Develop.. a Communication's Supervisor development program which encompasses the spirit of the Center's mission, vision and values and is open to all team members. • Instill a strong sense of pride within the Center that is based on shared values, mission, and vision. Employee involvement should be team based to improve team synergy and interpersonal excellence. Actions: (Completed by December 2006) Work with fire agencies to develop station and apparatus-based call assignments. Develop and construct acounty-based mobile communications vehicle. 6 • Expand the Communications Center's role in community education. • Develop a "Community Oriented Dispatch" program with the county's law enforcement agencies. • Work with. other PSAPs to develop regional communications response teams. • Develop benchmarking to support the communication Center's vision statement. Long Term Actions (2006 - 2010) • Work with local Fire and EMS agencies to adopt the EMD protocols of the National Academy of EMD and develop a system of call prioritization. • Develop a radio communications backbone for expanded coverage and DTRS interoperability. • Develop acounty-wide "Incident Dispatch Team". • Develop a "Community Oriented Dispatch" program with the county's law enforcement agencies. • Work toward accreditation with both-the National Academy of EMD and The Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) • Work with other PSAPs to develop radio communications and data sharing capabilities. • Establish a finked communications network with the ten county regional homeland security group. • Create awareness of housing3opportunities" " • Improved organizational .fitnessprogram. • Develop skills based progression for other job classifications. • Developleaders at all levels of the~organization and prepare for vacancies. • Continue competitive salary, and benefits. • Encourage employee home ownership. • -~ Increased personnel growth and participation in organization. • ' "'`Ensure quality equipment and tools for employees to do their jobs. • Be a leader in training all employees in their role during emergencies. • ,. Participate in regional and state planning and exercises" to develop ".experience. • Be'ready to execute in any emergency 7 ' ~~ TOWN OF VAIL COUNCIL RETREAT DECEMBER 16, 2005 FINANCIAL OVERVIEW Property Tax on Base per $1,000 Assessed Value School District $21.08 Eagle County 8,50 Town of Vail 4.71 Colorado Mountain College q.Op Vail Parks and Recreation 2,7g Eagle County Heallh Services 2.01 Eagle River'+Vater and Sanitation 1.33 Mintum Cemetery 0.45 Colo. River Water wnservation 0.25 Vail Reinvestment Authority - Total $45.09 Tax Increment Financing. • Revenue will not be significant until year following completion of Arrabelle • Bonds supported by TIF revenue could be issued in 2009 • Potential bonding capacity estimated at $9 to $10 million Tax Increment Financing (T!F) • Vail Reinvestment Authority (VRA) established to facilitate urban renewal in LionsHead • TIF district established to finance public infrastructure through tax exempt bonds • TIF revenue based on assessed values of new construction • Mil levies from all taxing authorities benefit VRA Property Tax on New Construction per $1,000 Assessed Value School DisVict Eagle County Town of Vail Colorado Mountain College Vail Parks and Recreation Eagle County Health Services Eagle River Water and Sanitation Mintum Cemetery Colo. River Water conservation Vail Reinvestment Authority $45.09 Total $45.09 TIMBER RIDGE (Thousands) • Original Financing -Adjustable Rate Revenue Sonds $19,025 -Subordinate Revenue Bonds 1,570 - TOV Promissory Note 1 0__00 $21,595 • Additional TOV Note 700 $22,295 1 Timber Ridge • $625,125 was spent in 2003 and 2004 to remediate mold • Adjustable rate on $19,025,000 bonds: - 1.2 % when issued - 2.54 % end of 2004 - 4.44% currently -protected by 4.0 % rate cap • As of 12/31/04, TRAHC was not in compliance with certain provisions of its loan documents - Bond Reserve Requirement $595,157 - Replacement Reserve $ 91,888 - Rate Cap Escrow $45,000 Major Fund Balances AS Of 12/31 /05 • RETT Fund $ 4.7 Million • General Fund $11.5 Million • Capital Projects Fund $ 4.9 Million • Conference Center Fund $ 7.7 Million • Major Funds Total $28.8 Million Real Estate Transfer Tax Revenue - - - - _ ~, - - ,: Timber Ridge • $700,000 TOV loan in 2005 - 44 more units remediated - replacement reserve requirements fulfrlled -rate cap escrow requirement fulfilled - positive cash flow through April 2008 • The trustee (US Bank) has not called for reinstatement of the bond reserve fund • Proposals are currently under consideration for sale and/or redevelopment of the property Real Estate Transfer Tax Fund • 1 % Tax on Transfers of Real Estate • Recreational Amenities Fee Included in Fund • For Open Space, Parks, and Recreation • Revenue and Fund Balance Increasing Due to. Redevelopment and General Market Conditions RETT Fund Balance ~a~_ ~ooo Ii __ _- _ - - - 2 ~' Real Estate Transfer Tax • Fund balance projected to be $11.8 million in 2010 • Consider highest and best use of RETT funds in 2007 budget process General Fund Revenue Sources of Total Sales Tax 36.1 Transportation Center 12.4 Property Tax 11.6 Construction & Permit Fees 10.9 Ski Area Lift Ticket Admissions Tax 10.6 Intergovernmental Revenue 5.5 All Other 12.9 Total 100.0 Sales Tax Seasonality (70% Winter/30% Summer) eo _.- _ _. -- _-_~ 4` ~ _ ___- ___ ~ _ __ __ _ t } Major Fund Balances AS Of 12/31 /05 • RETT Fund $ 4.7 Million • General Fund $11.5 Million • Capital Projects Fund $ 4.9 Million • Conference Center Fund $ 7.7 Million • Major Funds Total $28.8 Million 4% General Sales Tax • 50% Earmarked for Capital Projects • Town Council May Override by Super Majority Vote (Five Members Voting For) • 60% General Fund/40% Capital Projects Fund for 2006 Budget Sales Tax Compared with Inflation ie.ar ---.._. _- _.. _.- ms _~' wnL - _ __ ma u ¢ e pp I m 8 eat ~~ ~ ~~~~~.~~~~m ~ ~' 3 `~ Property Tax • Provides $2.8 million for General Fund • 11.6 % of General Fund total revenue • 2006 will benefit from reassessments Mil Levy Comparisons ( 58.907 to 81.612 ) a~~ - -- - ---~ '" ~ 'T i •„ - ~ ~ 1 ~ ,w ~ ~~ f ~ I -- --------~ i ~ I -- -,--- r ~~ Ems. i , Staffing Costs of Redevelopment • Salaries and benefits budgeted for 2006 total $745,661 • Vail Resorts contributes $219,000 for redevelopment staffing Vail Property Mil Levies 40.999 to 60.569 ,~„~~~ I ~..,•~ .~ Eit nrwm.9 wen I ~ ~~. Eq. ~II•YI~lMka ~ 1 ' ' I I E+O. mnwvWSHOmn Mrow Gn.vy~~~ ~ ~ l Cm Nr wv.r[w.rm` i I I l Staffing for Redevelopment Plans Examiner 1.00 Planning Tech 1.00 Building Inspector 1.00 Com Dev Admin Support 1.00 Fire Inspector 2.00 Code Enforcement Officers 3.48 Engineer (Capital Projects) 1.00 Construction Inspector 1.50 Summer Office Help 0.125 Total FTEs 12.105 General Fund Revenue and Expenditures DRAFT -Includes redevelopment staffing, W. Vail fire staffing, heat for streetscape ~~ ~- - - --- ---- f - --- -- -/ F ~ _ _. ~_..__ ~_ __..-~_ _. - ___.. _. _I n.mo ~._---- - __._.._. -----~___.. _._--~ - -- - ---~ a ooo .. __.. ____,-_____.._.._---___.. r.mo ~T ___~..-. _. __ _____ ~ an _ m.o 4 r Capital Projects Fund Five-Year Projection (Thousands) Debt Service $ 12,405 Replace Buses 6,197 Capital Street Maintenance 4,993 Parking Structure Improvements 2,837 General Facility Improvements 2,440 Timber Ridge Debt Service Guarantee 925 Other equipment, hardware 8 software 2.685 Total $32,482 Capital Projects Fund Balance Major Fund Balances AS Of 12/31/05 • RETT Fund $ 4.7 Million • General Fund $11.5 Million • Capital Projects Fund $ 4.9 Million • Conference Center Fund $ 7.7 Million • Major Funds Total $28.8 Million Capital Projects Fund Five-Year Projection (Thousands) Village Streetscape $ 7,995 Residential Reconstruction/Bridges 7,770 Intemtodal Site 3,750 West Vall Fire Station 3,475 I-70 Noise 1,250 Fire Truck 1,255 Buy-Down Program 500 LionsHead Master Plan 350 Other Projects Less Than $350K each 435 Total $ 26,780 Capital Projects Not Included Library Remodel - $5.8 million Municipal Building Renovation - $2.4 million Information Centers Renovations - $550,000 LH Auxiliary Building Renovation - $875,000 Master Plan Updates - $248,000 Simba Run Underpass - $12 Million North & South Frontage Roads - $14 million 5 ;~ ,~ Capital Projects Not Included Town Wide Video Security - $1.2 million Vail Valley DriveNail Road - $2 million. Debt Summary • $13.8 million principal currently outstanding • $2.5 million average annual debt service • Current debt will be paid off in 2012 • Strong credit rating (A1 -upper medium) • Plan to fund. $9 to $10 million for LionsHead redevelopment through TIF Capital Projects Not Included VRD Managed TOV Assets: Dobson Arena Vail Gymnastics Center Golf Course Nature Center Ford Park Athletic Field Tennis Center Youth Services Operating Budget • Capital projects impact future operating budget • For example, West Vail Fire Station will require staffing, utilities, maintenance, capital replacement, etc. • Planning for capital projects must consider ongoing costs in the General Fund , 6 -Vail- . The State of the Town December 2005 Prepared for: i Town of Vail Pre ared b~: P Y RRC Associates, Inc. quo 1 ;_ Vr~IIL -THE 5~'ATE OF Tt~E TOWN ~, . 'fUWN~f~ VAd/ RRC Associates, Inc. -~ - _ ,' VAIL -THE STATE-.OF iHE~T0INN . ' !:: ~: ~r~.,,~ 1~;~~y~~'~':~Introduction ~~ ~~k~ `°,~.~~ `''t ~~° it ~?~~~~?r'~5~'.~ `~'~ ref ~a+l t~L ~~'~^~ .-.,ia i%~~.'~~, i.S;. ~"".l"•~ X'~ .~*'~''~~~)~^ ~~, , '~F ~:~ . ~~T~h`e 'Vail- State of the Town~'Vpresehtatiori`.was developed as a means of measuring and benchmarkilig'the Town at a particular poinf in time - . "October; 2005. • -The.idea was to utilize a variety of measurements to document current conditions ahd.to °anticipate, trends and outside influences that are likely to impact the Town in the future. • While.the infolmation,is grounded.in conditions.as of 2005, the real purpose.of the ;;exercise.was to look. forvvard to opportunities, challenges,-.new ideas,. and broad new "'~ ,visions that might help the community to better prepare for and fully embrace the future -. 'I The planning horizon for some of the Vail discussions has been defined as extending .from the present to a point in time 15 years in the future, 2020. In addition, many of the planning issues are more short term and "strategic" in nature. We typically think of these topics in a one to three year time horizon. RRC Associates, Inc. .. 1 S - ~ VIGIL-THE STATE Of THE'TON/N - ~_~. r'` Focus Groups :~ y -3 Objective To gather insights on current issues the community is facing and major`opportunities and challenges going forward.: - .. A combination.of focus groups and stakeholder interviews-were .conducted . Focus Groups -. - Employees working in,the community - Permanent residents ` . ., - Second homeowners - Retail businesses and restaurant owners - 'Town staff Highlights and key themes emerging from those sessions are woven throughout the following sections. 'ITIWNOFy~ NLV RRCAssociates,Inc. a 2 u, ~ `*,M:'~ " r ~,Yt?~ ~~~Y.F ST i T ~y'O.W ~ ::~t ws ~ ar~h~ l~~c MI < ~of~yy~a~ rc, un easonaflresicen~~~~e~*ot~~ W,.- Z,a ~ En~~ , ~i4t~' "c'+i ~ ,f, x°i•~y, ,Iri,~.,„~ T~" '.L+ 'r`-~ ~T'~'+¢'°~ _ Y k . 0 is s1 ~o- a. ~ 't e ~ t ,~F j " ~ rPurpose E s ~ f ` ~ 3 ~ ~ F ~ r, +c e~ ~ ~ A ~t`i° f? ~~~.M t ..Ss~` ~ f ~ •To measure:community- perceptions_~ and attitudes y regarding unmet needs and priorities; for action -To.measure,_relative satisfaction wifh the variety of services . and programs administered by.the fown " Results provide additional quantified insights, and iri many ` respects reinforced conclusions gained from the focus group process. TM p~ RRC Associates, Inc. 5 Y ~ ~ : Afl~ ~IE'~TATE'CfF THE TC?VI~N ` a ~ •a, ~~~c~,, ' ~ , u"~ Y m t at~`a~e~sorYielofi~~the acro ~'recls~~{ ~ ~~...N,r•~ k ' iZ1,r5 f m "~.,E~ ~-k • ¦ " 's,~ ` ce the ~}~Y that~w~lf; ~nfluen y munity ,and .Resort ' , . , . _ in the next 10 15 years? ~pN p~~~ RRC Associates, Inc. 6 . , 3 4 ;~- VAIL-THE $7gTE OF THE TOWN ' Agi1ng~Baby"•Boome~r Snow Sports P,articipants`. r -k~ ~x 4~,,~,~:~Gender'by single year of age of skiers and=snow6oarders ~» ~, ~ w, ~ ~~ - + _ ( ~~ ~ ~ F - fit. / 90°ro~ ,..r -~-Mals tii 80°~, ~ - - ~ ~~' . . Fem31~ _ ~ ~~~ ~ II . _ I ~ ~~ 4 v. - I I ~ . ~ `y. a X10 ~ ~ - - ~~' + i ~ MALE ~~ f ~- c 60 % - - v c i d ~ ~~ FEMALE ~~ I _ ~ -~ 30% .. - y .i - „~ y o_ }; ~,~ 20% kt ; ~ ' - .. Ss: - 1~% ~% 7 17 27 37 47. 57 ~ '67 77 Single Year of Age Source: NSAA Report 7p1YNOF RRC Associates, Inc. 9 ~~. - VAIL =TNE 57ATE OF THE TOWN -_ ~ ~, ~ `$TSMacro ~Trends~that~will influence the ~ F ,~~ Yq~ ~ mss. V ~ r..-.-r~. ~r -^Al ~ ~ -~ ~=.". y,: ~ ~ # "~~54. ~:. ~ ` ~ . ,.: ~~~kCommunity'and.Resorta~nahe-next 1"0 1.5'~years ',.~''~~^r.. • Learning/cultural/artstic'opportunities -and _ demands -:for a populaton,that no longer ," ... . , `skis and recreates differently year-round..: :. .7CIWNOFY~ AIL'/ ~ RRC Associates, Inc. ro . ~ 5 .. 6 i ,~ ~ ~` -. Vt(1L - 71iE 5'fAif"OF 7HE 7OttiiN ~, ~.. ~~.~ Y "~ Town of Vail-~Prop~erty Own'ersfiip .~~ .: ~ ~ yy , r~ : `Profile ~. a .t 4 _~~'~~..::~ 4 `~~ y``*' *.~;~ _ ,'.~ ` zi * ~ ~.~t.~;.~_.~ ~~~ Tfie Top States`N."'~.~~ .. - _ _r RRC Associates, Inc. FlorAa-~.-~ il~~~~ ~ 'l1Jg;=. 1ua.o _ Illinois ~~ ~ ` New Yoik v. ,9.2°k Texas ` , 8.6% Minnesota ~ -4.2% Michigan . 3.3 % New Jersey. 3.2°! Maryland 2.9%~ Missouri 2.9% Pennsylvania.. '2.8% Ohio' 2.7% Georgia 2.6% Arizona 2.1% Connecticut Z.0% Kansas 2.0% Other 20.6% Source: ? to .. 7 V '~- -V}IIL-THESTATE OF THE TOWN - - .~~How~often rs your second home In~Vall o;ccupred?~~ aP';~~1Y~'! ~~~~`kw.~ ,~;~3F~4`.~h'~u ~- nr~,-~,"` ~.w~rtJ~~ta "'~y r' r~~y -~L'~`sa~~ As a~second`home by owner 10.9 weeks ~~ (50°~ieporl less than 8 weeks), Vacation Rental 5.7 . (about 25% rent) Long term rental to local resident 2 Business/corporate function 0 , . ,, Vacant -not used _ : 33 TOTAL' S2 weeks Source: RRC Associates Z"' Homeowners Survey 2(100 Tn}VNOF RRC Associates. Inc. 1 T VAIL - THETST4TPdF THE~`TOWN ~ .. n. Y r Nasei :Macro Trends that will influence the ,~ `s -~~ ~Communify arid;Resol~t in~the~`next'10-15,yea`rs~~~,'_~~ ,~ _. ,.. • Increasing fuel costs -.home heating and gas prices Climate Change •.Fighting the Pine Bark Beetle - •Time poverty/Overweight- population/Increased alternative activities °" ;~;'„~ 'NWNOFV~ A0,/ RRC Associates, Inc. Is 9 '~ - ,VAIL-fMiE STATE OF THE TOWN - "'~ "`! .Macro Trendsthat will influence: he ~,-- C_ommunity~and,Resort in,the•,next 10-:15 years., ; Who is the competition? • In Colorado, it Is Denver, Colorado Springs. Boulder, Fort Collins, and Rocky Mountain National Park. • Nationally, it is 'summer and warm weather resorts''(the beach] Among resorts there is much competition,"but the following are most dominant: •Whistler •The Tahoe Reglon •Park City/Deer Valley •Mammoth •8reckenrilige •Aspen`/Snowmass , •Steamboat ~}pxp RRC Associates, fnc. 20 10 e ""~ At4 ~ E 1' TEO T ET ~N ~. y 4 ~ ~~ ~ x j -~ ~ f x.^4 . s _ ~~ iji._ ~ '~` 'S r 1,'r ,r' l . 7 u,o 2'.., t w Y ~.,, v =~s i •- I, a . '' r~ „ T• ~ is . ,:.r _ fr ; r ~ ~."~- ~)2` ~ r ; ., ~~ Mfr ~~ ~ ul". d ~ Sa `3"~~-'7 Z.'.1'~~ `~. "1,A. -,'. ~ _'~' r~~4 ~1~'' .r~E_ !'S ~.x ~-~`f~.._, Are there~additional macro-;.trends ~j~ ~4 ~ _a x.E- that should be;called out. 1OR'NOF RRC Associates. Inc. z i '" ~~' PAIL ~ THH+ TAT~,E:CF THE TDWN - ~- t ° R ,~>k~~~_Organiza art e s t~h~e.~Remaindery ` _ ~~*of~t~ha.!i~s res~en ~a~t~iron p F ~~ ' u!. to : ^+~`~..>~ha '- 1. i J 7 fP-T - `' '. • :: , I ~ i The State of the Town discussion is.organized into three',:` -~ ma~or`sections ~ - - :=The Community of Vail:. ~ .. - =Quality of Life and Infrastructure' -The Economy Each section outlines relevant national grid regional trends that will impact the future of Vail and major themes that were revealed in the focus groups and surveys. ]t)IINOF~ RRC Associates, Inc. zz !'A;~• _ ~,~R,t;~!AI,~,~,-, TI"IE•STATE OF,T~~HE TOyII%N ~„t, . ~ .; '~~~' \~~~'~ Y`„.}may ,~w.~~t,~~~ ;~`~` ~' ~ '~ k ~ ~'~w' ~ ~ , •~ f ' - e i ry Y / ~ F "4 r !S. ~i"1 {7v J 7~ R. '~ "c f 1 .J~ . _ y . , a s t~ ~ L '' : i r ~ y-i 1 {r ~~ ~ ~~ ~ ~ ~ • The `Co~mmunit s v of Vail = W ~ ~ z3 1C1WNOfy RRC Associates, Inc. 12 a 5', ~~~, -' 1 C J 1 ~ d ' y _ ,~ F r -_ i i:T t ? ~~ a' '!? ~, LEI ~~~ ~ '~ x7 - ~ ~, , ~ ~~a~s~°i~.re~s,~~of~~e •,2 ~~rmmu , it~y ' ~•~ h •ug o- s ~ . , . e~haar e• e s a r~e>ti ~ ha • ~~ , n'ty' ' _ s` ~-.~~•. f a~l"~Carn~-_„~i. s fn rfe a e f~erit nd S cotld; b o o ne s vvith presehc.e~o aril s a a dl er f o tnc~mes ~~ tto' sehold~ypes fr quently;~ienti"oned as-fnipo~ant Aisc~ room urnty fs'~identffied <wfth elvic instftutlorts andolganizations such a~~{he G~apel the Libiary;ttfie'Rotary •.:" ~., art - ~ ~:;_ J`Ciu~ Towri_Govemi»e,iit, etc,~lt_is;also as"sociated v~ifh civic.spaces and events -'.` such as`places"vvFiei~ethe Tovlin g~ther~ {Elridge~Street) oithe Chnstrnas`,TrPP lighting events. -~; ~, Chan e in Sense o(Community' 'Sense of community' ~ " tago. +.2oos ~= =has been measured- ~ . ~mp.oved "' ,en%~~' '. '~ 19%" i ^ 2003 ~throughithe Towns :` ~ I:. , ~ ~ ' ~ ®2ooz - .Survey program at": - 2,a :;: '' Gotten worse~~ ~ ~ 37%~ _ various points in time 3,% The evaluation shows ~ ' ' ' 53 over the past two years stayed the same 4~% the extent to which the ~ ~ 41% sense of communit has ~% ' y Don't know lno s k i , ~ i , improved, gotten worse, opinf°n 'to% ' ' ' ' or stayed the same. 0% ,0%. 20% 30% 40% 50% 60% Percentage of Respondents 1f1&TIOF~ VAg.i% RRC Associates, Inc. zs ~ '~" " ~~` - `t VAII. ~'TfiE STAT~OF THE TOWN '~`~'~ ; ~ `~ ~~ ~ ~~ {r , *~~~,fi -~ ~ ~,~#~ r~, ++, Q~ ~ i~ n ~ ,~, "'fi'r S .` / 1~' 4 ~ '4 M..- t ~i. ~ ~~A ~yty ~. •t. ~Change~3in"~P~~pu afion byAge~Group :, ;} .: ;, 4. ~ ~ 1.9 0-20' ~ _~, ^ Vau - 1 _. ^ Eag~e Canty ~~~ ` Avon is consistently the fastest growing community thru the decade. i~,~ \ ~ '~ I nAwn ' ,, The Town of Vail is the slowest rowin losin ulation below a e 'I ° Eay'° ~:;:, ~^ ~?~~ 9 9: 9 PoP 9 ~9x° ,: 45, and growing in age groups over age 45. ,;;-; -- -- i ;I i . ~ 400% - - ~ _ _ ~ - `-•I . I -:,:.. r - .~I '~'. ~~ ~ ~~. ~ . ,fix ~. : ~~- -' - .. ~ I 2oox , I loox - -- - - _ - - -i uMer 5 SB 10~f4 1519 20.24 2576 35J4 d55/ 5559 60-84 6576 7580 85 aM up i -100x ... .... ._.- ................._.. .. .. .. ...,...... .. ..... .. . ......... . .......... . Saece uS Calais Bunu1930 ad X100 70WNOFV~ AQ,/ RRC Associates. Inc. z5 13 14 r1, According to State?of Colorado forecasts s •t x ,~"a ,~ y+~'i-sti'' ~` ~. ~, Eagle County pspulaton Is antiupntPd t~`gro ~-from aGout 50 000 in 200 to ~,Inio t -+0 000 in 2030 `; ~ ~' ~~ ti '~,Eagl~ Pytk(n and Gafield Coimtirs are articipated to growJrom 115000 t~ ~~ 2,000 r~' ''~ s _. - v'f t~J 4"4 .. •: Gro-:.4h in the TownbfVailisnbtFioiECtcd by'the'State ~~~ r~ ~~ ,In Vall tfle'rdte Of growth is expected Io be significantly less than in Eagle County and the Region, because ofiirrtited land availability. Nevertneiess, nearby ano'Down Vauey growth wiil have matdr ~~ :'• impactson Vall - ' ~ - 7 The Town wlll be impacted in terms'of: . • 1J0 t~a~c : • ,The Town of Vail's role in a larger county likely. decreases • Demand for skiing and recreation facilities ' . • Parking demands created by destination visitors as well as regioral residents (the "powder day phenomenon") ' • Economic competition for retail seivices that have, in recent years located closer to the resident population centers - • Attracting service workers when other regional opportunities are offering competitive jobs closes to place of work 1UWNOF~ VA~,J RRC Associates, Inc. z9 .. 15 s'~~'~._` '~.i38,w,~~~~YR1L ~TF~E57A~~OF~TNE70~WW~,~~ ~~.`s'-~: .~'~ :, Eagle County and,Regio,nal, Population Forecast .', .. --~-~t .,_`=/Rnninn~_~Fanl~"e(:~{-fiolrl~~a'Rri`Pitk`in~('.niinfiacl ~.i-~'~-_•~.:~'~ swQ sar~*ovwer.a 'N{YNIIF~ VAd/ RRC Associates, Ina st ~Y4IL -.THE STAGE OF~,THE TO,yyyi/N ~" ~' r - ~~ ~~Demographic-P~rofile~~~~~~ ~,r~-~~x -~ While dated the 2000 U S. Census"provides a_useful toohfor'cornpanng _ communities-in Eagle County.;"It also"allows Vail to be profiled '- :Results shov/. Vaihdiffers:from the,:Counfy and otherincorporated ~ ~ '~ Eagle,.Counfy towns, in a number of respects ~,: _ Vai{ has more'persoris over 50 years'of age (21°!° compared to the County at 15%) - - ~`: Vall has less~households`with one or more`persons under 18 years (13% ` compared to the. County at 35%) ~ . ; • > Vail Has smaller household siies (2.09 persoris on average compared to 2.73 for the County as a whole) • Percent Latino (6% in Vail compared to 23% for the County in 2000). • Vail is relatively more educated (61 % have a Bachelors of higher compared to 43% for the County) • Perhaps surprisingly, Vail has lower median household incomes than the County ($56,680 in 2000 compared to $62,682 for khe County) , ~p~ypr~ RRC Associates. Inc. 3z 16 r ~s r'~'~,` } ri, r v0.lL TVi~~^sTAT1~1 <t iETt)~%N' '~ '~"~ ~ ;- . a ~ '~1, ~` ' alp h i'c C1 ` Q*e ~~g ~ - ~ Lat r ~ ar~ve~~£P ~ P ~ ~ ~: .81 -e e~~~r'~a°itv~a 1.8 ova " r~ ti„f~ ^ `~ 4 31 ~ at CS S B 7 ~5 ~ _ ,I ~ dY a~ `~,,,~3 ~~'` <'Yrj.r~ ~,f~~ ~ ~- ° 1 ~315, . , .~~c"rL l1 .i~iay `:"<Hc ~~_214 s`~,~;A. a = VtU .y__ #~J~ °a rt~ 112 ~_ ~ F I d 4' i - r ~, r o ^ 3 ?a- : : 330t 22 2 'i Oti" '''i ~ ° ~ 0 12ia 223 F ~~ ~ - ~ years Y ~ r t # - . ~ i t - ~ - '~ ri , f , 4- F J-09 years~~ ~., . , 121 r 4~°-12 FS _ ~.~ _ 1y2 _ ° psu;6yyears - .•,' " - '~ -~.. h ro ~ is r°r, r, ~~ f a°. 8 ` t0 ~ - °6 Pop ?69 years r22/ ll°b Oc'. ` 31 - ,,,Total Households ~ 2,165 15,148 1,690 ~ 1;064 `' :,%of Total HouseholdswiiUinne or more people under 18 years ~ .r 12.6%: X34.7% _, 30.2 % ~ 46.6 / > , ti.c ' ~ Famil households 4of total HH : Y (° 1. 12.3%' 34.2 % 29.7% 46.1 / Married-couplefanply' .:; = 96% 'c ' 27.4% 21 7% , : 37.1% .' .OtherJamily 2 7%` .; 6.8% '' B,0% ~ 8.9 h Non=tainily householdsr' 0.2%' 0.5% ~+ 0.5% ` 0.6% Households with oo people under 1 B years: 87.4 % 65.3 % 69.8 % 53.4 Family households: 22.9%. 25.4% 21.7% 24.2°h Married-couple (amity 20.4% 22.7% 17.7% 22.3% Other family ~ 2.5% 2.7 % 4.0% 1.9 Non-family households: 64.5% 39.9% 48.1% 29.2% %otHouseholders>65 6.9% 5.3% 2.6% 9.2% Average Household size 2.09 2.73 2.81 2.6 .2 Oa7 32~ '.'7 ~ Source: U.S. Census Bureau, 2000 'IOWNO}'V A0./ RRC Associates, Inc. 33 %95 DiffSlalelCOUnt 35.0% 30.2% 43.4% ~ 21.1 ~ Source: U.S. Census Bureau, 2000 10R110FV~ Ail, ' RRC Associates, Inc. 34 JTotal "~o,~ ~ Ini(s~r '"~' ~¢ '- ~ - - '°'' ~ 5389 _ ~ 111 ~i~5,7~~ ;1~6, - . ,~.,, 9~oecupled Uni C . ~ ` 40 2%, 68 5% 73 9% /0' 95.3° ~ ~ 4 bowneFOCCUpied - ~ ~~52.3°°0 637%; ~'r.3°o- _ ~ ~, 4°0 %renter'occupied.. 47 r foC 36 3%-: ~ s, 5r 7% =_ ao 6 o...:. '~%unoccupiedunits. 59.8%' 315% 261%~~ 4:7% %unoccupied Recreational Use . 89.6%. ;' 85.2% ~ . 78 4% 17:3% ; ' .%homeValS$50,000 00%' - 04% 0.0~-~ 0.0% .,.~ %homeVal $50,000-99,999' f - - 0.0% ~ 14%;, ', 2J% '.0.0% ~.; %homeVal $100,000=149,999 `0.9°k 2.0% - 1.9%: ~ 5.8%,' %homeVal $150,000-199,999 6.6°k 4.9% ~ 0.0% 8.4% %homeVal $200,000-299,999 9.3% ~ 23.6% 12.8% 46.4% %homeVal $300,000-499,999 25.4% 41.4% 59.8%' 38.2% %homeVal $500,000-999,999 22.4% 18.7% 22.7% 1.2% i %homeVal>$tmillion 22.0% 7.8% . 0.0°k 0.0% Median Home Value 5575,000 $369,100 $373,000 $278,400 %of pop over 5, who lived in the same house in 95 34.2% 35.0% 22.5% 35.0% %95 diffHouse SameCounty 22.9% 24.0% 26.0% .31.4% %95 DiffCounty SameState 6.0% 10.8% 8.0% 12.5% `i 7 ~.._..., ~. ~, `A ~~-. ~ vAll TF~E S'~/1TE.OP THE<;T0.1A(N s w _ _ t-~ ~~ Trends rn Local=Res~de:ntf(Affordable),. y ~ , ti ~ tt ~ r a + ,,~ , ~ t , ,tip. ~~Y 1 ry~ ~A 4 ~ ~' ~ ^~ i~i^'u. (iii ! '~ f r,g h" ' .,. ~~ Contiriiaed population growth; in VaiLand_,the;regi!on, '~'. ;_ ~' ~~'cor~bin"ed„with joh growth;-will'further,agg"ravate the ; "_, ~~-.imbalancebetween affordable housing (that:is housing ,;: thaf can b`e obtained`by resident :workers based ori'" current wage scales) supply and,tlemand. ., .. • At present abouf 39%=of Vail"housing units are occupied' -full-time. • `Also, about 30°/« of Vail ;worKers`'live in Vail - 70% are ... , ,, '.commuting rn., . - In other.words; if Vail wants to "keep.up" with current ~~ standards, a'minimum of one in three workers associated !`` with new jobs should be targeted to be housed in Vail: 'IOµ'NOFy~ A((,V RRC Associates. Inc. 3s ~~-~, `~ ~ ~~`~ ~ ~ YALL ~TMESTQTE'OF IHE.7aWN~ m ~~ $' ~~ Vail H ousing Characteris tics /t ~ ~ ~-~ ~ ^t --' `1S.}~-t ~- 'Frr J 'r i r•* r-y~ i ,~ ~"~ t s - ' J,' ~_ , ~ , rc u r,. Housing Characteristics-2004 -_ - is - ,_ # of;tJnits ~ °loag e of llnits . ., .._ - .3;568. ,;: `,_. Seasonal/Recreational'lJse 7 .. 54:0% ,Occupied -2,580 ~'° ~ 39.0%0 Owners - ' 1;342 .: ' _' 52.0% - Renters " . 1;238 48.0% , Vacant 459 6.9% ; TOTAL 6,607 ' ~ ss ]11R~I0F RRC Associates, Inc. Ig _ s: VAIL-THE STQTE,OF.THE TOWN - ~ ~~~~Housing~Bridge~=o Town~oJf Va~l~~,~r~ ~*~ ~~~~~;~~ ~~~`~Esti~ma'd'~2 00 5~~.~~~,~' t^ ~- _ yr J- ~ w' y ~° L ~ ~' ,~ ~ . >,~,~ ~ uT,~ : ~~ ,~r~ ~ ~ ~17~ w,~ '-FIRST R,IE ~ EIfRt7 LEVY _ - SQiy HOME BUTHtS MAW(ET HOUSNG -AMI LOPJ IIIGOME -- A7 deR~e1(tcane AHtkJelncPTe BP-t10%?A7 -. '30-81%MI ~~ .'.777NNl J0.!%NN - ~ - - ASSISTED ."3rs3 NNJf(}NN, s~ ~ -STEP UD AWV(ET ~iy HOU5~2G /7greAtiddelm:ane MAI~ LorJxane JO-30%MY. - - -. 120%AIYarMabwe _ 25rsNH/9.D%NN ~ ~. ~ - 1,O1rsNNJ30I%NN _ ~~ SPECIPL ~ ~ AI ~~ POPULATIpIS veyLorlriccme zi30 Noui cholds 0-30%OM HIGH ENO MPRKET frsBNNl0.3%NN ~ . ~ . 7U{~~ RRC Associates. Inc. 3T `~ yAIL - THE STATE 4F'THE TOWN ' ~ F' ~ ~ Housi,ngABri,dge~}=~,~~,~ 4'y~T,own~of Vail ~ ~,.~r :?r^~µ ` `?Ty! 'r. .tip ~.'. k-.y, J'R{%'~4 L}%.i:' 3 V'' iYk:t 5 f,~t i ~Estrmafed:200'S ~~' '~ - ~ r. ~. C,_:r. <~ 'J ~ ~o~ ~A-~ ~aus~n~c poi ~... -' 8016 AMI 120% ~ - (~-.:. - - -~! FUAI "~ ETHR LEVa !8% _ ~ MARNETHOUS/1G - -_.:.AMI .LOW INCOME' ~~ ~ ~. ..'. ' JrsJ NNIf<.}xx' ~ - ~ - =-STEP UP MAPI(ET _~ - Move A{iddlelxcme . ~f20%!~'ex'ebave ~ . 'f 0lrsNN1J0.(%NH zoo Hrurenold~ TOWNpF~ VA~./ RRC Associates: Inc. 3s 19 -. VAIL-TH~,STAT~~AFTjiE:T04JN~ ~ '~'~ - '~~ :: r Future Housing Demand ~ ~ ~' tboking""ahead new;tob creation rri Vail Is expected to create substantial a`~dltl4nal~ ., demandfor affordafle, units. ' ` ~ ~ Location of Jobs New Jobs Expec}ed Units Denrarided as~Pesult° - Town of Vall ~ 1 150 ,- ~ 6~0-770 In addition, new residentiaigrowtn~i~i neighbonng towns is anticipated Avon N!A 1,400-1;?00 Edwards NA ?,600 3,200 Additional job opportunities elsewhere in the county and substantial increases in in- commuting will createa'more competitive ecohomic environment and make it more difficult for the Town to recruit and retain employees Qther factors that will create pressure on available affordable housing stock: .. ~~ ;Condos increasingly being sold to out-of-area buyers . Based on local wages,.employees are increasingly unable to afford homes in Vail-. • Current second homeowners are changing their use of residence'and looking to retire to the area NR`NOF RRC Associates, Inc. 3v 20 ~ ! 0700/ "~v '~ ~ '.'~3 ~ ~,~ k ~1, , i ~ \ .y s . ~ • y {n ~' ~` "` ~ ~tt x _ ~ ~ n ~ ' ~ t ' ~ : Y •tj ^ { ~ t ~ ~, WSh6 ~~ N^ ' , , ~t# ~W~ M . . q r" . 4:: . , r~.~ ,.~ ~ ~ S+.k.,4 'Ate ~ ~~i. t~ .. ~ ' 7 o 5200 . -- - ~. { - - ,A ftSD i~ P T3, t . 5177. . C ' 1 _ fY{ P 1 S I ~ v _ ,: f ! f f~ / 3 it _ ~ " 3 1 S .? c 5100 r > ~ N 3 ~ I I ~' ~ - j ~ E50 a, -fI ~ ~ r - + '~ fD . January F~uary March Fpril May June July fuguet Sep~mber Ockiber No~eniber December swn va eosaaa®m, ~ INII% RRC Associates, Inc. a I 1tlIVNpF ~ ~ "' ~ ~ NAIL ;~T `,~STATEgO'F~THE TO , x ' ~ ~ °'"• ~,~ ~Eagfe Coo ~=,ty F~tY s -gate Sales= ,~- ' u ,~ ~. 9~0 2004 ,- :zoo 1 ~' Y,'1 t~ / is id ,727P - ~ ~ ~ •~O NUmDer of Tnnnct ans "'~~ ~` y , J Mt S77 ;- ~~ P c _ -~. -~- Salea Vdume (t) - - - - zen : u: _ xeasr~ - -, R0 . --ISIS ~~~ ].ur. ~ - ., ~~•2500 ~ L190 ' _. ••~ 11177.331 - .7.773 7070 2.D00 tDrf~ ~ ~ ~,7~ .. LSSt Loa. ~f150D 'E ~ 13se H ~ ~ .779 ~ _ v u 3 1•SOD >° _ 97D ft•OOD ~ 2 1D ~~ ~_ ~ f~: I~- ~`. D.L ~ _ ~ ''~. _ w 199D 1991 1997 1993 1991 T t995 199fi 1997 1998 1999 1000 T001 p02 2001 1001 sa.~. va e®dda~ IUWNOFVAQ.' ~ RRC Associates, Inc. - ~ az 21 ~s ;~.' ~ ~3 ~ °'~~ ; YAfL - iHF STIiT~ QF'THE°TOY~fN~ . ~ ;"' ~' ;~ "' ~ f, {~ ~ ~ Total Real Estate Sales in Eagle Cou`nty,by Area" ~ :' ~s .: ,~VLIIL ~TIiE ST/1TE OF 7HE TOYVN~ Major ,T.hemes.~from Focus rG~roups,~ ~~ ,~ { .~'.r} r i.. ,~f~ r+~~,4~.r{'i'f ~.~1 ~~.`s".. ru~,~±C+r ~ ~f'r 1' ~G .f; ~+ ~t¢ ~%f{ '~fj ~~.'; .~~~ _.. ~"Many~changes~and~shifts In the demographic comµpos~tt.~ " `of~th'e year-round p~~pulatiori of the Townare occurring ;;-k :~, ,;. as growth moves dowri valley.: This is impactirig'the <<;.~"~'- ~' sense of commi:inity within the t©wn. , ° ~~= ~'` Momentum :for year round residents is shifting down valley as,social, retail, h~ and workforce activities continue to'move _ - • ~ The loss of the middle class;-rnclud'ing~professionals, business people, and _ famiilies,; in town will continue to'effect the sense of community. _. ,,._. ~: • Trade-offs and issues related to becoming an interna4ional resort community must be balanced with serving the needs of year-round residents.', • Availability and development of affordable housing remains a challenge. • A need exists-for community facilities and services for families acid youth of Iesidents and visitors. 7pp~gp RRC Associates, Inc. as 22 _~ e, a ~.~ ~ ~ u k i~ie ~ ~[ ~ e ~a ~~ ~e o - e ~o ;o ors w r:~h ,e:a~ a t• sehs of cor~mun~t ' a parallel to expressedob~ectives of year round ~r ~ ~ - * ' reSlde~n ~S ~;~4~ ^~r ~,~- ~~s._ r k +~ ~ ~'~~. ~f „ .; ~~ ti,`t ~ ,, • :Sense of coinmunity`.is a need among second homeowners •~ ~ Potential, for greater use of properties by second homeowners .. . .. exists.., . _ 'NR'NOF~ VAQ./ RRC Associates, Inc. as 23 ~~ ~' ,_„„~ " ~ ~ ~ PAIL 7HE STATE~OF THE TOWNS "~ ' Would you saythat things~~in th;e Town aftUail are goingS~~ Y T- K '. right direction or have they gotten:off on~thekwrong=track a-~ X :. 1 A r. '+, $k r ~ .- Trt °~~ C r: ..*,. ,*~ u z.+" ~ ~+~ ~'.. r ti ~ Y f t~ ~h~ ` r e.r S '.: ~..-roc :,4 .,..f ~r,~-`~ ,.t t ~ _ ~ t ~.~ 70.3%~'~~ Right Direction 57.3% .~,~ ~ , ~--` ,,19.1%. ~ ~~' ~ _ ~~, ^ 2005 , 'Track W ron 9 _ 28.3°/a . 0 2003 "~ ,, •, ,, ~ ~ i`, .. .; 10.6 °/q Don't Know ~ ~ r 14.;5% i 0% 10% 20% 30% 40% 50% 60% 70% 80% Percentage of Respondents Source: 2005 Vail Community Survey gpµNp RRC Associates, Inc. as . .24 VeryrExclted °! ~:~ ~~' X47°,'a ~ . . ap, :: -i :fii `i+ i^)4 .'~?~ f ~, at i ~' ~~' `z. yr` ,`.~'~` *k`~"P~,'.,~ '~-:'; , '~~ ~ - ; ~ Somewhat'. _ j 42% Excited _ _ ~ `Not aYAll Excited ~ ~~1O~d/o =«' ; ' `Don't Know.''. . 1% ., ., > ~ . a Refused 0% ~ ~ I 0% 10% 20% 30% 40% 50% ~ Source: 2005 Vail Community Survey tUp'NpF VAIL/ RRC Associates, lnc. 49 ~,~, F ". , ' yyI ~' i ~ ~fy,.', t ~( p'~ f . n um+ro~+. c ;? w .¢-~ is drawn Le r,~~~ r ~:?! ~~ FIVE 4f E4S Of ~ ^% Responding 4 and 5 Extremely Sahsbed - ~ ~ ) _ I J F~kliS . `R" ~%Responding t No t at ll satisfied and2 a .~~I~ a ,'.ate„' ;r :. _ , ~ :Add To Vail's Appeal ~ ~ y ~ ~ 3, y~ ? ~x .W,.S.-~r'.}4 ir.W'...u"'~-~5'.SAf.-~:'.r 'ai 57 h ~~ ~ gas a Place;To Live, -. ~` Etc (36)"° 16°k r +, . ' Facilitate Vail's 55°a6 .' _ • Redevelopriment (3.5) ' 16% ' ~ . . Elevate Community I 33°~ • Leadership (3.1) '. 29 Improve The Local 25% I Economy (2.9) ._ 33°h Address Issues 27 % I Proactively (2.6) - '. 370 0% 10 % 20 % 30% ' 40% ~50 % 60% ' ` Percent of Respondents Source: 2005 Vail Community Survey 70NNOFYAIL" RRC Associates, Inc. so VO.IL - ~k~f'STfaTE:O,I~ 7HE'TO1xN - ,,,,, What do'voia.b~elieve are.-the two ~biddest issues, iri i ~~ -ISSUE '• :TOTAL ` RESIDENT SECOND '~ ~ -p , -HOMEOWNER- ~; Parking 21°/~ 20 i 25%~ ~, __ - - ,_ _° -- P~ '=Conference Center 11 ;_, 13 % 4% ~Redevelopm n~t _ ~ 1G`~ 9' 13% :`-Affordable housing 10°/ - 10% 11% 170/Noise pollution 8 % 9 /° 7% Growth B % 8 % 8% DevelopmentlOverdevetopment 7°/ 5°/ . 11% ,Tourism ~ 6% 5% °"' 9% Cost of living 6%° _ 5% ,. 9% r Businesses in town suffering/rent too high 4% 3% 6% Source: 2005 Vail Community Survey RRC Associates, Inc. s t E'~OFeT~F`rkOWN "~ ~ THEiSTAT ~3~~ VAIL n ° ' ; ~ ~ '' Looking ahead to the next three years !n Vail,,Kv~hat do you think t'h ~ ~ 200 5 two or three biggest challenges wltl be y { ;: ~ A'> { { - ~ r. ./~~ Cll. _ i ~y ~ 1~ ! - ,f 1~x 'F ~ _ 3 ,~ ~ r ~, i -., Y 1' ^f t'.'+ ~ ~` ~' ' ~ '` `z ~~ Resident ~ Total ~f""?~Second~r ~. ~ .~~, ~~ Homeownlii~.•~~ Part.ina 1~'+ail3biAty, Pcix) ~ 25,E 24 '~ 26°;6 Economt~develo~rnen retain ~altraolhuslnesses; pro~,ote 2200 1y% 31 tourlsrrilvisttors dl4erslry economy downvaYley cornpellbon '- !; 'Redevelopment initiatives (general redevelopment, make Vail more 19°~ 17 % 25 ' 'attractive, Lionshead)' -. ` GrtiwlhmanagerhenUpopulation/overdeveloprnent 16/°'`_ 1~3% 26% ` I-70 noise, speeding, traffic 13% 14 % . 10% ,, .. .. , Affordable/Employee housing - 13% 11% " 20% .; Abundant construction activities -timely completion, scheduling -• anal management of projects, concern over potential disruption to 9% 11% 4% tourist experience/residents during processs Fiscal responsibility (taxes, budget, allocation of funds) 9 % 9%, 9 Retain community/smalltownfeel/locals 7% S% 3%. . 'NOTE: the Gonlerence Center is not inUuded in the'redevelopm enr tally because, whereas about 11 percent of respondents mentioned the Gonlerence Center specifically, responses were largely divided o n whether the Town should or should not move rotward with this prbjed. Source: 2005 Vail Community Survey IDµ'NOf RRC Associates, Inc. 5z ~_ 26 ,, "`' s } ` V I`i:~ T e~S 'TFRQF~THE' OWN ` ~. ~-.= ~ ~ ~: ~ z x! - L~Y~" ` ~t d o'e s n ~t it at ~o ~ r l tike -#o~ ~.ee ~ ~l provide • Abe the e • e •-~ ~c n st~ c ~ 're ~ p. o <: a e s~~~ • u- woul ~ e~to~~see~ad e t • e # ~ t4~ e~ • 5 ear ~' ._. ,y~,~` .~ ~ ~ ~ -, ~.,. ~r ~' •; Abo~>,t 54% ofarespondentsmentioned o((rrne or more .nee s:, $. - ~r, z: ~r .:~ t - x1e.7 7--~ ESL'' ~ .K:-`*•~'~. ~.r ~$~^ ~ ~` x•.- ,{,. - The most.mentioned needs were ~: - . ~ ~~ _ ~~ x - Recreation Center Swimm~rg Pool; ' Affordable Housing Better/affordable parking A conference center - Entertainment and activities for.kids Source: 2005 Vail Community Survey Tpµ~p~'y~p,~ ~ RRC Associates, Ina s~ ~"~''°"""° "" VAIL xTHE STATE OF THE TOWN `~ ,,, ` ~` .~ , ,. , ~, Kr` x ~ i, '~ ~' {{n Ct~, 4.` R f1G, y ,v 1„ '3 er ~~ *. ~, zt ~.,t of i y~~ '+ Ft~.~ ~~ i }y~ v ~ M - ` ~~. Y ~ ~- xA ~w:,~~ =r~ Parking -;-,~ ~, ,_ ~ ~ .~ y~. F .~ ~~ _ f. . Parking was a fiopic' of concern as measured ~' ~: ;through the ^Community Survey and ,the ~ ~ = -Focus Groups::. •Parking likely to get worse as the Town builds out and Down-Valley development increases. _.:, Tl1WNOF~ VAQ,/ RRC Associates, Inc. sa ,. ~ ~ . ~7 { ' L ~xa; ;~° ~ ~ ~3r ~,~_ ~YAtL-'fFt~STI'1~F~OFTHE~TOWN;~«~:a.. ~"~.:~ `;~i`&Y+~ t =Parking ~ ~~$: ~_ ~, `t~~ ~- ~y~~~ : J~,~~Transac~o~s bry{~i,meyPiod~y~T.o~ta~~, • ~ ~ '~ 2001102 2004105 , ~, r • a- ti ~ h ~ '1:1 I _ _ _ _,_ ~4T 'p I _ _ _t _ V. I Yid _ _- _ S ~ ~ ^ ',.. ~ C ~8% -- - ~ _ .. , 8% - ~~ 4os olio i.4is 1520 10.]0 70J8 4450 5460 6670 708.0 8498 94110 114150 156N0 rime Ferfoa Inoorsl 1ilRTlDF~ RRC Associates, Inc. ss • ,,~,. 4~ ~y ~ i \ ;`~ ~1 tt~} vws F r'3~ 7 '~ FuX ~ /i ~ .. ~% ~ ~ fT 1t '~ ', ~1 'iat $,i`Y '~E I~4t 'f[ ~' ~, r~,. R n ~~ ~ f a`~ - yi • -, r. \ • 6~ k 1 ~ `•a . ~ r .1 ~ ° ~ . ~ v ',~ 7000 --- - • __ , _ .Y -~ t ~ ` ~ ~1--~ ~ : a ~ t . ~ 1 . E ~ f~ .1~. .~ s. !~ x' ~~• 100 ~ 1 ~ . ~ ~ ~ k ¢~ - ~~ , 1t .,~ =a~ r1 1 1 ]00100 70003-01 ]00707 7001-07 ~ 100001 ~ 7pWN(~ RRC Associates, Inc. 57 ~' Z '";VAIL~` aTHE STATE'OF THE TOWN `. Tic " 0.~'w~ `~£~+~ ~ r •c " . '?~ ,~ k„ ti ~"s Y 3i. 1 Ica-~ Fronta ' e f2 • ad Co ~ nts=by_Month' ~;, t;_ ~ ~. '~ ~ ~ 20 ©/Q.1 200 I05-~~ -~ ~ r = -- ,. ,^ ., ~ .,. °' ,i; 1. s - g ~10 ~ fo .1~~ - - ~0 0 !. 8 ~ e~ . .. '8 - - 5 S 0 2 _ 0 - _ ] - _ 7 __ _ ~ 1 _ 1 _ - _ - 7 - - _- ~ ~ ~ m E - ~T~ ~ a ~~ ~~~~~ ~ g ~ ~ ~ ~ ~ ~I~ W ~i~ ~ E E ~ E d ~~ E E ~ ~.,1 ~ d ~fg~~ ~I-~al v d u' Z p d LL Zp 'ILL'I I ZIO LL Z p 'ILL I ZIp I' LLI 2000-2005 20032000 2002.200 2001-2002 2000.2001 ~ I 111WN ;Idil OF RRC Associates, Inc. ss .. 29 e ~ { .>. '.. `~# .-~ . ~. VAIL ~~~~STA ,~OF THE TE1W ~.,~m .fit,. ~ r~„~ Average Daily Traffic;by.Month ,. ~~ , s a°~. ~=.; `1'-7O.atttie.Fis~nhower.Tunriel 1991=2005'' ~. '.Rl. i xa - , .. ~ ,~ r ~. t ~ ~ ..: ~ } Y } ~ ~ ~ 1 t - f _ - z F ~ g ~ ` ~ I v - ~ 1 ~ 1 I> , I l ~ ; ~ ~ ~ ~ t~,600a ~ . I ~ i G s ~~ ~ .~ ~ I ~ E 0 ~ i ~ ~ i 1900 < I ~ ! ~ ~ t ~ I i I F soao ~ ~ ~ - i I ~ ~ ~ ~ ~ 1 ~ ~ ` ~ ( ~ I j ~ o ' - - . ~ ~ ~ ~ . Jon `. ieb . Mr Ppr - Mq 'Jun ~ . L . Nor 'Dec , _'., Aup', .: Sep OG ': 01991 • 1997 G 139] ^ 1990 ^ 1995 0 1996 ^ 1997 G 1998 ^ 1999 ^ 7000 ^ 7001 ®7007 ^ 700J ^ 700< ^ 7006 Sauce' mbnJO D{ertmti of T~ampMelbn IV~VI RRC Associates, Inc. 59 30 a 4 i r ~a • . e, '~ ~~ '~t c~~ ss ,fil~ ~ -t a I' ng r~. ~~~. .. e~conor~rni ~~ta,~i _, require~rer :es,~ en#~an~d~ulpgrr~a ,~ng. , • _ adequate parking continues to be a major issue, significantly Lack of ~-~ deterring residents aril visitors coming from dowri''valley:, r. ~' ` ~ -::Priority to improve the greenway,,along Gore:Creek through the entire ~~ ~' town. • A consensus on long-term solutions for I-70 related issues continues to be a priority. 7pWNp(~ ypQ,J RRC Associates, lnc. ei °~' 'g "C' ?i ~i VAfL ~FIESTATE6FTHEiOWN~ •, ~^''"` k ,, ; .may M '~ YZm• .• '.~ ~+ Ly ~r ~ ~Ma .or Th~.,' s:f. ~ ~ ; ~ .c ~- ~ ~r $ 6 y s ~ p e~ :~~A transition it lea=°ersfiip from esta Ilshe founders of they ~~: town who:.have led thencommunity~sEn'c'e~its creation in°.~.' '~~ he mid 1960s and 1970s to'a,new.group of citizens-wilt .. - . .. 4~: :,~be;occurring over the-next several years: ..., . . _s .., r •` The tiransition m leadership that will occur within the riext~ five years poses a challenge as the majority of young professionals continuesta move dowri valley. 10WNOF~ RRC Associates, Inc. nz .. ~ - 31 i ~ '-' ~ "- ""` ~~. ~"'VtiILTHESTA'f~tSF~~~TOWIJ `.,.€ _ a _ 1r t ..._ :~.. ... .. ~. ,....~..t ~. .._.... ..~~.... .~ ..c ~,.. 7 .... :~t ._. ,~ _ .~_,~_.~1 10µ?70F~ YAIL/ RRC Associates, Inc. 6s 32~ ~` ~' Y YAIL ~H ~i'A E'CF 7H ~di1yN y y' ~` ., 1, ~ ~ a~_ ~o s r t F -~~MPaj'©r T~hem~s'f ~Fociu Cz o .p _ e rye ~ iii ~ ix f r ~i~ r t, e~to u i-re ~ ~ en i ~ 2 so ~, i~t ~~r '~~ `~ vlll ~n~s ~ror~''~ and~v~ital i'ri'serving~he nee s~`~ b .~h the v~sit°r an year round residen~[yt(~base ~ -~ , ~ -. hr,< :~ ., Y f J t'-~ ? 1 `zZ . ~ . 4 : Kn G~i~. ~ y.~.. V Y'1' N~, ~ 'rt 'N ,~ L ~ .Y • Seasonality of business/economy hinders overall vitality _ ;: ' The need to improve the retail miz m,town along with the need to - ~estafjlish;a strong relationship betweenahe town and the business: .' ,: community is essential.to foster redevelopment ; , ` :., . • Interest in West Vail redevelopment remairiirig community-oriented rather than high-end tourist-oriented. TOR'NOFV~ AO.Ii RRC Associates, Inc. 65 ~ ~~.; ,~ ' `"mot !(~~vAll•-rHESTATE.O,F2.THE~TbNiN '~ ~` k~`~ _ j'. ~ .. aw...' Cwt K v. b- r `r ~ ~ dr~Town of~Vall Sources offRevenue ;~ «x '"= ~ ~ 2005 yB~'~~~~iCdy'get'~ ~ Trars(,or6bn Cenbs ~ 1 r~1 F ) .. 7% ~ ` ,~ . - ~In6gwanmmd Revenue ~ ~ , ~ ~ -Sa1~Tax . .. ~ tt% . '~. 'J9% .. 1~, lirmsesB PamR'\ .. ~% i ii ~ . ~3, , ~. Real Eslip Trarala Tax i _~, ,. /Pi6ss ACCOmmadabn Tay 12% d% -. -_____ ~.- -~ \_Prapuy80wnashp Ta SkilATaa6Franchise Fees BY. ~ry~~~ Source: Town d Vail 2005 6udpet and Colorado Division of Loral Governmmq Il)WNOFV~~N,/ RRC Associates, Inc. 66 33 .. r ~ '~c VAIN- THE S~Il7E;O,F~I~E~Oµ(~ } ~ ~, T:ownf'of Varl Sales.T,ax Collected by ,Cate ' ~ ~ ~ , fl 0 ~ - ~ ~ - ~ . ~' 111'. ~' ~- k :~ ~ ._ ~~ .~r. ~ ,1.. 7 t~ ~y ~ ~ ~.~ ; ;~ - ~ ~ _ ~. ~ ~ w lnr ~ ~ - _ ;. -~ d ~., d i,'ti ~s ik ~i_ 1x ~ ~ ~nzr _ _ r L. a . 4 - - ' l , - S .~ S' c it i _ - ~ -. _`~ - Lag4`° . =5i L I ~ i --~_~__. ~~ .; n e ~~ ~ - Lny ' i.V .,~ . ~+1 - -:R9n ¢o .. _ . ~ .~ -- --- -- ~ u~in~s a arm st®an rsnmo' ~ . rtmaoo . , ~... - - - sno® ` - . m .: i. re5 x~c x~ ~ soo ~m a~ ~ ~w ~ ' e7 7C1RT70F V A~./ RRC Assoc iates, Inc . `-~~~ ~~~ '~~ '~'. ~~c.',.'°„ Y~~ l7~S;AT ~TA1NN tai - ~ ~ ~ ~~,s F °~~ r Eagle~County~S~ales.~Tax Col)ected ~ ~' ,~=' :' , i r (`1984 2005 ~ ~ ~ ~. ;} '~ ~.,`?~,~„ ... - 9 r ~ , : _ ~ ~ d ~ ,tip.. e ~ 7 i ~}t R ~ 'rX .~.' 'il h~y h ~"k ~'; ~~( ,~'~ -17 . ti4~ -i' ......,.- ~~ ,''~. ~-. Y~"~~~i,Ak '~ Coinrty Sales T:u CollccRd~;~~ ~~= Cainty S.~l~~s Tax Collected ~. „~i~ ~14NS ~,p ~ _ . _Jn ya I ~ " ~In Rernainder of Ea91o Courrty c; - - - •t...,1 .... ~. i Y. r~7~x - - - - _ ~ ~t. G~ ~,o ~~ a ~. ' ~3. ~ _ ~t d'~ kct t - _ -.- ~ ~__- .. , ~.. ~ - s3~~ - - - - , ~ , L.: n.~~' ,. - - - - - - - - - - 1 .. i ~~ st ooouao } - - - - - - - - - - -- - , ~: , :o T-~-.-~ - .rI~ a Smace Eagtr Cony Fnan®Oepa~hml 1p{VNOFV~ A~,V RRC Associates, Inc. Ss 34 ~~ i tzl F°r ~ ~ ia~r I~~ ~~.x r>sti I y1 ~, 1~ e i r „ & ~~r x ~ ~ r~ ~ I r ~ ~. ~I;~ Ilex ~ T+ ~~ #'~ I ~;~ Vii: ~ ri`' ~ ~I~ ~~ i ~, +'~_a ~I~ ~;., h r~4 ,~,,'~~yk ~~, « ,« ~ ,~~k -~ J 7''j :,~ +~'rr ~~ ~ d." 1, q \~y ;~ T Il "~~~ti I~ .,~$I ~y ~1,'9 ~i~ ~4~,~, ~~~ ~ ~~ yy ~l:_ V ~~o~ ~ i I s III' rl 1 L.Y fi - '~ k r 't~ rSr2s 1, i'~I, ;i I ~ '~ ~ i`~ ; t .I i,, - n I .. Y - ~1t .. ,. :t.t ~-f- _ hr ~~. ~~ ~.~ ~ I II ~ I F': I I ~~ IOX 1 I, lak 2aK tOt _ _ _ __ _. _ _ _ _ _ _ 9N -•- -~- - ~- -~- T ~- - T T leer ism ism Imr I9m isre iOYJ 1991 1992 Isv imr ims Ism rm7 Ism`ISSl ims mi ime :vm 2DM 9om rm 'IUWNOF~ RRC Associates, Inc. 5e '~ ' '~ ~ YAILTHE{STATF:OF THE TOWN "~ ~`~ .si'a,.- '1. '+ :~ ~~' , ~~„ ~ ~ o u nt~` ' , ~ o n akxa.b Feet I,i Sa es ~, ~ ~`~ J. I, 004J r e'=ZOU vs. Ju y 0 ~ e 00 ' u .: ~ s - ~ . t' _ ~. o Tazade Retal sales Jul 2004.1.a+e 2? 18%, ' _ Y ` ., Yt .. _ - ~ ,. 1.4 .. ~' .. xf82. " 1 -.-Percent Change, 200NOS2003'G9 ` l f. _ { _ ': 5700 -- •. I. .. _-,.~ J l- - _ - .~f1]yyS '~ 5500 ~ ~.. '~~ 10%~ u faOU ~ •5799 .. 9% °a ~ ~ _ 1 ~ 5700 __ _ _~ '~61%. s,61% ~ 5297 6% C ..55X ~$r ":..a.9'A ~f205 u s2oo 1--~ ~aox ~ ax sl,l \. ~ . 100 ~ (La5 f29 f70 597 ~ ~1 ~'1.9%'^ 2% i~.. i,., Crespd Bum klt Cresld ButSumrilLOmy, Tebn COUny, 0.spm S~rhp1 Siwwness 9`i~or Pak VAIL Telhtide NeMun Gkmvoad UT VW SPmgs ~~ sPm9s Town (Ranked ortlered by cerrxM lunge) S.vs.Lmezod'9T(M/of aoCanlm iUWNOFV~A11iJ RRC Associates, Inc. ~o 35 { f 1 ~ ~ } 4 a+y Seasonality of State Tazable'Sales in Selected ~Colorad~ ~.,~ '~ ~~ ._Mountairi~~::Res°oif`Commu'riities _. ._~ =.~1:; 36 . ~ i 1 ',~rio~w as' ~ iii ~17cin ~ ,~.2~DkaT '. ~•n~, t~ Marr Rrotlr m.i~iain y ~~c~ea(rr I'* ,. ,9 VVhrs~fl8t8 q h d Ta a' M ~ i :K~C $~. + tt n i th ~1 ~ t ~~c,J vatici-~ ~ fi'~ r C - i ~,~ P ~ ~ 1 ` ~ 4s ~ `f '~ K 4 t f~jch 0 1 f 4 :i ~ 4 1 rlr t f I T h~C r ;~y i .1 F n _-, d r: 4 ~If I -:, ~ ,{ ~ C galley }, 'te '~ r ~~" 9'' qua~a Valleyf"~';F!; ~ ~ SBeaver Cre F K~~~ fS Jackson4Hole+ ~tT Sr ~r i .~ , '~"~~ "~' ` '~ ~ ' - e va I -": ~ ~ i . .~ a. ~ ~ ~ art,, moth Mounta n 5_Snowmas s 7 6 Squaw Valley - ~n~ -i~t r ;- o~ r Ja~l_y . Nm,stlen6lackcom "' Sun Valley 't"', 7 Snowbird ~° ~.:!•_ ' Hret(~ ti.,cJs _ -,~c '~ 8 Sur V iq R ..'r B ?rapehoe Basin`.` ~ d Stratton - '~8 Sug2rkiafNSP. d~Holiday Valley ~~ - ~ -- ~ ~ ~4' 9 5qu~.; Vaii~f.. '9 Sunday Rive 9 Krkvood ~ - 9 Beaver Creek' " n sL.d Butte ~`~= ~.10 Holiday Valley 10 Kirkwood ~-1° Vail 10'Snowmass ~ 10 VJhisile/Blackcomb` i f 2004 Vail #1 , Vail's Rankings 3 Terrain 3 Lifis 3 ' Activiiies 4 Nightlife 5 Family 28 Scenery . 75 Value 7p9'NOf~ VAd/ RRC Associates.lnc. ~~ ' ~~ Texas' s '4 8%~ ~ Illinois: 4 0% ::~ ~ New York. - _... ':. 3.1 ,:- .: ' . Missouri ~ ' 2 6%:. ; ..j - • Arizona 2.3% ~~ Florida 2.1 Ohio 2.0% Nebraska 2.0% Other 25.6% Source: Tovm d Vail Summrer Survey Results 2005, Prepared W Vail Resorts Marketing Research Deparonern 1CIR'NOFYAfI, ~ RRC Associates, Inc. ya ~ ~ ~ s -~ ,,,°" .,a ~~ v tl =: E STAT 'O T~t~TO.W `~_. x ~ x, .~ _ Vi~itc~r-~SPn`mPrfiatrnn .~_~ `; ~VA~L - THE STATE ©F THE,TOWIV ': ' ~ ~ r_~'r't~~ - '~c~-s-' c '~.:~" , fix; ,. - 1 Overnight Visitors _~-- ~ . t Y= j .. ;~ ~ ~ { ~ "~`~ ,: j ~ Y ' T 'yam #tµ'$ a In.w,liattowri are you stayilig? '',VaiI~S'ummer 2005 .Vail Winter=2005 ' ` ~° ~~ V2 i l `' ~ ~' 44:8% ` _ ~- 72:3% Beaver Cri=ek - ~ +- 79% - ' ' 3 7% '::_ Avon =~6:6% .:5.9% Dillon/Silverfho"rne" _ ``' '6:0% -:33% Breckenkidge 5:6% ~4.1 %° :. Edwards 4.1 % ._ . 2.0% Frisco 3:3% 2:4% _ DenwerlFront Range 3.1% 0:9% . Eagle 2.9% 0.8% Other 1.5.7% 4.6% Source: Town d Vail Sunvner Swey Resots 2005, Prepared bf Vail Resorts MarkeAng Research DrparhneM ~~~ ~ RRC Associates, Inc. 75 38 J ~: '' "~ r ~i T E 4 ..rte-. ~'c'2;i ~ -. ~~1~ "~~~ fYAIL~TFIf TATE Of TF~E TO `~if•. '': ~: WN ~ ~ '° '" BSc- . :General sigMS6eing ~ ;-: X74% -` _ Special CVent ((eslfval, conceA;sF s, t~~.--._ __ X87%y`, SWfnming ~ 5096 Hiking _ - ~48% Gondde/chalAirt~rlde ~ ~ ~ 3g96 Mountain dke on vaAey bads ~ ~ ~ - 28% Mountain bike on Vail Mountain using chaidiA ~ 26% ~ - AdivAiesforkids - ~ 13% Fly fishing 13% Rafling 10% Horseback riding 9% Nottingham lake{Awn) ~ 3% Tennis 3% Ballooning 1% Betty Ford Alpine Rock Garden N/A Piney River Ranch ~ N/A Rodeo ., ~ WA Source: Torn d Vail Summa Survey Results 2W5, Prepared q• Vail ResoAS Marketing Research DtparMad RRC Associates, Inc. ~$ .. - 39 ~ •l ~: _ x ' ~ L' E 5~TE F T E~TQ ~ ' ~ ~ <~'x~. g* ._ .. _ _.~is ito . _ rn.oq~ra .~:cs .~.1 n,com~e _ . - F;.yt ~f.r ,jY „~ '~~4t •,C ~.'v - ~', ~.,. ' ~, .. ~t~~ ,~','{M1 Z"~- 'T'ta, $0-29'999: c,._ ~cr ~, 5 : u f _a?.; .. i '";' , ~; ~ $30 000-49 999,-~ y - ' t :x 5 5°l, J ~v, ~ r ~, ,r :.t,. ~.:~ _ ~~.~• `. `Y, $50 000 74 9q9 ;~,' ~ ~ ~, 8 0%, j, ~: ~,~ , ~. ,~: , ~ti ~'~;.~_ . 1~.; $,7~5 000 99 999 -~~ °-, " ~ ' ~ ~-32 5%r~- ' Summer Mcan Income - $118,563 . ~ $100,000=124;999 ~ 29 5°l0~ `a Winter Mean Income = ~200, 841 - - $125 000-1}9,959 5 6% $150,0.00=199,999 -' 4.4% $200,000=499,999 .6.0°!0 .$500;000 749,999 1;7.%' 750;000-999,999 ~ 0:1% ': $1 million + 0.8% Total , . 100.0.% Source: Torn d Vad Summer Survey Resells 2005, ~ Preparedb)'VailReso rtsMarketing ResearchOepaMraM Anil RRCAssociales, Inc. 7DWNOFY ~9 " 40 sea o = of a ;al o p o th s so. fr end nd famt as a s mrrt acation'A~ - ` ~r ~ ,~,~.~ Y , .,,,~. Passive Supporter 54 5% R~sG~nJen w. glue a't?~dmm~iendsti~~n Score~rett,en - ~ y '~'~x ~ .: '~'~ brok'~e`rrdow~infcfih•'r~«~clasGC~~ ~?,~;~ ~ ' •'Getr~efdr;' ,~w. ~'k~~1 % , _~ r. r.ctive Promoters (g~i~ ~'~_ ~~ ~ Y 1 ~ n TOTAL~1~"s~~ ~_ ~ , '"'`~' 1000 ~~•~, 4; F'as,ive S,upportPr (~ 6) < `~ :',k.;~ n t ,` ,:~ • Getta~t~is;(o ) > ~ ~ Net Promoter Score (NPS) 42~' ~' The percentage of Detractors rs subfranted from,the ~ , =_ ' ~ °, percentagerof Active.Ftolnofers to amve'''at a Net ,. Promoter Score.. Ntif only w(II a guest 4vith a"higher - , ,._ Recommendatipmhave a hrghe~ propensity to return; but ~• • z will actively promote the resort to other prospective guests ' -the most effective form of ~markehrig: A Net:Promoter Score of 75 is consideredali represent wlirld class loyalty. sue,mer Loos Vnnw zoos o to zo 3o a so w To w 90 Net Promoter Score Source: Town d Vail Sunnier Surrey Results 2005, Prepared by Vail Resorts MarkaAng Researcft Department tpp~pfypij, ~ RRCAssociates, Inc. 81 1(AI4' THE STdTE'OFTHExTON ~ N f' IN u , ~. Ic ~~ ~ § = o ~e r~ e~ ~uerage . a set ay r r ~ ~«'~tr- ra rr <'r ; .rr' fi \~-r ~ ~' ~ `~ r~ ^ . ~ ~,. w. y' - ~r^'_ t° .- 66.3% .~ -3 V" 11' ~ ~XV ~ ~... ~ _ ~ C,- y 1 ~ .: _ -. .. - - M1 ~- -- - ;5 - g~ sa+c - n.ix 163% ~T _36.9%' n. b ~L zws ~ ~ -_ ~ ~~%~ 5f ~~ _ fix S ,~ " : .c: ,:i , , . NORTHEAST SOUTHEAST MIDWEST ROCKY MTN PACIFIC SW PApFa: NW Source: NSAA Report az 'fC)R?7Q RRCAssociates. Inc. 41 ,j ~ ~ i ,'s i , ~-.~tl:~Distriti-iti~n o:f;.Net Prbmoter_~Scores ~~ _ - -r - ~- ~ ~,,.- ~, ~ ,~~ ~~,, ~y ~ L• ~ ~~ ~t "fit t {•2~ ,~` ~ ,f }F `` :,: ~ f ~ ~ 1 i - ~ ~ I .l ~. ry I ~: ~. - _~ .vi L --BaO -- ~ -1 , .~. _ - , -. „-M Ebc ' 6tc~lkn~: `.. ~ /n1 y 40% :' 60% ... ~ , _ -. ;. _ a. .'._ l ~ ~ , .. ~ _ ~ ' 100% .. . .. Source: NSAA RepM mwxnrv RRC Associates. lnc. s3 ~`°~~. ~ fir. ~A~ ~ ` ' kVA1L THE STdTE OF~THE TOW(Q~ ~ t~~ ~ -., :-Major Themes}from Focus Grou .~.* s 1i.i~1 _ `fi ~ ; wj i~ P°r'~rt` ~,~tij it,~r'~~~53 ~sy~.~` '~~S~,~r.'• Yi !,~ r,. ~. The~Tovvn~of Vail s:dominanee as~a:,world-class ~_ - international destination resort is driven by a few k .,~/~" , -:,`. factors: -a~ :T` ~ ,., t, ;~ ,~~ :The dominance of Vail Mountain, dnven by continued mvesfinerit acid ~= '.ts.unique identity; remain'as'an importarit:aspect of theaown`s plan,and 'creating a world-class experience.` '": • `.~Opportunifies to 6iroaden and promofe cultlural programs exist through increased national and international marketing, improved and :~~ , more integrated-facilities, and extended schedules. N1YN RRC Associates, Inc.. sa 42 fj LL ~ ~ `~ T 1~~~ ' '~ ~.. ~`,VA~L TH 3TATQOFTHETQWN i{!'' - ,;~~y~ ~c i ~~sar ~ ~,,~~.~ tS~o rnYe ~R{ecorn me,n-d~a~t~ omens ~'~ ~ ~= f`o,r A~rea~s~ofE~rnrp~h~a~RS`'i~s ['~SF~ ~ f yt.! ~ `'N i K a'~' '!~ r wi ~~ ~ 1.- y~C r } .': F ', ~.~VReglonalisni~~ 4r~ ,° ~~~ ~~ ~~k "~'~~~ `~ ~~ ~`` x F [ f1~ d, '' r-+•.- [~ f ~ +. r fi,'~ ..Fw' ~ ~~n.., ' i i.~?1~fj f~[ rr-ej~'11;,~r'~. { t -.West Vall Redevelopment and the need for retaining retell ~~` 1 '~ expen`ditu'res ~ _ ~ ~~~ •' 'Housing for locally employed workersremains a priority ~ r -, _ •: ~. Focus on Economic Vitality ,. - , • ~Community:facilities should be evaluated'arid pursued • Reinforce the importance'of Vail Mountain as winter"brand," complimented by "cultural" environment in summer and fall • Address the Challenges of Developing New Leaders 70µ'NOF~ VAd/ RRC Associates, Inc. ss ,. } ~ -~ '~ PAIL iTHE,5TATEOFTHE°T,OWN ,~' ~ ` ~ .s4i~"' ~ a ~ 'y ~ *3 1 ~ `.. ~ s i~ 'yi ~ T, f ~ S.ry t u c~1 - ~ti.~, }„M1, ,1r~=~ , : a.. ~ ~,~~ ~ ~ _. JJt} (L ~(iLiC J ~ ±• ~ll3 ~ ~~' 9 k'i. .{ ~ iL [, . i ~.1 ' J ~ 1 ~.~ - - - t~ Thank~=Y.ou ~ s5 ]Uµ'NOF RRC Associates, Inc. VAIL -THE STATE OF THE TOWN TO: Members of the Vail Town Council and Staff FROM: Nolan Rosall and Chris Cares, RRC Associates, Inc. DATE: 12/9/05 RE: Introduction to the Focus Groups and State of the Town Discussion On Friday, as a part of your retreat we will be presenting the results from focus groups and other research conducted on behalf of the Town over the past several months. The purpose of these groups was to build on the results from the Community Survey, which was fielded last March, and to investigate opinions concerning ideas for the future and related priorities. Our goal will be to review both our findings on community sentiment and a summary of key trends and data that should be helpful towards grounding discussions on community planning and helping Council to set an agenda of key priorities for the coming year. RRC conducted a total of five focus groups together with a series of stakeholder interviews designed to gather input from diverse segments of the Vail community. Groups included members of the service workforce, the business community, long-time residents, second homeowners and Town staff. The goal of these sessions was to conduct similar, although somewhat customized, discussions across each of the groups, helping them to identify and prioritize issues and opportunities of greatest importance to them and the Town. In general, the tenor of the focus groups was positive and constructive. Participants seemed to appreciate the opportunity to offer feedback and they enjoy the many qualities of the Town as a place to live and recreate. One of the overarching findings from the discussions and research is the extent to which issues and priorities are intertwined. Discussions about housing frequently lead to mention of issues related to transportation, available land and the movement of residents down valley. These issues then often lead to the changing dynamic of "community" and issues related to regionalism. When the health of retailing is probed, issues of parking, down valley leakage and competition, the uneven draw of the mountain by day of week and season, the seasonality of visitation and the importance of marketing is noted. In other words, the topics identified as important to citizens through the focus groups defy simple compartmentalization. This complexity of issues will be one of the topics that will be described at your retreat; it should also be one of the goals of planning efforts by the Town. Vail should attempt to understand, prioritize and systematically chart a course through a complex set of issues and opportunities as the Town looks to the future. This is likely to be a goal of any community planning effort. Below we have provided a brief overview of the results from the focus groups. These are by no means the entire set of ideas and conclusions obtained from the discussions but they represent a summary of key themes that emerged across multiple groups. These topics will be further described and explored at the retreat, but we are providing you with an overview of these findings in advance. 1C1WN~'VAIL RRC Associates, Inc. VAIL -THE STATE OF THE TOWN Major Themes from Focus Groups Many changes and shifts in the demographic composition of the year-round population of the Town are occurring as .growth moves down valley. This is impacting the sense of community within the town. • Momentum for year-round residents is shifting down valley as social, retail and workforce activities continue to move. • The loss of the middle class, including professionals, business people, and families, in Town will continue to effect the sense of community. • Trade-offs and issues related to becoming an international resort community must be balanced with serving the needs of year-round residents. • Availability and development of affordable housing remains a challenge. • A need exists for community facilities and services for families and youth of residents and visitors. 1C1WN OF VAII. ' RRC Associates, Inc. z VAIL -THE STATE OF THE TOWN Major Themes from Focus Groups Several opportunities exist relative to the second homeowners, which relate to sense of community, parallel to expressed objectives of year-round residents. • Sense of community is a need among second homeowners. • Potential for greater use of properties by second homeowners exists. 70WNOFYAfI, ' RRC Associates,-Inc. 3 VAIL -THE STATE OF THE TOWN Major Themes from Focus Groups Areas of key infrastructure, essential to the long-term economic vitality, require reinvestment and upgrading. • Lack of adequate parking continues to be a major issue, significantly deterring residents and visitors coming to Vail from down valley. • Priority to improve the greenway along Gore Creek through the entire town. • A consensus on long-term solutions for I-70 related issues continues to be a priority. 1nWNOFVA[L ' RRC Associates, Inc. 4 VAIL -THE STATE OF THE TOW N Major Themes from Focus Groups The Town of Vail's dominance as a world-class international destination resort is driven by a few key factors: • The dominance of Vail Mountain, driven by continued investment and its unique identity, remain an important aspect of the Town's plan in creating aworld-class experience. • Opportunities to broaden and promote cultural programs exist through increased national and international marketing, improved and more integrated facilities and extended schedules. 1TIWNOFYAIL RRC Associates, Inc. 5 VAIL -THE STATE OF THE TOWN Major Themes from Focus Groups A transition in leadership from established founders of the town who have led the community since its creation in the mid 1960s and 1970s, to a new group of citizens will be occurring over the next several years. • The transition in leadership that will occur within the next five years poses a challenge as the majority of young professionals continue to move down valley. 1CIWNOFYAd ' RRC Associates, Inc. 6 VAIL -THE STATE OF THE TOWN Major Themes from Focus Groups The retail mix within the town requires attention so that it will remain strong and vital in serving the needs of both the visitor and year-round resident base. • Seasonality of business/economy hinders overall vitality. • The need to improve the retail mix in Town along with the need to i establish a strong relationship between the Town and the business community is essential to foster redevelopment . • Interests in the West Vail redevelopment remain community-oriented rather than high-end tourist-oriented. 7nWNOFYAIL ' RRC Associates, Inc.