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Home My WebLink About2006-02-21 Support Documentation Town Council Work SessionTOWN COUNCIL WORK SESSION VAIL TOWN COUNCIL CHAMBERS _ 75 S. Frontage Road W. Vail, CO 81657 1:00 P.M., TUESDAY, FEBRUARY 21, 2006 NOTE: Times of items are approximate, subject to change, and cannot be relied upon to determine at what time Councll will consider an item. 1. Matt Mire ITEM/TOPIC: Public Officials training for Town Council and appointed board members -Representatives from the Town's insurer,, Colorado Intergovernmental Risk Sharing Agency ("CIRSA"), will provide public officials training for the Vail Town Council and appointed board members. The presentation will include: a preview of loss control issues; a public officials liability presentation; and a presentation regarding practical quasi-judicial suggestions. Chris Krall, and Tami Tanoue from CIRSA will be present to make the presentation and answer questions. (2 hrs.) 2. George Ruther ITEM/TOPIC: PEC/DRB Update. (15 min.) 3. Russ Forrest ITEM/TOPIC: Vail Community Plan. (20 min.) BACKGROUND: The Town of Vail Community Visioning Selection Committee has selected four finalists from proposals received in response to the scope of work soliciting assistance with the facilitation and development of the Community Vision and Plan. On February 21~ from 8:00 a.m. to 12:00 p.m. in the Council Chambers, the Selection Committee will interview these four professional visioning and planning teams. and encourages the Town Council to attend and participate in this meeting. The purpose of discussion at the February 21 s~ Town Council work session is to: A. Provide Council an update on the selection process for a consulting and facilitation resource for the community plan. The Selection Committee may have a recommendation by the work session or may simply recommend several next steps to arrive at a finalist, and B. Review and approve a budget for the project. ACTION REQUESTED OF COUNCIL: Receive an update on the selection process and the proposed budget. 4• ITEM/TOPIC: Information Update. (10 min.) • Channel 5, Capital Grant Update. Channel 5 received a capital grant in '06 for the purchase of a Sony DSR-1500A Player/Recorder ($6,000) and a TB/Terabytes Drive ($2,200). The new general manager, Jon Donofrio, has found better prices, thus leaving a) balance of $1,806.05 (not including unknown shipping/handling charges). Channel 5 would like to use the balance to re-wire the switch room. An itemized list of additional purchases to this will follow. • Economic Advisory Council. • Smoking Ordinance Update. 5• ITEM/TOPIC: Matters from Mayor & Council. (10 min.) 6. Matt Mire ITEM/TOPIC: Executive Session, pursuant to: 1) C.R.S. § 24-6- 402(4)(a)(b)(e) - to discuss the purchase, acquisition, lease, transfer or sale of property interests and to determine positions, develop a strategy or instruct negotiators regarding the disposition of real property. Conference with Attorney and receive legal advice on specific legal questions. Re: Red Sandstone Elementary School. (20 min.) ~• ITEM/TOPIC: Adjournment. (4:15 p.m.) NOTE UPCOMING MEETING START TIMES BELOW: (ALL TIMES ARE APPROXIMATE AND SUBJECT TO CHANGE) THE NEXT VAIL TOWN COUNCIL REGULAR WORK SESSION WILL BEGIN AT TBD, TUESDAY, MARCH 7, 2006 IN THE VAIL-TOWN COUNCIL CHAMBERS. Sign language interpretation available upon request with 48-hour notification. Please call 479-2106 voice or 479-2356 TDD for information. PLANNING AND ENVIRONMENTAL COMMISSION PUBLIC MEETING February 13, 2006 ~o~raFOnII, PROJECT ORIENTATION -Town Council Chambers. PUBLIC WELCOME 1:30 pm 1. Staff memorandums were discussed with Commission members; no direction given. MEMBERS PRESENT Dave Viele Chas Bernhardt Doug Cahill George Lamb Rollie Kjesbo Bill Jewitt MEMBERS ABSENT Anne Fehlner-Gunion Site Visits: Driver: Public Hearing -Town Council Chambers 2:00 pm A request for final review of an appeal of an administrative action, pursuant to Section 12-3-3, Appeals, Vail Town Code, appealing the staff determination of an incomplete development application, 1146 Sandstone Drive/Lot A7, Block A9, Casolar Vail, and setting forth details in regard thereto. (PEC05-0096) Applicant: Eric Beringause, represented by Fritzlen Pierce Architects Planner: Matt Gennett ACTION: Upheld Staff Determination MOTION: Jewitt SECOND: Bernhardt VOTE: 5-0-1(Kjesbo recused) Rollie Kjesbo'recused himself from the item as he has a conflict of interest. Matt Gennett gave a presentation per the staff memorandum. Bill Pierce, representing the applicant, handed out a document with multiple exhibits and gave a presentation regarding the overall subdivision. On the map presented it was identified that there are several homes constructed on the site and two lots which are platted but not constructed. The applicant stated that the items being requested by staff are too onerous and an invasion of privacy in order to do GRFA calculations for other units. He stated that the Town's legal file clearly identifies that there is no GRFA remaining and Arthur Beringause, father of the applicant, stated that the current residence is small and difficult for his disabled son to maneuver around the home. He would like to make some changes to their existing home in order to make it easier for his son to come to the house: Not asking for pity or empathy or money just the ability to make some minor changes to their existing house. David Viele asked several questions regarding the possible re-platting of the property. He personally feels like requesting a resubdivision and asking for any associated variances regarded to have the plat comply with the Residential Cluster zone district. Page 1 Matt Gennett, stated that with the minimum lot size and minimum buildable lot area required in the Residential Cluster District it would be difficult to re-subdivide the parcel and have parcels which comply with the zoning. George Lamb believes there is a historic lineage leading to 1690 as the maximum GRFA. With the 225 and 250 having been built it is clear that the unit is over 1690 and the ability to come in for a variance is there. However, a survey of the immediate area will be needed to establish height, site coverage, etc. Bill Jewitt discussed the desirability of the association providing the survey.. He feels a survey is absolutely needed and is torn over whether or not 1690 sq ft of GRFA should be used as the standard. He further suggested doing the survey and determining the allowable GRFA. Then dividing the allowable GRFA by the. number of units and that would give the allowable GRFA for each unit. No use of GRFA by one unit would negatively affect another unit. This would require proper notification of all members of the association. The Commission directed staff to go back with the applicant and develop some fair and reasonable options. In general, the Commissioners stated that a topographical survey was necessary. 2. A request for a final review of a conditional use permit, pursuant to Chapter 12-16, Conditional Uses, to allow for the temporary use of the tennis facility for conferences and conventions, located at Special Development District No. 4, Cascade Village, Area A, 1300 Westhaven Drive, and setting forth details in regard thereto. (PEC06-0002) Applicant: Vail Cascade Resort and Spa, represented by Don MacLachlan Planner: Matt Gennett ACTION: Approved with condition(s) MOTION: Viele SECOND: Jewitt VOTE: 6-0-0 Matt Gennett gave a presentation per the staff memorandum. The applicant was not present. Jim Lamont, representing the Vail .Village Homeowners Association, asked about what could be done if parking became a problem. He also asked about how the traffic impact fee is assessed to a project which gets a yearly CUP to increase the number of trips. The Commissioners supported approval of the conditional use permit with the condition specified in the staff memorandum. 3. A request for a recommendation to the Vail Town Council of an amendment to the Lionshead Redevelopment Master Plan, pursuant to Section 2.8, Adoption and Amendment of the Master Plan, Lionshead Redevelopment Master Plan, to amend the Lionshead Study Area Boundaries and Chapter 5, Detailed Plan Recommendations, to include the study "West Lionshead" area, generally located at 646, 862, 890, 923, 934, 953, 1000, and 1031 South Frontage Road West/Lot 54 and Tract K of Glen Lyon Subdivision, Tracts C and D, Vail Village Filing 2,. and several unplatted parcels (a more complete legal description is available at the Community Development Department), and setting forth details in regard thereto. (PEC06-0008) Applicant: Vail Resorts Development Company, Town of Vail, and Glen Lyon Office Building General Partnership Planner: Warren Campbell ACTION: Tabled to March 13, 2006 MOTION: Lamb SECOND: Bernhardt VOTE: 5-0-1 (Viele recused) Dave Viele recused himself from the item as he is one of the applicants. Page 2 Warren Campbell gave a presentation per the memorandum. Jay Petersen, representing the applicant, gave some opening comments regarding the reason that an amendment to the Master Plan is being proposed. Bob Fitzgerald and Lou Bieker, representing the applicant, gave a power point presentation which visually depicted three scenarios for redevelopment. r Jim Lamont, representing the Vail Village Homeowners Association, discussed the Simba Run interchange and why it is critical and why the location is where it is along the .Frontage Roads. He continued by asking if the West Lionshead area would be included in the existing Lionshead TIF district in order to apply the funds collected to the Simba Run interchange. He stressed the importance of taking advantage of any potential future access to the mountain by snowcats. Some land use suggestions were that night clubs would be a good use for this new area as it could be designed to eliminate conflict between residential and louder entertainment clubs. He continued by stating that there wil be a need to create enough vitality to make the portal active and lively. Having transportation center elements on.the site would be beneficial. An analysis would be desired to show how it addresses the current traffic and circulation issues. r The Commission supported the realignment of the Frontage Road and subterranean parking. The status of the progress on working with Glen Lyon regarding Tract K was a topic of discussion. The Commission supported making Red Sandstone Creek an attractive feature in any redevelopment. The opportunity here is exciting and the possibility of creating an exciting new place is a reality. Mass transportation between structures important, such as an express bus.. Discussed scale, bulk, and mass needing to step down as you go south and west. Bill Jewitt discussed employee housing and that a better option than building on-site would be to contribute some funds to Timber Ridge. Need to examine spring and summer options for utilizing the parking during the off-seasons, suggested a busing system. Discussed concerns about the retail area and mix for this proposed new portal. More time needs to be spent on studying retail. 4. A request for a recommendation to the Vail Town Council of an amendment to the Vail Land Use Plan map, pursuant to Section 8-3, Vail Land Use Plan, to designate the Lionshead Redevelopment Master Plan area, and setting forth details in regard thereto. (PEC05-0098) Applicant: Town of Vail Planner: Warren Campbell ACTION: Recommendation of approval MOTION: Viele SECOND: Kjesbo VOTE: 6-0-0 Warren Campbell gave a presentation per the staff memorandum. There was no public comment. The Commission was supportive of the application. 5. A request for a final review of a major exterior alteration, pursuant to Section 12-7J-12, Major Exterior Alterations or Modifications, Vail Town Code, to allow for the construction of the Timberline Lodge, located at 1783 North Frontage Road/Lots 9-12, Buffehr Creek Subdivision, and setting forth details in regard thereto. (PEC05-0080) Applicant: Timberline Roost Lodge, LLC, represented by Mauriello Planning Group, LLC Planner: George Ruther ACTION: Tabled to February 27, 2006 Page 3 a MOTION: K~~esbo SECOND: Lamb VOTE: 6-0-0 6. An appeal of an administrative interpretation, pursuant to Section 12-3-3, Appeals, Vail Town Code, for clarifications to the provisions of Chapter 12-15, Gross Residential Floor Area, Vail Town Code, and setting forth details in regard thereto. ' Applicant: Town of Vail Planner: Bill Gibson ACTION: Withdrawn ' 7. A request for a final review of a variance from Section 12-6D-6, Setbacks, Vail Town Code, pursuant to Chapter 12-17, Variances, Vail Town Code, to allow for a residential garage addition, within the side setback, located at 1673 Matterhorn Circle/Lot 20, Matterhorn Village, and setting forth details in regard thereto. (PEC06-0006) Applicant: Daniel Kondos, represented by Stuart Brummett Design Studio Planner: Bill Gibson ACTION: Withdrawn 8. Approval of January 23, 2006 minutes MOTION: Jewitt SECOND: Kjesbo VOTE: 6-0-0 9. Information Update • ~ West Vail Plan -Next Steps 10. Adjournment MOTION: Kjesbo SECOND: Lamb VOTE: 6-0-0 The applications and information about the proposals are available for public inspection during regular office hours at the Town of Vail Community Development Department; 75 South Frontage; Road. The public is invited to attend the project orientation and the site visits that precede the public hearing in the Town of Vail Community Development Department. Please call (970) 479-2138 for additional information. Sign language interpretation is available upon request with 24-hour notification. Please call (970) 479-2356, Telephone for the Hearing Impaired, for information. Community Development Department Published February 10, 2006, in the Vail Daily. J ,5 'r Page 4 DESIGN REVIEW BOARD AGENDA February 15, 2006 ,~~~,~ , 3:00 P.M. PUBLIC MEETING PUBLIC WELCOME PROJECT ORIENTATION /LUNCH -Town Council Chambers MEMBERS PRESENT Sherry Dorward Pete Dunning Lynne Fritzlen SITE VISITS 1. Alphorn Condominiums -121 West Meadow Drive 2. Town of Vail /Pedestrian Bridge -183 Willow Bridge Road 3. Vail Transportation Center, US Postal Service Annex - 241 East Meadow Drive 4. Lindsey and Andrews Residences - 3947 Lupine Drive, Units A and B MEMBERS ABSENT Joe Hanlon Margaret Rogers Driver: Matt 1:30pm 2:OOpm PUBLIC HEARING -TOWN COUNCIL CHAMBERS 3:OOpm Alphorn Condominiums DRB05-0595 Elisabeth Final review of a minor alteration (roof) 121 West Meadow Drive/Resubdivision of Lot D, Vail Village Filing 2 Applicant: Alphorn Condominiums, represented by Margie Kell ACTION: Tabled to March 1, 2006 MOTION: Fritzlen SECOND: Dorward VOTE: 3-0-0 CONDITION(S): 2. 9 Vail Road [3RB06-0009 Elisabeth Conceptual review of a minor alteration (interior and exterior renovations) 9 Vail Road/Lot 96, Vail Village Filing 2 Applicant: 9 Vail Road Condominium Association, represented by Gwen Scalpello Conceptual review; no vote 3. Lindsey Residence DR606-0017 Elisabeth Final review of a residential addition (bedroom, living room, loft) 3947 Lupine Drive, Unit A/Lot 2, Block 1, Bighorn Addition 1 Applicant: Douglas Lindsey, represented by Sean Garrett Architecture, LLC ACTION: Approved with conditions MOTION: Fritzlen SECOND: Dorward VOTE: 3-0-0 CONDITION(S): 1. No temporary certificate of occupancy shall be granted for work associated with DRB060017 or DRB060018 unless the opposing half of the duplex has begun construction according to the proposed plans approved on February 15, 2006. Page 1 2. The applicant shall ensure that the plans submitted for building permit indicate that the exposed concrete retaining wall at the east half of the duplex shall be finished with stucco to match the stucco proposed for the building faces. 4. Andrews Residence DR606-0018 Elisabeth Final review of a minor alteration (exterior changes) 3947 Lupine Drive, Unit B/Lot 2, Block 1, Bighorn Addition 1 Applicant: Rich and Christine Andrews, represented by Sean Garrett Architecture, LLC ACTION: Approved with conditions MOTION: Fritzlen SECOND: Dorward VOTE: 3-0-0 CONDITIONS: 1. No temporary certificate of occupancy shall be granted for work associated with DRB060017 or DRB060018 unless the opposing half of the duplex has begun construction according to the proposed plans approved on February 15, 2006. 2. The applicant shall ensure that the plans submitted for building permit indicate that the exposed concrete retaining wall at the east half of the duplex shall be finished with stucco to match the stucco proposed for the building faces. 5. Town of Vail DRB06-0021 Bill Final review of a minor alteration (pedestrian bridge) 183 Willow Bridge Road/Tract 1-A, Vail Village Filing 1 Applicant: Town of Vail ACTION: Approved MOTION: Fritzlen SECOND: Dorward VOTE: 3-0-0 6. Town of Vail ,pRB06-0019 ~ Matt Final review bf a sign (US Postal Retail ,Space) 241 East Meadow Drive/Lots B & C, Block 5D, Vail Village Filing 1 Applicant: Town of Vail, represented by Matthew and Diane Ehrlich ACTION: Approved MOTION: Dorward SECOND: Fritzlen VOTE: 3-0-0 CONDITION(S): 1. Applicant shall submit to staff specific design(s) of proposed sign(s) which demonstrate compliance with the technical requirements of Title 11 . 7. Heckmann Residence DRB06-0026 Elisabeth Conceptual review of new construction (single family residence) 1783 Shasta Place/Lot 14, Vail Village West Filing 2 Applicant: Chris Heckmann Conceptual review; no vote Staff Approvals Millar Residence DRB06-0025 Final review of change to approved plans (window) 2199 St. Moritz Way/Lot 5, Vail Heights Filing 1 Applicant: THD ~olorado, Inc. Bill Page 2 ~1 Town of Vail DRB06-0028 Elisabeth Final review of change to approved plans (Wall Street fire feature) 227 Wall Street/unplatted Town of Vail, represented by Todd Oppenheimer 1082 Riva Glen Road LLC DRB06-0023 Elisabeth Final review of a minor alteration (hot tub, patio) 1082 Riva Glen toad/Lot 3, Spraddle Creek Estates Subdivision Applicant: Leo Vecillio, Jr., represented by Stuart Smith Glazier Residence DRB06-0029 Bill Final review of a residential addition (window) 680 West Lionshead Place, Unit 705/Lot 3, Vail Lionshead Filing 3 Applicant: Laura Glazier, represented by Architectural Services, PC The applications and information about the proposals are available for public inspection during regular office hours in the project planner's office, located at the Town of Vail Community Development Department, 75 South Frontage Road. Please call 479-2138 for information. n r Sign language interpretation available upon request with 24 hour notification. Please call 479-2356, Telephone for the Hearing Impaired, for information. Page 3 MEMORANDUM TO: Town Council FROM: Community Development Department DATE: February 21, 2006 SUBJECT: Vail Community Vision and Plan Staff: Stan Zemler, Russ Forrest, Suzanne Silverthorne, Rachel Friede, Elisabeth Eckel, Greg Hall I. PURPOSE. The Town of Vail Community Visioning Selection Committee has selected four finalists from proposals received in response to the scope of work soliciting assistance with the facilitation and development of the Community Vision and Plan. On February 21St from 8:00 a.m. to 12:00 p.m. in the Council Chambers, the Selection Committee will interview these four professional visioning and planning teams and encourages the Town Council to attend and participate in this meeting. The purpose of discussion at the February 21 S` Town Council work session is to: A. Provide Council an update on the selection process for a consulting and facilitation resource for the community plan. The Selection Committee, consisting of staff listed above and Town Council representatives Mark Gordon and Kent Logan, may have a recommendation by the evening meeting or simply recommend several next steps to arrive at a finalist, and B. Review and approve a budget for the project. II. BACKGROUND In the process of its extensive redevelopment, the Town is currently addressing many issues such as circulation, housing, recreation, and land use, which transcend neighborhoods and have regional implications. In spite of undergoing extensive redevelopment, the Town must clarify its goals and related actions for the next fifteen to twenty years. An understanding of the community's values provides the basis for developing a vision and ultimately a community plan. To provide a foundation for clear decision-making based on community needs, similar resort communities such as Aspen, Whistler, Breckenridge, Park City and Steamboat Springs have developed Community Visions and Community Plans. These visions and plans have helped to define the community's future based on a shared set of values, identified goals, and prioritized actions. At their December 16t" retreat, the Town Council discussed the need to identify the vision for the future of Vail based on a clear set of community values. The Town Council indicated the need to develop a vision and community plan through the solicitation of community input in order to create a strategic plan to obtain the publicly held vision for Vail's future. The Council discussed the need to develop recreational, housing, economic, and transportation strategies, all of which are interrelated with land use, and to make sure that these strategies and other polices are integrated with- each other. On January 3, 2006, the Vail Town Council approved the following goals for the Community Plan project: • Identify shared values in the community. • Develop a process. to create a clear and vivid vision of Vail's future. • Develop an integrated community plan that addresses housing, natural resource management, economy, recreation, public facilities, and other issues critical to the community, which will create an effective coordinated strategy for Vail's future. • Build upon planning processes from other communities and Vail. • Process will be participatory and focus on listening and community involvement On January 17th, 2006, the Town Council approved a scope of work that would solicit a facilitator for community participation and a consultant that would assist Town Staff in drafting the vision and community plan (Attachment A). The scope of work was published on numerous websites and distributed to known experts in this field. By the February 8, 2006 deadline, the Town received fourteen proposals, which were reviewed by the Selection Committee on Monday, February 13, 2006. Of the fourteen proposals submitted, the Selection Committee selected four of the . proposals that seemed best suited to the Town's -needs for interviews on February 21 sc SCOPE OF WORK AND SELECTION PROCESS Of the fourteen proposals submitted, the .Selection Committee chose four proposals that are best suited to the Town's needs (see Attachment B). The Town of Vail received proposals from ACP Visioning and Planning with Clarion Associates, CDR Associates, Design Workshop, Elk Moutains Planning Group with Stan- Clawson, Giffordson Solutions, Intermountain Corporate Affairs, Kennedy, Coulter, Rushing and Watson, Keystone Center, National Civic League, Osprey Group, Rita Schweitz Facilitating and Consulting, RRC Associates, Urban Land Institute, and Winter and Company. Prices ranged from $9,000 to $115,000 for some or all of the tasks requested. Tie Selection Committee evaluated the proposals based on the following criteria: • Quality/Reputation of firm • Firm's related experience in community facilitation • Quality of physical. proposal • Cost • Timeliness • Overall scope of firm's proposal (visioning strengths, planning strengths, or both) The four selected teams are ACP Visioning and Planning with Clarion Associates, Design Workshop, The Elk Mountains Planning Group, Inc. with Stan Clauson and Winter and Company. The Committee decided that these firms exhibited appropriate strengths in both the visioning and planning aspects. Additionally, other communities have been satisfied with the products these firms have provided them in similar exercises. Staff is also considering visiting several of these communities, such as Breckenridge, Aspen and Steamboat, to examine the lasting impact of the teams' projects. All Council members are invited to participate in the interview process with the Selection Committee, which will occur from 8 a.m. to 12 p.m. on Tuesday, February 21 sc in the Town Council Chambers. The Selection Committee may have a recommendation by the work session or simply recommend several next steps to arrive at a finalist. IV. BUDGET The Town of Vail currently has $50,000 budgeted for Master Planning (excluding the West Vail Plan) in the 2006 budget. However, when the budget was drafted, the community plan was not included in this estimate of ,spending. Comparable budgets from other communities have ranged from $125,000 (6-10 months process) to $250,000 (1 year - 1'h year process). Staff proposes asix-month process and plans to utilize consultants judiciously. The resources anticipated for this process include: A. Facilitation of the community and goal area meetings, B. Consultant services for document preparation and augmenting staff with planning needs for community meetings, C. Limited RRC Associates involvement to refine the State of Vail Plan, D. Publication and copying costs, and E. Promotion and communication costs for advertising public meetings. The proposed budget based on reviewing the proposals is as follows: ,~ Vail Community Plan Budget Description Value Assumptions Facilitation & Plan $ 90,000 Based on roposals Refine Stat of Vail -RRC $ 10,000 Cost of Task A from RRC Communication $ 15,000 Cost for Web, Direct Mail pieces, and other communication costs provided by Suzanne Silverthorne Meetings, Copying, Misc., Contingency $ 10,000 Based on other comparable projects with significant community involvement Total $ 125,000 Staff would request input on this budget which would be reflected in the next supplemental budget. The supplement as proposed would be for $75,000. V. NEXT STEPS r Proposed next steps include: A. Obtain budget approval for the project. B. Select a team from the four finalists. C. Enter into.a contract with the selected facilitation and consulting team. D. Finalize a schedule for the community plan process with the selected consultant. E~. Meet with and invite. strategic partners to participate in the process. F. Refine the State of Vail Report with RRC Associates. VI. ATTACHMENTS A. Scope of Work B. Copies of proposals from four candidates C. Vail Tomorrow materials (for reference only) 4 Attachment A Scope of Work Development of a Community Plan for the Town of Vail, Colorado January 26,' 2006 1. INTRODUCTION The Town of Vail has celebrated its 40th year as an incorporated Town and is currently going through an unprecedented amount of redevelopment valued at over one billion dollars. Vail has not initiated community and/or land use planning for more than six years. With a Land Use Plan which is now over fifteen years old, the Town needs a strategic plan which provides a strong foundation for maintaining Vail's premier position as a resort community. To provide a foundation for clear decision-making based on community needs, similar resort communities such as Aspen, Whistler, Breckenridge, Park City and Steamboat Springs have developed community plans. Their plans define the community's future based on a shared set of values, goals, and prioritized action. While dealing with a substantial amount of development, the Town is simultaneously being. asked to deal with many interrelated issues such as circulation, housing, recreation, and land use, which transcend neighborhoods and have regional implications. The Town must seek clarity regarding it's goals ,: for the next fifteen to twenty years. It must have a clear set of values to which its actions may be related. Understanding the community's values (quality of life, preservation of the natural environment, a safe secure place to live and raise a family) provides the underpinning of developing the Town's vision and ultimately the Town's Community Plan. In December, the Town Council indicated a need to develop a community plan from the solicitation of community input in order to define a clear and vivid future for Vail. The Council discussed the need to develop recreational, housing, economic, and transportation/circulation strategies, all of which are interrelated with land use. The work that is already underway has illustrated the need to move forward in a more coordinated. fashion. For example, the housing strategy being developed by the Housing Authority attempts to consider the implications of parking and traffic volume as .challenges facing affordable housing. Recreational planning could interrelate with the overall parking strategy, i.e. Ford Park and land use opportunities in West Vail or West Lionshead. The following questions help frame the challenges: • Does the Town have a clear vision of where it needs and wants to be in 15-20 years? • Is that vision based on a clear set of community values? • Does the Town understand the interrelationships and opportunities of housing, land use, transportation, recreation and our economy? • Are there clear regional opportunities to work with other jurisdictions on these matters? • Does the Town have a clear and current foundation or framework for decision-making and determining which projects have the highest priority for limited town resources? • How will the Town proactively provide a process for allocating the $7 million from the conference center fund? • How does the Town develop a strategy that addresses both the. issues the community raised in recent focus groups and the local, regional and national trends that will affect the community in the future? On January 3, 2006 the Vail Town Council approved the following goals for the Community Plan scope of work: • Identify shared values in the community. • Develop a process to create a clear and vivid vision. of.Vail's future. • Develop an integrated community plan that addresses housing, natural resource management, economy, recreation, public facilities, and other issues critical to the community which will create an effective coordinated strategy for Vail's future. • Build upon planning processes from other communities and Vail. • Develop a participatory process which focuese on listening and community involvement. II. SCOPE OF WORK The following is a summary of a proposed scope of work for completing the Community Plan. The purpose of this summary is to provide Staff and Council with an understanding of the proposed product, schedule, and the necessary consultants required to complete this scope of work. Task A: State of Vail Report Necessary to all future discussions will be accurate and pertinent facts regarding specific issues that have affected the Town of Vail and will influence its future. Examples of these areas include: a) Micro and macro economic trends affecting Vail and similar resort communities b) Housing Trends and Projections c) Demographic Trends d) Land Use Issues and Trends e) Ski Industry Trends f) Natural Resources Needs and Opportunities g) Recreational Needs and Opportunities h) .Transportation and Circulation Trends and Projections Town Staff and RRC Associates will refine the State of Vail Report to articulate the current issues which may have an effect on Vail in the future. The presentation will also be made available electronically on the Town of Vail website (http://www.vailgov.com). In addition, information from other resort communities on their successful approach to such challenges will be incorporated. The following is a brief summary of available information regarding each of the aforementioned key issues: 1) Economic Trends: The Town of Vail is initiating an economic council to convene. and develop an economic strategy. A major challenge lies in addressing the seasonality of our resort economy. Vail has created a marketing district to fund the summer and shoulder seasons but valley-wide marketing cooperation has been problematic. In addition, it is apparent that providing a diversity of amenities will be critical in maintaining Vail's competitive edge while the growth of skiing diminishes alongside an aging demographic. RRC has prepared a significant amount of information on the economy and industry trends. Staff will work with RRC to integrate economic trends with the Town's fnancial projections to illustrate the future financial picture for the Town of Vail. 2) Housing Trends and Projections: There is now significant information on affordable housing needs. and many options exist for addressing those needs. A rough framework for a housing strategy will be available by the time a consultant is engaged. The consultant is expected to help integrate this housing strategy into the Community Plan and refine the strategy as needed. 3) Demographic Trends: These trends have been well documented by RRC and the Northwest Colorado Council of Governments. 4) Land Use Issues and Trends: Land use planning for many areas . of the Town is outdated. Also, the Town's plans are not well integrated. The Town of Vail created a Land Use Plan in 1987. It also has numerous other plans focusing on topics such as open space, transportation & circulation and art in public places, which make up the Town of Vail Comprehensive Plan. The Town is also working on two sub-area plans for the areas that lie within West Lionshead and West Vail. 5) Ski Industry Trends: This has been well documented by RRC. The primary issue that may need further attention is the need for diversification of the Town's economy and amenities in order to remain competitive in the future. 6) Natural Resource Needs and Opportunities: The Town of Vail has prepared a report card on environmental performance. The Town has a solid history of protecting open space (1/3 of land area), improving air quality, and water quality. However, much progress remains to be made in regard to energy conservation, waste management, recycling, and green construction. 7) Recreational Needs and Amenities: The Vail Recreation District runs the recreational programs within the Town of .Vail, while the Town owns the land and facilities dedicated to those recreational programs. Improving that working relationship is a major priority of the Town and the Vail Recreation District. The Town has an abundance of outdoor recreation with. skiing, hiking, biking, kayaking, rafting, and many other outdoor opportunities. Indoor recreational opportunities include a gymnastics facility, a youth center, ice skating rinks and private athletic clubs and pools. Discussions have begun between the Town of Vail and the Recreation District regarding the need for a recreational strategic plan but the determination of recreational goals and objectives should be based on community needs and input. 8) Transportation & Circulation: The Town is in the process of updating its transportation plan. With a growing County population and an increase in the number of jobs within the Town itself, it is anticipated that transit use will increase. Traffic generation rates are currently being updated to reflect proposed new developments in Vail. In addition, the Town of Vail has been very active in a coalition of .Western Slope communities and counties on the I-70 corridor whose basic concerns regard iricreased traffic on I-70 and the impacts associated with that increase. Discussions are underway regarding under-grounding the Interstate which could make available approximately 500 acres of land area in the Town of Vail. Timing: ^ Staff will work with RRC to refine the State of Vail Report ^ Initiate process on January 18tH ^ Complete refinement of the State of Vail report by March 1St ^ Review Report with the Vail Town Council on March 7, 2006. TASK B: RESOURCE PROCUREMENT: FACILITATION AND REPORT DEVELOPMENT While Task A is being completed by RRC and staff, staff will work with the. Town Council to solicit proposals for a facilitator (The Facilitator), and an individual to help develop written documents (The Consultant). Staff proposes to obtain competitive proposals to aid in the facilitation of Task C and the meetings outlined in Task D. Furthermore, staff anticipates the need for an additional resource to assist in the plan development: Staff would obtain proposals from and interview those resources working with the Town Council. ~ Staff proposes to find the best resources via references from other resort communities and organizations such as the Urban Land Institute. Timing: ^ Initiate process on January 18~' ^ Proposal will be due by February 8~' at 5:00 p.m. TASK C: VAIL'S VISION The facilitator will be required to solicit input from the community and develop a future vision for Vail. This vision will provide the vivid picture of a desirable future for Vail. Careful and creative facilitation wi11 be required to work with the community in one or two public meetings to create a vision and define goal areas. The facilitator will prepare the results of this task in a hard copy and electronic copy for inclusion on the web to solicit input from community members and second homeowners. Specific tasks include: 1) Working with staff to ensure that all community stakeholder groups are invited to participate in the process. Individual one-on- one meetings may be required prior to the community/public meeting(s). Regional participation will be required. Strategic partners (i.e. Vail Recreation District, Vail Resorts, Vail Valley Medical Center, Eagle County, U.S. Forest Service, Vail Valley Foundation etc.) should be asked to publicly support and participate in the community plan. 2) Providing informational materials developed in Task A and assisting in the presentation of those materials to ensure discussions are grounded iri facts. '- 3) Facilitating one or two public meetings which result in: • Vivid descriptions of Vail's future based on a set of accepted community values. • Specific goals to develop into action plans.. Timin • Initiate plans for the visioning process by February 21St • Invitations for community meeting begin at the beginning of March. • .Tentatively plan for a community visioning meeting in the 1St week of April, 2006. TASK D: COMMUNITY PLAN 1) The final product involves developing specific actions for the goal areas identified in the community visioning process. Prioritization of actions and resource needs as well as a specific plan to implement such actions will be necessary. The Town envisions hosting meetings focused on specific topics; i.e. housing, natural resources etc. Staff recommends that the Town Council is represented within each of these groups. Between three and four meetings will create the following: Refinement of general goals from the public meeting from Task C. Development of more specific objectives i • Creation of a specific Action Plan (Task, Time frame, Resource needs). The Action Plan is anticipated to be strategic and specific in nature. i 2) The facilitator and consultant shall provide coordination between various topics to ensure that any inconsistencies between !areas are identified and resolved. 3) The consultant shall provide a draft Community Plan for review and approval by the Vail Town Council. The Planning and Environmental Commission shall also review the draft and provide a recommendation to the Town Council. It should be anticipated that copies of the draft would be provided to various working .groups for each goal area. The draft shall include: • A written summary of the values, vision, and ;goals identified in Task C. ~ • A summary of the information developed in Task A, a task which was critical in developing a vision and the action plan outlined in Task D.1. ' • A detailed, prioritized Action Plan and recommendations related to its implementation. ~ ' The consultant should anticipate posting the draft on the Town's web page and responding to input from the public on the; draft. Staff will work with the consultant to address any conflicting comments: For major substantive conflicts generated by comments, the. Vail Town Council shall provide input on resolution. i 4) With input from the Community, the Planning and Environmental Commission, and Vail Town Council, the consultant and Town Staff will prepare a final draft for approval by the Planning and Environmental Commission and the Vail Town Council, which will be considered complete when the plan is approved by the Vail Town Council. Timing • This task will begin immediately after Task C is completed. • This is anticipated after the first week in April. • Task D.3 should be completed by June 201''. o THE CANDIDATE'S QUALIFICATIONS Provide an organizational chart showing the proposed staffing of this project by your firm, and the relationship to the Town of Vail, design feam and contracting team. Provide the qualifications of the proposed operations and management expertise on the team, as follows: • An overview of the firm including, but not limited to, time in business, number of personnel on staff, accounting personnel on staff, and administrative support personnel. • Current resume of the project manager that outlines experience related to managing and facilitating a community plan. Specific examples should include major community projects managed by the project manager, together with the client name and contact information for each project shown. • Current resume of all the associates and any other sub contractors that would facilitate the public process and/or work on a community plan as described above. Specific examples should include major community projects. • Minimum number of hours per week each individual will be dedicating specifically to this project until its completion. o PROPOSAL SUBMITTAL A. The firm's anticipated fee must be submitted and clarification of which service (as described in II.B) the firm is providing for. . 8. Proposals should include a recommended approach to achieving the goals of this scope of work. Please provide alternative approaches from those described in Task C if it is felt that they better achieve the goals of this scope. C. Show a basis for calculating this fee, including anticipated staff time, by hours per week, devoted to this project, broken out by individual. D. Separately, show all associated reimbursable costs for providing these services (e.g. office space, phone, trave% reproduction, etc.). E. Provide an itemized list and a proposed cost (either lump sum or hourly rate) for optional services that maybe of benefit fo the Town of Vail but are not identified in the scope of work. Please recommend any approaches fhat would be useful in engaging stakeholders and facilitating the community process described above. F. Provide the hourly rate schedule for individuals proposed in this project to be used if the TOWN OF VAIL wishes to increase the scope or frequency of services. G. 12 copies of the proposal should be submitted to Russell Forresf, Town of Vail, 75 South Frontage Rd, Vail, CO 81657 by 5:00 p. m. on February 8, 2006. Any questions should be emailed to n`orresf@vailgov.com. 6. 7. SCHEDULE ; Council authorization to forward scope to qualified candidates January 18, 2006 Proposal and cost estimate submittal deadline February 8, 2006 Oral interviews with Staff February 14, 2006 Interviews with Selection Committee February 21, 2006 * Interview and Selection dates are subject to change GENERAL CONDITIONS i A. Limitations and Award: This scope of work does not commit the Town of Vail to award or contract, nor to pay any costs incurred in the preparation and submission of qualifications in anticipation of a contract. The Town of Vail reserves the right to accept or reject all or any submittals received as airesult of this request, to negotiate with all qualified sources, or to cancel all or part of the scope of work. After a priority listing of the final firms is established, the Town of Vail will negotiate a contract with the first priority firm. If negotiations cannot be successfully completed with the first priority firm, negotiations will be formally terminated and will be initiated with the second most qualified firm and, likewise, with the remaining firms. B. Selection: Initial evaluation will be based upon the qualifications of the applicant. The Town of Vail reserves the right to not interview, and to ~~ make final consultant selection based upon the qualification statements and cost estimate. C. Equal Employment Opportunity: The selected consultant will not discriminate against any employee or applicant for employment because of race,' color, religion, sex, or national origin., r`~ '~ p-ttachment B ~~~ Town of Vail, Colorado VISION & STRATEGIC COMMUNITY PLAN PROPOSAL IN ASSOCIATION WITH CLARION ASSOCIATES FEBRUARY 8, 2006 ASP VISIONING PLANNING February 8, 2006 Town of Vail 75 South Frontage Road Vail, Colorado 81657 Re: Proposal for the Vision and Strategic Community Vision Project /Town of Vail, Colorado Dear Selection Committee: On behalf of ACP-Visioning & Planning, Ltd. and Clarion Associates, I would like to thank you for the opportunity to submit our proposal for design and facilitation of the Vision and Strategic Community Plan for the Town of Vail As you will see from our qualifications, ACP is a pioneer in the field of visioning, is recognized nationally for its efforts, and has extensive experience in working with complex projects. Clarion brings national, regional, and local , expertise to the project in a variety of disciplines, but particularly with community inventory and analysis, land use and growth management planning, development standards and zoning codes, and public participation processes in , mountain communities. This opportunity is particularly appealing to our interests and aligned with our experience due to the Town's emphasis on incorporating meaningful public involvement, especially in respect to hard-to-reach constituencies. Highlights of our proposal include: . Pioneering Success ..: In Chattanooga, Tennessee-considered by many to be the model for successful community visioning-ACP designed and facilitated a program that engaged thousands of residents in a process that transformed that community in a remarkable and profound way. Beginning in the mid-1980's and updated in the early 1990's, the pioneering visioning efforts in Chattanooga established the standard by which other communities have conducted their visions. ACP projects have received numerous awards, including the first American Vision Award from the American Planning Association (Imagine New York, World Trade Center, 2003). Inclusive, Implementation Minded Approach ... ACP's approach and scope of work reflect a desire to create a town-wide dialogue about community issues and values. This dialogue will be a highly inclusive process, designed to attract and engage a broad cross-section of the town's population and stakeholders. The dialogue will be distilled into an implementable community plan. Issues Unique to Resort Towns ...The ACP/Clarion team has experience in places like Steamboat Springs, Santa Fe, Myrtle Beach, Pagosa~ Springs, Kona (Hawaii), Ogden, and Manatee County (Florida) working with issues- such as highly fluctuating populations and part-time residents-unique to resort towns. We appreciate your consideration of our proposal and hope we have the opportunity to work with the Vail community. Sincerely, ~.~ Gianni Longo Principal ACP-Visioning & Planning, Ltd.. 636 Broadway • Suite 1218 • New York, New York 10012 •212/965-06900 • Fax 212/965-0470 • www.acp-planning.com Table of Contents, 1. Qualifications A. Team Overview B. Organizational Chart C. ACP Profile D. Clarion Profile E. Project Manager Qualifications F. Team Member Qualifications G. Relevant Projects 2. Approach and Work Program 3. Project Cost 1.1 1.1 1.2 1.3 1.4 1.5 1.6 1.10 2.1 3.1 www.acp-planning.com Town of Vail, Colorado 1. Qualifications A VISION AND STRATEGIC A. Team Overview COMMUNITY PLAN FOR THE The team of ACP-Visioning & Planning, Ltd. and Clarion Associates TOWN OF VAIL, COLORADO offers the Town of Vail an outstanding•group of planning professionals to creatively, efficiently and effectively develop a Vision and Strategic Community Plan. ACP's national expertise in integrating visioning with physical planning-especially with engaging difficult to reach populations- . complemented by Clarion's local and resort-specific knowledge form a team that is able to comprehensively address Vail's unique. challenges. ACP-Visioning & Planning, Ltd. (ACP): ACP will serve as project manager and will oversee the entire project (Tasks B, C and D). ACP will have specific roles in visioning, public participation, facilitation, physical planning issues, adoption support, and report development. Clarion Associates (Clarion): Clarion's Fort Collins office will provide extensive local and resort-specific planning expertise. Clarion's involvement will primarily be focused on the Community Plan (Task D), with input on document preparation and the Vision (Tasks B and C). ` This chapter details ACP and Clarion's qualifications, including: • Organization Chart • ACP Profile • Clarion Profile • Project Manager's Qualifications • Team Member Qualifications • Relevant Projects www.acp-planning.com Town of Vail, Colorado ~,1 Qualifications B. Organizational Chart '1 Jennifer Lindbom, AICP Senior Planner Gianni Longo Principal Benjamin Herman, AICP Suzanne Nienaber Vice President/Principal Planner (ACP) Lesli Kunkle-Ellis Senior Associate Jamie Greene, AIA, AICP Principal Suzanne Nienaber Planner Kim Littleton, AICP, MBA_ Senior Planner Jeremy Rowan Planner www.acp-planning.com Town of Vail, Colorado 1.2 Qualifications Imagine New York, one of the broadest public participation efforts to help plan the redevelopment of the World Trade Center and Lower Manhattan, won the 2003 American Vision Award and was recently acknowledged as one of the Top 25 Planning Stories Worldwide in the past 25 years by the American Planning Association. C. ACP Profile ACP-Visioning & Planning, Ltd. was formed to improve the livability of communities through the integration of visioning, strategic and physical planning, and related services. The firm helps to empower individuals, municipalities, community groups, businesses, foundations and public institutions to join forces and enhance the livability of the communities in which they live. The collaborative approach is one that ACP stresses in all projects -working hand-in-hand with the public, political leadership, professional staff and steering committee. This type of collaboration ensures that the final plan is responsive to the community, meets locally defined needs and is implementable through broad-based community ownership. ACP has strong national experience in the areas of public involvement and physical planning for a range of community types, including experience in communities that have strong interest in environmental protection, land consumption, fiscal impacts of land use, efficient transportation choices, appearance of the physical environment, and cooperative planning among multiple jurisdictions. The firm has gained national recognition for its projects in Chattanooga, Tennessee, Birmingham, Alabama, the New York City region, metropolitan Washington D.C., Myrtle Beach, and Hamilton County, Ohio. In Ogden, Utah, ACP helped to prepare the community for the 2002 Olympic Games, conducting a Vision, Comprehensive Plan and Urban Design Plans. ACP also assisted the Santa Fe community in the creation of Area Plans that emphasized public participation and visualization. Imagine New York: Giving Voice to the People's Visions, one of the largest public participation efforts to help plan the redevelopment of the World Trade Center and Lower Manhattan, was awarded the 2003 American Vision Award and was recently acknowledged as one of the Top 25 Planning Stories Worldwide in the past 25 years by the American Planning Association. Nearly 4,000 people from three states contributed to 250 Imagine New York workshops and 25 charrettes over four months. In May of 2004, Region 2020 (Birmingham, Alabama) received a national Regional Stewardship Award from the Alliance for Regional Stewardship. This was the first year the organization has conferred awards for exemplary examples of collaborative efforts. ACP designed and facilitated the vision process and guided the formation of a new implementation organization. Hamilton County, Ohio has 49 separate jurisdictions that are working together to create a vision and comprehensive plan for the County. NACO (National Association of Counties) awarded the ACP-facilitated Hamilton County Community COMPASS Youth Forum an Achievement Award, a distinction that recognizes innovative programs that contribute to and enhance community government in the United States. The Ohio Planning Conference (the Ohio chapter of APA) awarded Community Compass the 2003 Outstanding Community Planning Award. www.acp-planning.com Town of Vail, Colorado 1.3 ACP's planning work was included in this very successful Urban Land Institute book (2002). Qualifications Services ACP provides a broad range of planning services to cities, counties, and regions. The heart of the firm's methodology, the hallmark of linking public participation and strategic implementation, is based on nearly 20 years of expertise in community planning and visioning. ACP services include: • Visioning and Public Involvement • .Strategic Planning • Comprehensive Planning • Facilitation ' • Urban Design Organization ACP is a limited liability company organized under Ohio law and has been in business for nine years. ACP principals and owners are Gianni Longo and Jamie Greene. Eight planners and two administrative support personnel are based in two offices: Columbus Office 444 South Front Street Columbus, Ohio 43215 6]4/586-1500 614/586-1515 Fax New York Office 434 Broadway, Suite 406 New York, New York 10013 212/965-0690 212/965-0470 Fax www.acp-planning.com --~„~ - ~ x ,t, ,•~~ :~~ j Cat ~f -,I Clarion's mountain community experience includes, among others: - Steamboat Springs Area Community Plan - Pagosa Springs Comprehensive Plan -Cheyenne, Wyoming Comprehensive Plan Update, Transportation Plan and Parks and Recreation Master Plan De Clarion Profile Clarion Associates is a national land-use consulting firm with offices in Fort Collins and Denver in Colorado, in the Research Triangle of North Carolina, and affiliate offices in Chicago, Philadelphia, and Cincinnati. No firm in the country can match the combination of community development and planning, land use law, and real estate economics experience of its principals with both public and private sector clients. Clarion principals have worked nationally for a variety of clients including government agencies, municipalities and counties, financial institutions, developers, corporations, partnerships, law firms, architects; and not-for-profit organizations. Our unique combination of talents in planning and land use law allows us to develop creative solutions to difficult land use questions. Clarion is particularly known for its expertise in land use, environmental planning and . plan implementation. Clarion Associates has represented both private and public sector clients on a variety of land-use planning and zoning matters. Its principals have written plans and drafted ordinances and regulations throughout the United States, with particular emphasis on natural resource protection, open space plans, corridor plans, regional plans,, historic preservation, development financing, design standards and both downtown and suburban zoning systems. www.acp-planning.com Town of Vail, Colorado 1.4 Visualization work products from ACP's collaboration with the Environmental Simulation Center were featured on the cover of Planning July 2004. The issue featured "Focus on Technology." Qualifications Since it's founding in 1992, the firm has developed expertise in a broad range of planning areas, including: • Land use planning and analysis; • Public partjcipation programs; • Infrastructure planning and analysis; • Plan implementation and finance strategies; • Impact fee programs; • Fiscal impact and public finance plans; • Natural resource planning; • Transportation planning; and • Advanced mapping and graphic capabilities, including Geographic Information Systems (GIS). Jennifer Lindbom was an integral part of the Imagine Manatee county-wide planning process. The Florida Planning and Zoning Commission awarded Imagine Manatee the 2004 Award of Excellence for a Planning Study. Imagine Manatee also was recognized by the Sun Coast Chapter of APA, winning the 2004 Distinguished Project designation. Clarion has considerable expertise in working with City and county governments on planning projects and assignments. E. Project Manager Qualifications Jennifer Lindbom, AICP, Senior Planner (ACP) - Project Manager Ms. Lindbom is a senior planner with multi-faceted planning and development experience in the United States and the Philippines. Ms. Lindbom is currently managing the Champaign County Community Visioning Project-a process that incorporates multiple jurisdictions, farmland issues, the presence of a major university, and multi-lingual constituencies-and is assisting with the North and South Kona, Hawaii Community Development Plan and completing the Comprehensive Plan for the Lancaster, Pennsylvania Inter-Municipal Committee. Ms. Lindbom's recent projects include: leading ACP's involvement as a facilitator in the comprehensive recovery planning initiative of the Louisiana Recovery Authority (LRA) and FEMA; managing the strategic planning effort for Aiken County, South Carolina; guiding the public involvement component of the Gowanus Canal Comprehensive Community Plan in New York City; and assisting with several of ACP's flagship projects, including the Regional Growth Strategy for the Mid-Ohio Regional Planning Commission, Blueprint Houston, a vision process in Houston, Texas, Imagine Manatee, a vision and strategic plan for Manatee County, Florida, the region-wide land use and transportation visioning effort in Greater Cincinnati, and a regional transportation vision plan for the future of the five county Baltimore area. Ms. Lindbom played a central role in award-winning Imagine New York -Giving Voice to the People's Visions, an effort planned and supported by numerous civic, cultural and governmental agencies to bring together people throughout the New York City region to share their ideas and vision for rebuilding downtown and memorializing the World Trade Center tragedy. Prior to joining ACP, Ms. Lindbom spent four years in the Philippines training local and national government units in planning principles and www.acp-planning.com Town of Vail, Colorado 1.5 Qualifications practices. She held workshops, developed printed materials and corpputer templates, and established programs to solicit public participation and improve basic urban services. As a development planner in Southern Leyte for the Peace Corps, Ms. Lindbom established the Provincial League of Local Planning and Development Coordinators and initiated an educational campaign to preserve the area's natural environment. Ms. Lindbom, Vice President for Programs of the APA NY MetroChapter, was recently recognized for her exemplary service to the chapter with this year's Floyd Lapp award. She holds the degrees of Master of Urban Planning and Bachelor of Arts in anthropology both with honors from New York University. F. Team Member Qualifications Gianni Longo, Principal (ACP) - Principal in Charge Mr. Longo is a founding Principal of ACP. For the past two decades, he has pioneered the development of programs designed to involve citizens in the decision making process. Mr. Longo has developed expertise in visioning and strategic planning that has physical and economic development implications. He designed the creative public involvement strategies for Imagine New York.• Giving Voice to the People's Visions, an effort to bring together people throughout the New York City region to share their ideas and vision for rebuilding downtown and memorializing the World Trade Center tragedy, Vision 2030: Shaping the Future of the Baltimore Region, a regional vision plan for the future of the five county Baltimore area, the Vision. Plan for Metropolitan Washington, D.C., the Comprehensive Plan for the City. of Myrtle Beach, and many others. Mr. Longo conceived and developed Vision 2000, a program of community goal-setting in Chattanooga, Tennessee. This program, at the time the first of its kind, is credited with stimulatirig over a billion dollars in development projects in that community. Subsequently, Mr. Longo has assisted, through training and direct involvement, communities and institutions throughout the country in developing their unique version of a "vision" process. Mr. Longo also facilitated the Mid-America Regional Council's "Creating Quality Places." This project was designed to foster a higher quality of life in communities throughout the Kansas City region through improved land use and urban design. The program initiated a regional dialogue on quality land use practices, identified land use principles that local municipalities could embrace, and identified tools -model codes, ordinances, and plans - to help implement those principles. Mr. Longo is an architect by training and has strong physical planning and design expertise. He has been involved in numerous comprehensive planning projects and has been published widely. www.acp-planning.com Town of Vail, Colorado 1.6 Chattanooga, Tennessee, is a model for community involvement that can direct planning and investment. Gianni Longo designed and facilitated the extensive program of community involvement for Chattanooga's Vision 2000 and Revision 2000. Qualifications Jamie A. Greene, AIA, AICP, Principal (ACP) - Project Advisor Mr. Greene is a founding Principal of ACP-Visioning & Planning, Ltd. (ACP) with over 15 years of diverse planning experience managing and providing technical assistance for visioning, and strategic and comprehensive planning projects. Mr. Greene has significant experience with the integration of public involvement in physical planning efforts, especially multi jurisdictional efforts. Specific examples include: Where Do We Grow From Here? the region-wide visioning process focused on land use and transportation in Greater Cincinnati for the Ohio-Kentucky-Indiana Regional Council of Governments; Create the Vision, a comprehensive plan for the City of Centerville and Washington Township; Community COMPASS, and a vision for a comprehensive plan for Hamilton County/Cincinnati, Ohio. Mr. Greene was the project manager for Involve Ogden, a vision and general plan for Ogden, Utah; a vision, comprehensive plan and five study area plans for Upper Arlington, Ohio, and was the principal-in-charge of the strategic plan for Aiken County, South Carolina. He currently is leading the Dublin, Ohio Land Use Plan and a project with the Mid-Ohio Regional Planning Commission to visually bring to life the ideas, goals, and strategies of the (ACP led) Regional Growth Study in a Conceptual Development Framework; is the Principal in Charge for the Prairie Village, Kansas_ Strategic Plan and Allen County/Fort Wayne, Indiana Joint Comprehensive Plan; and is assisting with the North and South Kona, Hawaii Community Development Plan. Mr. Greene has presented the work of ACP at many national, regional and local conferences, including: American Planning Association (APA), Society of College and University Planners, Managing Change Coalition, and Common Destiny. He has served as an adjunct faculty member of the Knowlton School of Architecture at The Ohio State University from 1999- 2001 and 2003-2005. ~, Among other professional and civic activities, Mr. Greene is a Planning Commissioner for the City of Grandview Heights, Ohio and member of the RegionLink Advisory Group of the Alliance for Regional Stewardship. He holds a Masters of Urban and Environmental Planning from the University of Virginia and a Bachelor of Science in Architecture, cum laude, from The Ohio State University. Suzanne Nienaber, Planner (ACP) - Report Development 8 Project Support Ms. Nienaber is Planner with diverse planning and project management experience both in the U.S. and abroad. Ms. Nienaber is currently working closely with members of the Lancaster Inter-Municipal Committee to finalize Growing Together, a comprehensive plan for 11 municipalities in Central Lancaster County. www.acp-planning.com Town of Vail, Colorado ~,7 Jamie Greene led the vision, general plan and urban design plans for Involve Ogden in Ogden, Utah. Qualifications il~~ v~~ - ~_ ~: _~ - ~~ ~ . r ~ Susanne Nienaber is assisting with the Community Development Plan for North and South Kona, Hawaii. She is also providing support for workshop design, materials development, and data management for two projects that incorporate extensive public involvement -the Community Development Plan for North and South Kona in Hawaii, and big.small.all., acommunity visioning project in Champaign County, Illinois. Recently she facilitated long-term recovery planning workshops for several counties in Louisiana that were impacted by Hurricanes Katrina and Rita, and trained volunteer facilitators to assist during these workshops. Ms. Nienaber has extensive experience composing project reports for ACP, addressing public comments, and finalizing these documents. Examples include BlueprintPlus, a report and action plan following a Downtown Charrette in Fort Wayne, Indiana, and Village Vision, a Strategic Investment Plan for Prairie Village, Kansas. Prior to her work with ACP, Ms. Nienaber was a project manager at the Downtown Brooklyn Council, where she conducted outreach and promoted community involvement in economic development initiatives. She also worked for Helen Keller International, where she gained extensive skills in field research and data analysis, and played a key role in facilitating strategic planning efforts. Ms. Nienaber holds a Master of Urban Planning from New York University, and graduated magna cum laude from Kenyon College with a BA in Sociology. .Kim Littleton, AICP, MBA, Senior Planner (ACP) - Project Support Kim Littleton is a senior planner with over twenty-six years of experience in planning projects for all levels of local government, including villages, cities, townships, and counties. Mr. Littleton has managed numerous comprehensive plans, .urban design, economic feasibility, and site planning projects. He has served many communities by leading physical planning projects and has incorporated innovative, award-winning development regulations and zoning strategies into ACP projects. Mr. Littleton is currently the project manager for the Prairie Village, Kansas Strategic Plan; the Transportation and Land Use Study for the Miami Valley Regional Planning Commission; development regulations for Centerville, Ohio; and the Fort Wayne/Allen County Joint Comprehensive Plan. In Franklin, Tennessee, he completed the community's existing conditions report and in Norfolk, Virginia he evaluated the community's regulatory. tools in context of a strategic housing improvement implementation plan. Over the past two years he was the project manager for the Centerville/Washington Township, Ohio Joint Comprehensive Plan, the Comprehensive Plan Update for Hudson, Ohio, and both the Update of the Comprehensive Plan for the City of Sidney, Ohio and the Comprehensive Plan for the City of Newark, Ohio. For the City of Upper Arlington, Ohio, Mr. Littleton assisted with their master planning processes and the www.acp-planning.com Town of Vail, Colorado 1.8 Kim Littleton managed the City of Dublin's Community Plan process - . including the vision program designed by ACP. Qualifications development of an award-winning Unified Development Ordinance, the first UDO adopted in the State of Ohio. Mr. Littleton has also served as a senior planner with the City of Dublin, Ohio, where he supervised the development of that City's Community Plan, performed plan review, and created design guidelines. He developed strategies to evaluate community character and programs to encourage downtown revitalization. Mr. Littleton has a Bachelor of Urban Planning and Design from the University of Cincinnati and a Masters of Business Administration from Capital University. Jeremy Rowan, Planner (ACP) Project Support Mr. Rowan has a broad range of planning, economic development and project management experience. Mr. Rowan is currently working with the Miami Valley Regional Planning Commission to develop a comprehensive transportation and land use plan for the western portion of Montgomery County, Ohio. He is also involved.with updating the City of Dublin, Ohio Land Use Plan and facilitating the public involvement process for the Comprehensive Plan update. Recently he facilitated planning workshops as part of "Louisiana Speaks: Our Voice. Our Plan. Our Future" - a comprehensive recovery planning initiative of the Louisiana Recovery Authority (LRA) and FEMA. Prior to his work with ACP, Mr. Rowan was the Economic Development Administrator for the Town of Bel Air, Maryland, where he was responsible for administering the business recruitment and retention program, as well as managing the a large portfolio of federal and state grants. He also worked with the City of Dublin, Ohio, where he gained experience in development review, zoning administration and other aspects of municipal planning. Mr. Rowan holds Masters Degrees in City and Regional Planning and Public Policy and Administration from the Ohio State University, and graduated cum laude from the University of Massachusetts Amherst with a BS in Environmental Design. Benjamin A Herman, AICP (Clarion) - Vice President/Principal Mr. Herman is a Land Use Planner with more than 27 years of professional experience in all aspects of land use and environmental planning. Throughout his career, he has emphasized a commitment to excellence, innovation and creative thinking, and consensus building. He has been responsible for managing and conducting complex, multi-disciplinary assignments for both private and public sector clients in the Rocky Mountain West, throughout the United States, as well as overseas. Mr. Herman is a highly experienced planner with superior technical, administrative, and www.acp-planning.com Town of Vail, Colorado 1.9 Jeremy Rowan assisted with the comprehensive recovery planning initiative of the Louisiana Recovery Authority (LRA) and FEMA. Qualifications management.skills; excellent leadership abilities and communication skills. His involvement in a broad range of assignments for the development sector and for the public sector has equipped him with a strong working knowledge base from which to address the challenges of land use planning in resort communities and mountain regions. Relevant projects for which he has served as project leader include the Steamboat Springs Area Community Plan; Blaine County (Sun Valley, Idaho) Regional Growth Management Strategy; Town of Pagosa Springs Comprehensive Plan; Town of Avon Comprehensive Plan; Flagstaff Area Regional Land Use and Transportation Plan; and the Boulder City and Carson City, Nevada Master Plans. Lesli Kunkle Ellis, AICP (Clarion) - Senior Associate Ms. Ellis is a land use planner and licensed landscape architect with more than ten years of professional experience in community planning. Ms. Ellis' areas of expertise include preparation of community plans; open space plans, GIS-based planning inventories and analysis maps; public participation strategies and facilitation, and drafting land use codes. Ms. Ellis has served as project manager for multiple community planning efforts in the past several years. She is currently ;involved in preparing Master-Plans for Pagosa Springs, Colorado; Blaine County (Sun Valley), Idaho; Cheyenne, Wyoming, and Henderson, Nevada. Lesli recently served as a project planner for the Steamboat Springs Area Community Plan, and has worked in other resort and mountain communities including Aspen, Colorado, New Castle, Colorado, and Santa Fe, New Mexico G. Relevant Projects Examples of relevant project experience can be found in the remaining ACP has extensive experience working with a broad range of communities and has developed a core methodology for.creating visions and plans that adapts to the unique issues of each community. The methodology was formed to iritegrate the strengths, challenges, and politics of communities at every scale and to engage stakeholders and hard=to-reach populations for the duration of a project in order to develop meaningful input and successful collaborations. Clarion's experience in mountain resort communities provides a range of best practices for the Town of Vail to draw upon throughout the community planning process. pages of this chapter. www.acp-planning.com Town of Vail, Colorado 1.10 COMMUNITY DEVELOPMENT PLAN North and South Kona, Hawaii North and South Kona are located on the Big Island of Hawaii, and constitute a region of abundant nahiral resources and beauty, rich agricultural lands, diverse cultural interests, world-renown beaches and tourist destinations. As the tourism industry and the population continues to grow (including year- round residents and second homeowners), the Kona region is seeking a Community Development Plan (CDP) that will guide this growth while preserving the qualities that make Kona so special. The Kona CDP is the first to be enacted under the County of Hawaii General Plan and is designed to be a model for C.DPs to be prepared for other regions of the island. ACP, as a part of the Wilson Okamoto Corporation Team, helped to develop a process to create the CDP for North and South Kona. ACP is currently facilitating an extensive public involvement process. By involving the public extensively in the ess th not only embody the community's vision in decisi related to policy and pt ~ vestments, it will define how the commu ity wants to manage future growth garner support for its implements ion. Over 100 small public meetings ere held throughout Kona from Novemb 005 through January 2006 eyed on-demand, and targeted to ensure balanced partic' residents. Over 3000 ideas were gathered during these meetings, and have been databased and categorized. The ideas will forn~ the fottndation of the community vision, and will be used in developing the goals and strategies for the CDP. s www.acp-planning.com Over 100 small public meetings were held throughout North and South Kona. VISION & COMPREHENSIVE PLAN Myrtle Beach, South Carolina The City of Myrtle Beach continues to be one of the fastest growing metropolitan areas in the United States. But with this phenomenal growth has come the need to address several key issues: traffic congestion and mobility, diversification of the tourism economy, open space preservation, and downtown revitalization. The City's leadership initiated acommunity-based process to create a vision to address the intense development: It's Time! ACP designed the visioning process and subsequently facilitated development of a vision that served as the policy foundation for the major update to the comprehensive plan. The vision process was designed with the assistance of 50 committed citizens during a two-day workshop that ensured a unique and thorough approach, The process included eight idea-gathering meetings, focus groups, stakeholder interviews, community goal-setting workshops and a vision fair. The comprehensive plan is based upon the creation of a series of mixed-use centers at three scales: neighborhood, community, and region. These centers are intended to refocus development energy to create.exciting; walkable, mixed use nodes that reorganize the current low-density pattern. The centers are to be supported by an expanded transportation system that is.to include light rail, commuter rail and bus. The plan was unanimously adopted by City Council and is currently being implemented. www.acp-planning.com Vision Fair = It s Time! ~,~ -- 99 ~ s.~ .~~ ~~ ~~ l~~" ~ " ~ 11 ~~ F ~~/ VISION, COMPREHENSIVE PLAN & URBAN DESIGN PLAN v ~ y ~ ~ a~ 2a r ( ~. ^i~~~Y' q ~ 4 ~~ ~..r~,y QF ~, ` ,' , i ~~ ~ r "~~ ~ ,. ~. ~r~ Neighborhood Center Concept Ogden City, Utah Ogden City, Utah, a mature, older industrial community, anchors the northern end of the Salt Lake City metropolitan region. It serves as a regional center for business, government and retailing. It has a diverse population in terms of ethnicity and household income. The metro area is forecast to increase . by 70 percent over the next 20 years. Ogden itself is physically constrained by the Wasatch Mountains, national forest and adjacent municipalities.. The City stressed acommunity-based process to develop its General Plan. A 30-member citizen steering committee led the process, working with staff and the consulting team. A series of idea gathering meetings and a goal writing workshop with community leaders resulted in the policy foundation for the General Plan. The General Plan is based upon neighborhood revitalization and the creation of a series of mixed-use centers that create reinvigorated town centers. These centers are envisioned to be connected to neighborhoods through pedestrian improvements and served by mass transit. According to the Plan, the downtown will continue to be the regional center of government and business, bu[ with stronger tourism and housing components. Open space and foothill protection is to be strengthened along the Wasatch Mountains and Weber River. www.acp-planning.com AREA PLAN/URBAN DESIGN The area surrounding the intersection of Cerillos Road, Airport Road and . ' Rodeo Road in Southwest Santa Fe (7.5 square miles) has attracted a great deal of commercial development in the past thirty years. One of the state's worst traffic conditions has produced an appearance inconsistent with Santa Fe tradition. The scale and character~are at odds with the rest of'the community In addition this area is known as one of the states most congested.. As growth in the area is expected to continue, County and City officials asked local residents and business and property owners to visualize and reach consensus on how that growth and development should occur., The ACP team designed a public participation process that was interwoven with the development of typological. and land use alternatives = a continuous feedback process in which residents and stakeholders had several opportunities to voice support and concern and reach substantial agreement on specific design aspects. The process was aided by the creation of virtuallphoto-realistic models of the area. The modeling focused on three prototypical areas dealing with New Development, Corridor Development and Rural Protection. Models were created for each area and general agreement was reached on possible quality development patterns for the area.. www.acp-planning.com Santa Fe, New Mexico j€ ` O _ ~ Ip _ t ~ _ I Y ~ ~ ~ ~ ~ i" .. pig ~ h ~II F I ~ f S k G ~~ ,..i t~ s ~c'r'iZ 3l}' _ ~, , ~ t• ~ .I ~ tuao -~ 4 , ~ 'f ~. ~ ,~ ~~ ~ t '! e -" } . ~, ~, VISION & IMPLEMENTATION PLAN { ,,) - ~~rt~~~~; zee M A.N,~T. E .E° ~- ~ I~A Yq[ON f01 MINA*eE COU1(1Y, _ . „ . ' .- ;HNAL.RFPORT , ... 100{ ' - ~ j i_, F. - ~1 _ ~,; ~,' ~ ~, ~ -~ ~ : „~ ,,~ ~ , '~ , ~`> _ I ., .~~~~_~a,,.~~,.,,::~R. `! \~Ci i }'^ ~ /~ 4, t-~, ~ . T-tf - L ~~ "`"~ I ~w v ~' 'b ' i i L ~ ' ~~ r ~ ~" ~' n \ ~ `~L ,. r x _- - 1 _ w~~ 1 Manatee County, Florida Manatee County -covering an area of 740 square miles and with a current of population 264,000 - is projected to nearly double in population in the next fifty years. By the year 2025, it will take Manatee residents almost 24 percent more time to get their destination. Imagine Manatee, an effort to bring together citizens and leaders to create a shared vision for the future of the community, gave residents of Manatee County an opportunity to help shape how the county grows in the future. A 43-member citizen Steering Committee was appointed to assist with the process. Citizens also coordinated the work of the Publicity, Outreach, and Volunteers Action Committees that helped with preparation for the process, and many citizens volunteered for extensive training sessions to become facilitators for public brainstorming meetings. Thirteen public meetings yielded approximately 2,600 ideas. These ideas were categorized and served as the basis for five Goal Writing Workshops, and have been expressed through the final Vision and Implementation Plan. The plan has seven primary drivers, including "Drive for a Green County" that address the important actions for protecting the fragile natural resources. www.acp-planning.com VISION AND STRATEGIC PLAN Franklin, Tennessee " For most of its history, Franklin grew moderately if at all. From the end of the Civil War to the 1960's the community experienced no significant growth of population or land area. But growth erupted in the 1980's and continues today. Franklin's population doubled in the 1990's, reaching nearly 42,000 in the year 2000. It is expected to double again over the next 20 years to 78,000. In early 2000, a group of community leaders realized that something needed to be done to ensure that Franklin's future would be as rich - in meaning and spirit, as well as in bricks and mortar - as its past. Franklin Tomorrow was launched to engage citizens in a process to shape the community's future. A 50-person citizen steering committee led a process that included seven brainstorming meetings, agoal-setting meeting, a community summit, a strategy workshop, and a vision fair. Nearly 900 people participated in ,this process that moved deliberately from brainstorming to prioritized strategies. With intense concern about growth and development and its relationship to visual character, a Building Block process wasn~cluded that led to 11 principles for the character of the physical environment. . The Vision will be valuable input for the City's growth management plan. The Vision, Strategic Plan and other future planning efforts will also be used by Franklin TOm01TOW, lnc. to launch task forces to implement priority strategies. ~ ~ www.acp-planning.com VISION fiNy~,y~ ~ _. _, j,. Summary RepoA ~onaia, of inem.,,,,e.~,m~: fo~rcbu'ddng ue rorY and revilatiiny w. ~rfi~m~a~ _-- /alhmncaonr New York Metropolitan Region Imagine New York: Giving Voice to the People's Visions, an initiative of the New York Municipal Art Society and facilitated by ACP, gave New York City area residents a chance to have their voices heard and ultimately represented in decision-making regarding the redevelopment of the World Trade Center and Lower Manhattan. In order to bring together individuals in neighborhoods throughout the region to share their ideas and visions for rebuilding downtown, memorializing the World Trade Center tragedy, and responding to the impact of September ] 1 on the metropolitan area, ACP facilitated a series of visioning workshops around greater New York City in the spring of 2002. 'Facilitators recruited from within participating neighborhoods and through city-wide volunteer organizations guided the workshops through activities such as brainstorming, guided discussions, informal conversations, and drawing. vision Report Cover Nearly 4,000 people from three states contributed to 250 workshops and 25 charrettes over four months -one of the broadest public participation efforts to help plan the redevelopment of the World Trade Center. The ideas generated through. the workshops were collected, categorized by common themes, and presented to nearly 300 participants at a town meeting to help finalize the vision statements. Ultimately, a se[ of 49 visions, synthesized from 19,000 ideas generated by the lma~ine New York effort, were presented in a summary report to key decision-makers, media, and the public. . Imagine New York was awarded the 2003 American Vision Award by the American Planning Association. ~ ~ www.acp-planning.com VISION AND STRATEGIC PLAN Collier County, Florida ~ • ~~~~ Fut~~r Collier County is a fast developing county in the southwest corner of the - ~~ ~f , Florida peninsula. New places to shop and to work, new public schools, and ~ ~, new community facilities have being developed at a rapid pace placing enormous ~ ' stress on the natural environment and on the unique character, two of the ~; reasons why people move to the County in the first place. I i r• -,~~ , ~~ ACP, working with a group of local leaders developed a comprehensive _ _ _ - vision program, FoCuS, with the intent of developing, a roadmap to shape Collier County's future. Thirteen organizations joined together to sponsor the effort. Community brainstorming meetings were attended by 1,300 citizens and volunteers. Several thousand more participated in subsequent activities of the visioning process. A total of.17 goals -each supported by specific strategies - constituted the vision for the County. Several initiatives were successfully started in areas such as health, education, and community character (including urban design), greenspace, transportation, water resources, and economic diversity. Initiatives in education and community character are well underway as FoCuS has already created a legacy of broad civic involvement, reasoned key community goals, and community-wide collaboration orn priority issues. www.acp-planning.com Representative Project Experience- Clarion Associates Fort Collins, Colorado ~ City Plan Clarion principals led the team that prepared a new comprehensive plan and implementation strategy for this fast- growing community. "City Plan" was a landmark project for Forf Collins. Although known for its innovative approaches to planning, the City had never completed a unified Comprehensive Plan. The new approach includes a City Structure Plan that organizes the City's planning areas into four basic types: Neighborhoods, Districts, Corridors, and Edges. Clarion Associates also drafted an innovative new zoning code that completely revamped the City's noted Land Development Guidance System, and guided implementation of City Plan. Client: City of Fort Collins Contact: Greg Byrne, Director of Community Planning Telephone: (970) 221-6287 _ ii T .. - _ _.; CITY OF FORT COLLINS 0 '~ STRUCTURE PLAN -~- i ' a; ~: i i d ~, - „~. __ ;~• I ~-.: ~ _ '.: E 7 _: ~ Y. ~~1E _ _ 1 _ - _ _ , ~ \ S ' 1 ~ ~ y ` `~~ r~ y ~ :~ ~~ 7 L ~~ ,. '_ .-ii I ~ fit. ._ _ ., _ _._ .~ ., City of Steamboat Springs ~ Steamboat Springs Area Community Plan Update The City of Steamboat Springs and Routt County hired Clarion Associates to lead a team of consultants to update the Steamboat Springs Area Community Plan. Steamboat Springs is a small Colorado mountain community with a historic downtown that is surrounded by an . agricultural valley and a ski resort. The area is grappling with issues of growth and is concerned about losing the small town character to pressures from tourism and second- homedevelopment. Some of the plan issues include "big box' development standards and support for local businesses, growth rate controls, open space conservation, historic preservation, and affordable housing. Using Community VIZ, a GIS-based alternatives analysis and visual simulation program, Clarion prepared extensive analyses of existing conditions and potential build out, infill, other land use factors, and visual affects of new development on view corridors. The team worked with staff and working groups to prepare analysis of choices and consequences and present "key choices and directions" for the community (rather than traditional land use plan alternatives). Client: City of Steamboat Springs Reference: Tom Leeson, Planner Telephone: (970) 871-8244 Boulder City, Nevada ~ Master Plan Update Clarion recently completed a Master Plan Update for Boulder City, Nevada. Boulder City was initially established by the federal government to house workers and their families during the construction of the Hoover Dam during the 1930's. Boulder City is unique for several reasons. First, the City Charter, approved by residents, prohibits gaming, which makes Boulder City the only city in Nevada where gaming is illegal. Second, the city contains approximately 200 square miles of land the majority of which is owned b the ~!tDER PTT AUSTE0. PUN UPDATE, KEY CHOICESb DIpECT10H~5 OLDtAIRP,ORTaDISTRICT~SUBAREa,~' . WFet i b the OM N p D 5 be 0~~ }' ~ ' S~ ~~~ .. __.~ ~+ ~.. ,_-~ .~~- ~= ra `- O© 00 '~`"' ~~ r- -T ~ ° ~ ' ~ - - ~~ ~ ~j s. y city, making it geographically.the largest city in Nevada. And finally, the citizens of Boulder City passed a referendum in 1979 to institute a controlled growth ordinance. The ordinance was enacted to preserve the community's small town quality of life arid has limited the growth to less than 3%, or 120 residential building permits per year, since its inception. In addition, the release of additional lands for development must be approved by a citizen vote. The Master Plan Update focused on a variety of issues to be addressed within the context of the growth ordinance limitations, including the identification of future growth areas, maintaining community character, improving development quality, and increasing housing options. The Plan was adopted unanimously in December 2003, by both the Planning Commission and City Council. . Henderson, Nevada ~ Master Plan The City of Henderson hired Clarion to collaborate with staff to prepare an update to the master plan for this rapidly growing community located in the Las Vegas Valley in Southern Nevada. One of the main challenges was to build on the city's successes bnd define appropriate policies to guide future growth and development in the City. Themes cover topics such as' balanced land use, the desert environment, a connected transportation system and other issues. A second challenge was to develop a plan that will be useful to not only development review staff, but also elected officials and decision makers-a plan that is "vertically integrated" within the city's administration. Clarion worked with a Citizen Advisory Committee and other technical advisors to prepare the plan update . Pagosa Springs, Colorado ~ Comprehensive'Plan The Town of Pagosa Springs hired Clarion to prepare a comprehensive plan and public participation strategy for this small town in Southwest Colorado. Pagosa Springs is located in rapidly growing Archuletta County-an hour east of Durango and in the San Juan River valley below Wolf Creek Ski area. One of the major challenges facing the town is coordinating on regional growth and services provision with the county and preserving the towns "character" and heritage as the historic downtown neighborhoods face great development pressures. Another issue is economic vitality and diversifying the job base in an economy that is heavily tourism-based. Clarion assisted staff in working with an Advisory Committee, neighborhood groups, citizens, and other interested parties in the town to craft goals, policies, and land use alternatives and address a preferred development pattern for future growth around the town. ;~ i !~ ~ ~ . ~ _~fi, ' ,J PlanCheyenne -Cheyenne, Wyoming ~ Comprehensive Plan Update, Transportation Plan,- and Parks and Recreation Master Plan The Cheyenne Metropolitan Planning Organization led this multi-pronged project to update the Cheyenne area's community plan, transportation plan, arid develop a parks and recreation plan for the City of Cheyenne and portions of ~- Laramie County surrounding the city. The Cheyenne area is located priaPuFVryr1F at the northern end of the Rocky Mountain Front Range of the __ - .Denver Metropolitan ~ ° r °~~~° _ _ area, near the fastest ~~~~ ~ CHEYENNE AREA MASTERPIAN' SnQpShOt '~': growing county in the -. l `~T °"'~'"~~"' Report ~ , .~ country-Weld County. ~s^ ~c~`;e~ "e F 't ', ~l ~ ~._ While growth has ~sr,~,~he~e""" ~ ~ _ =~, ~''`, ~~'`s~ ~ `~; a,-, historically averaged "°"~"8CR30O1 ~ ' _~~ ~ ~ ~ - -~ ~ f about 1 ~ increase per ~'s~°"~'~ ~ ~ T `~ ,I: ~ - _ year, Cheyenne.is poised ~ ~ <e~,,dc6~e6"e ~..' ~' ~~ ~ ~ ~~ for much faster `~T~,a~~~, ~ - ~ ~ ~ ~ _ ..<. . development in the _ _ _ future. The fundamental premise of the effort is that the plan will build on a previous community visioning (Vision2020) and use extensive public input to help define the goals and directions of the plan. Clarion helped develop an extensive community involvement process, including a Citizen Steering Committee, a technical advisory committee, design charrettes; public meetirigs, a website, newspaper inserts, and other outreach mechanisms. PlanCheyenne is a unique plan approach, with a concept of four parts that comprise the plan, as follows: (1) SnapshotCheyenne, defines the existing conditions and trends in the community that influence plan directions; (2) Structure Cheyenne, is the design guideline "handbook" part of PlanCheyenne that describes the building blocks of the community (such as corridors, gateways, and districts) plus principles for private development; (3) ShapeCheyenne, contains the land use plan and policies for the community; and, (4) BuildCheyenne, outlines the implementation strategies and action plan.. PlanCheyenne provides directions on a host of growth. issues such as rural development patterns and agricultural conservation, natural areas and open space conservation, mixed-use development and activity centers, neighborhoods as building blocks, "raising the bar" on design quality, and preserving the community's historic downtown core. Scenario 3: Neighborhoods & Activity Centers Additional Comprehensive Plan Projects/Colorado: • Fort Collins ~ Downtown Civic Center Master Plari, Mountain Vista Plan, and Northside Neighborhoods . • Fort Collins ~ I-25 Subarea Plan • Adams County ~ Comprehensive Plan • Aurora ~ Northeast Plains Land Use Plan and Implementation Strategy • Berthoud ~ Land Use Plan • Broomfield ~ Comprehensive Plan • ,Eagle County ~ Comprehensive Land Use Plan • Greenwood Village (Comprehensive Plan • Colorado Springs ~ Comprehensive Plan • Larimer dnd Weld Counties ~ Northern Colorado Regional Planning Study • Larimer County ~ Plan for the Region Between~Loveland and Fort Collins • Salida ~ Comprehensive Land Use Plan • Avon ~ Comprehensive.Plan and Comprehensive Plan Update • Superior ~ Comprehensive Plari • Westminster ~ Comprehensive Land Use Plan and Plan Update • Chaffee County ~ Comprehensive Plan • Denver ~ Stapleton Airport. Westerly Creek District Plan • Steamboat Springs and Routt County ~ West of Steamboat Plan • Routt County ~ Stagecoach Community Area Plan - l 2. Approach and Work Program A VISION AND STRATEGIC Understanding the Project -- COMMUNITY PLAN FOR THE Vail's vision and strategic planning process stem om the desire to 70WN OF VAIL, COLORADO ensure that policy decisions and investments represen the community aspirations for the future, build upon the town's strengths and assets, and continue to, support its position as a premier resort community. Vail's existing plans are becoming outdated and may not reflect the current local, regional, and national trends. The town has expressed the desire to look holistically at the community to ensure that policies and projects across disciplines are coordinated and mutually supportive, and to examine the interrelationship between local and regional initiatives. The vision and strategic plan can clearly contribute to these goals and to __ area residents, stakeholders, and community leaders together to _ ..,~ ,~ ~ ' deveYop ared set of values, goals, and a prioritized action plan for the ~ next 15 to,,2 , ears. The approach the ACP Team has developed specifically ~, \ responds to`th ,Vail Town Council's goals and will: `. ~`~ • Ide ~`p y shared values in the community; \' ~ v~lop a process to create a clear and vivid vision of Vail's future; `~~ • v op an integrated community plan that addresses housing, Ural resource management, economy, recreation, public facilities, and other issues critical to the community which will create an effective coordinated,strategy for Vail's future; • . Build upon planning processes from other communities and Vail; .and www.acp-planning.com Town of Vail, Colorado 2.1 ach and Work Program • Develop a participatory process that focuses on listening and community involvement. The ACP Team's approach is based on a combination of factors: its national perspective on developing consensus in communities and multi- jurisdictional environments; its extensive experience in engaging the public and stakeholders in exciting, interactive, and productive ways; and its experience working with resort and mountain communities around the nation and in Colorado. The ACP Team (also referred to as the Team) is proposing to assist with both Task C and Task D as described in the RFP. The Team incorporates public participation in all aspects of its planning projects and believes that continuity between the two tasks can contribute to building a vision and strategic plan that are integrated, coordinated; and will lead to implementation. The Client will work with the Team's Principals, Senior Planners, and Planners. For Task D, a Planner will serve as the on-staff associate who will assist Vail staff (also referred to as Staff) with helping to coordinate and prepare the written documentation required in this scope of work. It is important to note that all staff members assigned to this project will work closely together internally and closely with the Client. In addition to the assigned staff, additional staff at ACP and Clarion with diverse planning expertise will act as technical resources and provide assistance during the course of this project. The Team also expects to work with RCC, with the approval of the Client, to incorporate their findings in the report. The Scope of Work The approach and scope of work is divided into four phases: • Phase I: Preparation; • Phase II: Conducting the Process; • Phase III: Finalizing the Strategic Community Plan; and • Phase IV: Implementation. Each phase describes specific tasks and subtasks numbered sequentially. Phase 1: Preparation A strong emphasis on preparation is a key component of the Team's approach. The preparation phase will build the necessary project management protocols and will lay the foundation for broad, representative public and stakeholder participation throughout the project. Task 1: Finalize Project Protocols The ACP Team will work with Staff and the Steering Committee to establish project protocols and to develop a project management plan that spells out communication and information sharing procedures. www.acp-planning.com Town of Vail, Colorado 2.2 Approach and Work Program Task 2: Review Information and Studies In preparation to the Team's first visit, Staff will assemble relevant studies, GIS files, plans, and maps as resources for the Team, including, but not limited to, the State of Vail Report and summaries of recent focus groups. Task 3: Conduct Area Tour Staff will lead a tour to orient the Team to Vail's unique historic, contemporary, and natural features. The tour of the planning area should include Steering Committee members, if possible. \ Task 4: First Steering Committee Meeting with Consultants The ACP Team will facilitate a mee ' g of the Steering Committee. The ~- ~ purpose of the meeting w' 1'be fo finalize t e public engagement process and de op a project Galen ar. The calendar ill be published throughout the ''~II~ community through flie s, newspa ,newsletters, and websites. r This meeting could fol ow the area tour in Task 3 and represents the V". official kick-off of the project. Regular updates and/or meetings with the Steering Committee will be scheduled throughout the process. Task 5: Create a Community Stakeholder Working Group The Team recommends the creation of a Community Stakeholder Working Group to share the workload associated with the visioning process and plan preparation among elected officials, Staff, and stakeholders. The Working Group would help to enhance cooperation among implementing bodies, promote the transparency of the effort, and solicit greater involvement and ownership by community representatives. The Community Stakeholder Working Group would be composed of the Steering Committee and additional leaders from private and civic organizations, stakeholders, representatives from governmental departments and agencies, and strategic partners such as Vail Recreation District, Vail Resorts, Vail Valley Medical Center, Eagle County, U.S. Forest Service, and Vail Valley Foundation, among others. The Steering Committee would act as the executive comrriittee and the Community Stakeholder Working Group will be a subcommittee of the Steering Committee. The Working Group will assist in guiding the Strategic Community Plan process, assist with the development and implementation of the outreach and publicity campaigns, and work with the Team to develop the detailed goals and actions of the plan. The Team will work with the Client and Steering Committee members in advance of its first site visit to identify and invite potential members of the Working Group. The Working Group's first meeting could be held following the meeting with Steering Committee (Task 4). www.acp-planning.com Town of Vail, Colorado 2.3 Approach and Work Program Task 6: Design the Community Outreach and Publicity Campaign The Team believes community out is ~ egral component in ensuring the participation of the eral public in any vi Toning project. The Team has developed a metho logy of early and thorou IZ~engagement based on the notion that the ublic is more likely to pa icipate if asked to do so by individuals and organi tions they already trust rough, a systematic outreach campaign. The Team will assist Staff and Bering Committee/Working Group members with organizing the campaign during the first site visit. It will be tailored to Vaii's unique need to engage three very different types of populations: year-round area residents, second-homeowners, and local employees who work in Vail but reside in other communities. The Team makes a distinction between outreach and publicity. While face-to-face outreach brings the public to meetings, public information and publicity will create a general awareness of the purpose and modalities of the process and will serve to raise awareness of key issues affecting the community by providing educational opportunities. The community outreach and publicity process should include the steps listed below. ]Form an outreach and publicity subcommittee comprised of Community Stakeholder Working Group members, Staff, and additional corrununity leaders, as necessary. Develop a project identity to include a name, tagline, and graphics to be used in all communications related to the program. Design amulti-faceted outreach and publicity plan that targets specific segments of the population for participation based on geographic and demographic considerations, and raises public awareness of the Strategic Community Plan project and key issue areas. Again, specific activities will need to be developed to engage full-time residents, second-homeowners, and area employees. Develop information materials such as brochures, flyers, press releases, etc., used to promote the visioning and strategic planning process and all public events. Conduct an outreach campaign using tactics and tools best suited to ensure broad community participation in the Public Idea Gathering (addressed in Phase II). Develop a project website - or a dedicated page on the Town's website -for posting project-related documents, meeting announcements, and other key materials. This website can be used to . solicit public input and feedback throughout the process. This inay be particularly important for engaging second-homeowners and other part- time residents, allowing them to participate even if they cannot be present at meetings. The Team will assist- with developing the content of the website; the Client will manage the website www.acp-planning.com Town of Vail, Colorado 2.4 Approach and Work Program Phase 11: Conducting the Process The Team has extensive experience integrating public participation with strategic and physical planning. Public input provides the foundation for all our visions. The process described below includes four key steps. Each step will be carefully designed to address the specific objectives of the visioning process and, when appropriate, to create genuine opportunities for public involvement. Each activity builds upon the results of the previous one. In addition, the Team will work with the Community Stakeholder Working Group on outreach and publicity methods that will generate broad representation from different demographic groups, special interests, year- `' round residents, second-homeowners, and area employees. The first two steps address Task C of the RFP and the second two steps address Task D of the RFP. 2.1. Envisioning the Future -the Public Idea Gathering 2.2. Establishing Goals and Strategies -the Goal Writing Workshop 2.3. Creating a Plan for the Future -Strategy Refinement and Topical Subcommittees 2.4. Identifying Projects, Programs, and Priorities -Community Choices 2.1. Envisioning the Future -Public Idea Gathering The Public Idea Gathering will provide the foundation for the vision. The ideas generated will identify community values and aspirations, . establish transparency and legitimacy for the process, create buy-in from the public, and, later, support for the results. ~" The main source of ideas will be those generated at the Public Idea Gathering Meetings, which will be held at convenient times and locations most likely to generate public participation. Recognizing the unique nature of Vail's population, additional methods for collecting the public's ideas will be developed such as web submissions or staffed kiosks. These ' . additional methods will be developed in consultation with the Community Stakeholder Working Group. Task 7: Design the Public Idea Gathering Meetings and Methods The ACP Team uses a variety of tools and techniques for engaging the public in envisioning the future, indicating preferences,, and discussing critical issues. The ACP. Team will finalize the format of the Public Idea Gathering Meetings and additional methods based on discussions with the Steering Committee. The Team will develop all workshop and facilitation- related materials. 7.1: Recruit Facilit The Staff will ,e ruit volunteer facilitators; eeded for the meetings; they can be comet m representatives, meet I rs of the Stakeholder Working Group; or __ will be trained in the meeting methodology to ensure quality control and consistency of www.acp-planning.com Town of Vail, Colorado 2.5 Approach and Work Program results from meeting to meeting. The ACP Team has found that volunteer facilitators lend legitimacy to the visioning process and reduce the perception that the effort is controlled by any single entity. 7.2: Train Facilitators The ACP Team will prepare facilitator instruction manuals that cover all the techniques used in the meetings and will conduct scheduled facilitator training sessions to instruct volunteer facilitators in those meeting techniques. These trained facilitators become part of the legacy of the visioning process -they gain valuable skills, they serve as ambassadors of the process, and they often become part of the growing circle of community leaders that support implementation of the vision. 7.3. Develop Additional Idea Gathering Methods Methods and materials will be developed for soliciting ideas for the future of Vail from groups unlikely or unable to attend the meetings described above. Methods may include web-based submissions, direct call, or public kiosks, among others. Task 8: Conduct the Public Idea G 'n Meetings The ACP Team will conduct up o two p blic meetings at the most convenient times and locations for-the is to participate. Participants at the workshops will work in small groups led by volunteer facilitators to envision a desired future through brainstorming and may participate in visual preference and value surveys. The number of workshops and locations will be finalized in Phase I. Task 9: Collect and Database Information The meetings and additional idea gathering methods will generate substantial amounts of ideas and comments. All comments and ideas collected through the process will be databased and made available for posting on the project's website. This is done for transparency and public information. Task 10: Analyze Information Once input has been encoded, the ACP Team will identify major themes emerging from the ideas and work with the Community Stakeholder Working Group to analyze the information. In the Team's experience, the emerging themes typically include topics related to physical character and quality of life that are important to area residents and critical to a healthy and prosperous community. In Vail, themes might include housing, patterns of development, transportation and circulation, the economy, tourism, natural resources, and education, among others. www.acp-planning.com Town of Vail, Colorado 2.6 Approach and Work Program 2.2. Establishing Goals and Strategies -The Goal Writing Workshop During this step of the process, the Community Stakeholder Working Group will review the ideas generated during the Public Idea Gathering to develop goal statements for the emerging themes, and. to refine and build upon preliminary strategies. Task 11: Design the Goal Writing Workshop The ACP Team has an established, successful approach for facilitating this meeting, but the approach will be discussed with the Steering Committee and tailored to this effort. The ACP Team will develop all workshop-related materials. 11.1: Prepare Draft Goals and Preliminary Strategies The ideas generated during the Public Idea Gathering serve as the foundation for the vision. Therefore, the ideas will be closely reviewed as draft goals and preliminary strategies for the emerging themes are being prepared. These drafts will provide a starting point for small group discussion at the Goal Writing Workshop. This material will be prepared in close coordination with the Steering Committee. 11.2: Recruit Facilitators Volunteer facilitators may be needed for this event. If so, the Staff will recruit needed facilitators. 11.3: Train Facilitators The ACP Team will prepare facilitator instruction manuals for the meeting and will conduct scheduled facilitator training sessions prior to the event. Task 12: Conduct the Goal Writing Workshop The ACP Team will conduct the Goal Writing Workshop. This event will engage the Community Stakeholder Working Group in a thorough review of the ideas generated at the earlier Public Idea Gathering. The results of the meeting will include goal statements for the emerging themes and a list of preliminary strategies for achieving those goals. There will also be an opportunity for Working Group members to volunteer to participate in Topical Subcommittees that will meet during the next stage of the process. Task 13: Collect and Database Information The results of the workshop will be processed and encoded in a database. They will be available for posting on the project's website. The results of this meeting will represent the public's preferred future for their www.acp-planning.com Town of Vail, Colorado 2.7 Approach and Work Program community and will be used in the creation of the Strategic Community Plan. 2.3. Creating a Plan for the Future -Strategy Refinement and Topical Subcommittees The preliminary vision statements and strategies developed in the previous activities will be carefully reviewed, refined, and further expanded to create a Strategic Community Plan that is responsive the public's expressed preferences and can effectively realize the vision for the future. This is also the opportunity to coordinate the vision and strategic plan with other ongoing planning initiatives, such as the current Housing Authority efforts. This process will require intense work on behalf of the Team, Staff, the Steering Committee, and the Community Stakeholder Workshop Group. It may be appropriate to establish Topical Subcommittees that will focus on one area of the vision and carefully deliberate on ideas and issues that are integral to the vision and action plan. The specific topical areas for each subcommittee will•be determined by the outcome of the previous activities. Task 14: Form Topical Subcommittees Depending on the issues that arise, the Steering Committee, the Community Stakeholder Working Group, and Staff may form a number of Topical Subcommittees that will act as subcommittees of the Working Group. The ACP Team will provide guidance. Individual Steering Committee members should serve as chairs for the Subcommittees. Each Topical Subcommittee will include a broad range of interests and expertise, and may involve strategic partners and regional organizations, as appropriate. The ACP Team or Staff will meet with Topical Subcommittees at appropriate times in the strategic planning process in order to accomplish the following three tasks. Task 15: Finalize Vision Statements and Refine Preliminary Strategies The ACP Team will finalize the vision statements, refine, revise, or augment the strategies generated at the Goal Writing Workshop, and begin to identify critical steps needed for implementation. This process will be based on public input, the Team's technical expertise, and discussions with the Topical Subcommittees and Staff. Task 16: The Environmental Scan The Environmental Scan is a tool the ACP Team uses to translate a given set of implementation strategies identified to accomplish a vision into a more strategic and purposeful action plan. The Team will provide the necessary materials and guidance for this task. Staff, together with Topical www.acp-planning.com Town of Vail; Colorado. 2.8 Approach and Work Program Subcommittee members and subject matter experts, if necessary, will accomplish this task. During this task, each of the specific vision areas will be scanned to identify appropriate organizations that could be involved in implementation, and define resources needed, measurable criteria for success, and initial steps that can jumpstart implementation. Task 17: Develop Vision and Action Plan After Staff compile the results of the Environmental Scan, the ACP Team, inclose coordination with Staff, the Steering Committee, Subcommittees, and the Planning and Environmental Commission, as appropriate, will draft the vision and action plan -the Strategic Community Plan. During this phase, any duplication of activities will be eliminated and preliminary priorities can be identified. The ACP Team recommends that the resulting draft Strategic Community Plan be reviewed by the public during the Community Choices Workshop described below and posted on the project's website for comment. 2.4. Identifying Projects, Programs, and Priorities - Community Choices (Optional) >n the RFP, public involvement opportunities focus on developing the initial vision. The ACP Team believes that it is worthwhile to re-engage the public at the end of the process to publicly review the results of the visioning and strategic planning process, to validate the emerging community vision, and to prioritize the results. The workshop would be designed in close consultation with the Steering Committee and Community Stakeholder Working Group. Task 18: Conduct the Community Choices Workshop The ACP Team will employ the appropriate tools and methods to effectively engage the public and stakeholders in a thorough review of the Strategic Community Plan. Community Choices typically includes the following activities: • The Vision Summit - a public meeting to gain feedback on the vision and action plan as well as document the public's priorities (this could be cone-time event or a public display); and • A special meeting with the Steering Committee and the Community Stakeholder Working Group to review comments and finalize the Strategic Community Plan. Phase 911: Finalizing the Strategic Community Plan At the completion of the Community Choices Workshop, the basic framework of the vision and action plan will be in place. It will portray a www.acp-planning.com Town of Vail, Colorado 2.9 Approach and Work Program complete picture of the community's desires, anchored by stakeholders' in- depth knowledge of community issues. Task 19: Finalize Vision and Action Plan The ACP Team will work with the Steering Committee, Community Stakeholder Working Group, and the Planning and Environmental Commission to finalize the vision and action plan based on feedback received at Community Choices and via the website. The Plan will spell out a bold and realistic vision of what the community wants to become. It will identify projects and initiatives to turn that vision into reality and the financial and community resources needed to sustain those projects and initiatives; it will recommend implementation steps and the timing.of implementation, spelling out the roles government, business, citizens, and non-profits will have in implementation; it. will emphasize quality of life issues for residents, the protection of the community's important assets, and VaiI's status as a premier resort community. If appropriate, the plan will identify initiatives that could be funded, in whole or in part, by the conference center fund. Task 20: Produce the Final Plan and Report The ACP Team_ will develop a final report. The report will describe the process methodology, key findings, and specific strategic recommendations. It will also document the work effort and include information on techniques used to reach consensus. This task represents a key responsibility of the associate identified in the }ZFP. The Client may choose to scliedule a final presentation to the community where the Steering Committee and the Planning and Environmental Commission would unveil the report. Phase IV: Implementation The ACP Team- recommends that implementation steps be taken immediately following the release of the report to benefit from the momentum and good will created by the public involvement process. Task 21: Setting Up Implementation (Optional) The ACP Team can advise the Steering Committee on the organizational structure and the methodology needed to jumpstart implementation, including the creation of task forces empowered to carry on the implementation of specific aspects of the vision and action plan. www.acp-planning.com Town of Vail, Colorado 2.10 roach and Work Program Timelirie Week Activity/Rate /Hours 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 PHASE I: Pre aration Task 1: Finalize Pro'ect Protocols Task 2: Review Information and Studies Task 3: Conduct Area Tour Task 4: First Steering Committee' O Meetin with Consultants Task S: Create a Community Stakeholder Workin Grou Task 6: Design the Community Outreach Campaign PHASE II: Conducting the Process 2.1. Envisioning the Future - ~' Public Idea Gatherin Task 7: Design the Public Idea Gatherin Meetin sand Methods Task 8: Conduct the Public Idea Gatherin Meetin s Task 9: Collect and Database Information Task 10: Anal ze Information Strategies -The Goal Writing Worksho Task 11: Design the Goal Writing O Worksho 11.1: Prepare Draft Goals and Preliminar Strate ies 11.2: Recruit Facilitators 11.3: Train Facilitators Task 12: Conduct the Goal Writing Worksho Task 13: Collect and Database Information Future -Strategy Refinement and To ical Subcommittees Task 14: Form Topical Q Subcommittees Task 15: Finalize Vision Statements and Refine Prelimina Strate ies Task 16: The Environmental Scan Task 17: Develop Vision and Action Plan Programs, and Priorities - Communi Choices Task 16: Conduct the Community l~ Choices Workshop PHASE III: Finalizing the Vision and Action Plan Task 17: Finalize Vision and Action ~ l Plan Task 18: Produce the Final Plan and Report ~,/ Legend. ® Steering Committee and/or Community Stakeholder Working Group Meeting Public Meeting .com Town of Vail, Colorado 2.11 3. Project Cost A VISION AND STRATEGIC COMMUNITY PLAN FOR THE TOWN OF VAIL, COLORADO The estimated costs and hours associated with the Vision and Strategic Community Plan are detailed on the following page. Hourly rates, along with number of hours by personnel by task are provided. Please note that this estimate does not include reproduction costs for project collaterals (e.g. flyers, manuals, reports, etc.) A final budget will be negotiated upon further discussion and finalization of the work plan and approach. www.acp-planning.com Town of Vail, Colorado 3.1 ect Cost - ACP Principal ACP Senior . Planner ACP Planner Canon Senior Planner Clarion Planner Trips ACP Trips Clarion Activity/Rate /Hours $185 $120 $75 $150 $100 $1,600 $350 PHASE I: Pre aration 2 2 Task 1: Finalize Project Protocols 1 2 1 1 Task. 2: Review Information and Studies 2 4 4 4 4 Task 3: Conduct Area Tour 4 4 4 4 Task 4: First Steering Committee Meeting with Consultants 4 8 2 4 4 Task 5: Create a Communit Stakeholder Workin Grou 2 4 1 1 Task 6: Design the Community Outreach Campaign 2 4 6 PHASE II: Conducting the Process 2.1. Envisioning the Future -Public Idea Gathering 2 2 Task 7: Design the Public Idea Gathering Meetings and Methods 2 8 6 Task 8: Conduct the Public Idea Gatherin Meetin s 8 8 6 6 Task 9: Collect and Database Information 4 24 Task 10: Anal ze Information 2 8 12 2 3 2.2. Establishing Goals and Strategies -The Goal Writin Worksho 1 2 Task 11: Desi n the Goal Writin Worksho Z 8 16 2 14 Task 12: Conduct the Goal Writing Worksho 8 6 6 Task 13: Collect and Database Information 16 2.3. Creating a Plan for the Future -Strategy Refinement and To ical Subcommittees 4 Task 14: Form To ical Subcommittees 1 4 3 3 Task 15: Finalize Vision Statements and Refine Preliminary Strategies 3 5 12 8 25 Task 16`. The Environmental Scan 4 12 16 8 25 Task 17: Develo Vision and Action Plan 5 12 24 9 27 2.4. Identifying Projects, Programs, and Priorities - Communit Choices 1 2 Task 16: Conduct the Community Choices Workshop 4 20 25 8 8 PHASE III: Finalizing the Vision and Action Plan Task 17: Finalize Vision and Action Plan 4 6 12 4 16 1 Task 18: Produce the Final Plan and Report 2 4 16 4 12 Subtotal Hours ~ 44 133 202 71 159 6 13 Subtotal Fee $8,140 $15,960 $15,150 $10,650 $15,900 $9,600 $4,550 Total ACP Fee $39 250 Total Clarion Fee $26,550 Total ACP Expenses $9 600 Total Clarion Expenses $4,550 Totaf Budget $79 950 Subtotal Fee $65 800 SubtotalExpenses* $14,150 Total Budget $79,950 www.acp-planning.com Town of Vail, Colorado 3.2 I Attachment B Vail ~® :~rn-unity flan shown o{' V"ai , Colora.clo Febri~ar}' ?; 2006 ®E~~~19Y WO1LL10HOP ~ 1201:ast Main Street Aspen, Colorado 81611 970.925.834 Design Workshop, Inc. Landscape Architecture Land Plarmulg Urban Design Tourism Plarming February 6, 2006 Russ Forrest Town of Vail Community Development Department ] 20'E2st Alain Street 75 S. Frontage Road Aspen, Colorado ~ Vail, CO 81657 81611 Telephone Re: Vail Corn~nunity Plan 970 925-8354 Dear Russ: Facsimile 970 920-1387 Thank you for allowing Design Workshop, Inc. the opporhmity to submit a proposal for the Vail Community Plan. The importance of this plan to the future of the community is significant, and we look forward to helping the town craft a great process and develop a concise, action-oriented final document. tlsheville Dlalvel. The Design Workshop team has valuable experience helping communities draw out then vision and - creating policies to achieve it. I have worked closely with Mammoth Lakes, Whistler, North Lake Jackson 1-tole Tahoe, and indeed Vail during the Lionshead Base Redevelopment planning process. Rebecca was Lake Tal,oe Project Manager for the Edwards Area Community Plan and Eagle County Comprehensive Plan while Park City Senior Plaimer for Eagle County. She is currently working with the Town of Avon and Douglas County, Nevada, bordering the southern coast of Lake Tahoe. With combined experience of over thnty years in Phoe,l" mountain cormmunities, we share the relentless pursuit for excellence in conununity development with Santa Fe the Town of Vail. 5211 ltdag0 S~io Panlo We feel strongly that the most effective way of completing the Vail Conmlunity Plan is to ensure the team can offer the full range of necessary skills -facilitation and consultation. Because the results of the Vail facilitation efforts need to be folded into the document, the scope should seamlessly h~ansition from one task to the next with a consistent team. Our team offers excellent qualifications in both the Facilitation and Consultation roles described in the Request for Proposals. Our approach includes a quick initial discovery phase to get up to speed on the dnection of all recent and ongoing research and planning efforts such as the State of Vail report. At that point, Design Workshop will be prepared to facilitate two Community Visioning Workshops, lead up to tluee rounds of Advisory Group Meetings, and work closely with staff to craft a visionary, concise and action-oriented plan. Thank you again for the opportunity to subnut this proposal. Should you have any questions, please do not hesitate to contact me at 303-623-5186 or Rebecca Leonard at 970-925-8354. We look forward to hearing from you. Sincerely, DESIGN WORKSHOP, INC C ~~~. Rebecca Ziirunerman Principal and Partner DESIGMf'ORKSHOP 1 About the Firm 131 2 Project Experience t ~ i 3 Project Team 1291 Project Scope 13s I Project Schedule 1431 6 Fees & Terms 14s l ~ I DESIGNWORKSHOP Our Services Our range of services is comprehensive embracing all of the key disciplines necessaryfor our planning and design assignments. We also offer.capabilities inareas of specialization that provide expanded ease and value for our clientele. Design Workshop is a landscape architecture, land planning, urban design and tourism planning firm. We've been providing these services for almost four decades to developers, property owners, government agencies and . other clients engaged in improvements to the land. In our years of practice we have evolved a proprietary approach and distinct culture. Design Workshop is a firm born in the pursuit of ideas. While college classmates, founders Don Ensign and Joe Porter resolved to someday start their own landscape architecture firm.The opportunity came in 1969 when both assumed teaching positions in North Carolina. Early on they were invited to assist private sector "clients, often engaging colleagues and students in a collaborative process they labeled "design workshops." Offices: Asheville Aspen Denver Lake Tahoe Phoenix Salt Lake City Santa Fe Landscape Architecture Land Planning Urban Design Planning Management Strategic Services Development Strategies Graphic Communication and Design Golf Course Design LEED Compliance These early assignments were the chance to marry the idealism of academia with development realities and to begin a small professional practice.A few years later Don and Joe relocated the fledgling firm to Aspen and quickly earned a reputation for solving the complex problems found in fragile ecosystems and development challenges of the western landscape. Over the next 30 years we've had the opportunity to expand the breadth and sophistication of our firm. Our experience ranges from master plans for counties, planned communities, urban centers and resorts, to detailed design for public parks, residences and roadways.We have continuously honed the collaborative dynamics of the workshops and the pursuit of the ideas acid ideals that result in the best solutions for every assignment.This " approach remains the hallmark of our firm. Today we express our mandate as a simple premise: When environment, economics, art and community are combined in harmony with the dictates of the land and needs of society, magical places result. Places that lift the spirit. Sustainable places of timeless beauty, enduring quality and untold value -for our clients, for society and for the well being of our planet. We call these extraordinary landscapes Legacy Projects. Our• practice is dedicated to seeking solutions that move projects "Toward Legacy. " Vail Community Plan ~ 4 ~ 'u-- j F_ ~ D ~ ~" Our Organization Our company structure reflects what we've found to be the best way to deliver our services. Within our profession we are a medium size firm. We are large enough to afford exceptional talent and the substantial technological and management resources to accommodate the largest of projects with the flexibility, to work with the most intimately scaled assignments. We have offices throughout the country and internationally. About Process Planning and landscape architectural design are linear processes that build on logic and real conditions. Both inside and out we are committed to the "design workshop" model. Our approach is iterative, engaging all significant constituencies -our clients as well as public agencies, concerned citizens and special interests. We've perfected our communications skills to assure success in public acceptance and approvals. Delivering the highest quality is built into our structure. We have a dedicated quality management team with a full time Director of Quality Management, firm-wide drawing reviewers and a technical editor. A Quality Management coordinator in each office monitors and guides quality assurance and provides resources, training and quality review systems to all staff. Being Recognized One measure of our effectiveness is recognition by the industries we serve and from our peers.We have received scores of awards for our design and planning accomplishments from organizations including the Urban Land Institute, the Congress of New Urbanism, the American Society of Landscape Architects and the American Planning Association. We are also dedicated to giving back and our people contribute significantly to teaching, professional associations and other professional activities. Clients We are privileged to include among our clients some of the most progressive public and private entities.We work for private developers, conservation organizations and all levels of federal, state and local government. Analysis Breckenridge, Colorado s I DESIGNWORKSHOP Ya~7 Palley Retail Market Study Pail, Colorado Breckenridge Retail Market Flathead County Master Plan Flathead County, Montana The original Vail Village that was developed in the early-1960s is now a benchmark for successful destination retail and worldwide guest satisfaction. Only'/ mile away is LionsheadVillage, which is the second development at the base ofUail Mountain. Built in 1969, it was intended to be a residential village and provide high-speed gondola access to the mountain. Although it was one ofAmerica's first condominium-style developments, the architectural scale and character of Lionshead did not reflect its mountain environment. As a result, it had. not achieved the level of charm and financial success thatVailVillage enjoyed. Vail Community Plan Design Workshop was hired to facilitate and lead the redevelopment planning efforts of a publicprivate partnership between the Town of Vail and Vail Resorts. The master plan for the 15-acre study area proposed development incentives that increase residential growth Isl -I6'~~(~.BPCrI' I~XP~I~II~N~:J~ ~ L1~NSl:ll~All BASF Y~~~D9~VEL(~1?l~-IPNT~-- at the village core while also promoting changes to allow the site's architectural character and pedestrian spaces to better suit the ski-village environment.The redevelopment master plan included streetscape design plans, architectural massing and facade guidelines, and outlined affordable housing opportunities and various funding mechanisms. The Lionshead Redevelopment Master Plan was adopted and implemented in early 1999 and later that year won the Colorado American Planning Association award for its land-use, zoning and development code modifications for the Town of Vail. 9 I DESIGIVWORKSHOP The Avon Town Center West area has always been thought of as the future downtown and civic place for the Town. However, random development patterns over the last 25 years have left the area in an inconsistent land-use pattern, with no central core, inadequate infrastructure and unclear circulation. . Design Workshop was retained by the Town of Avon to develop a redevelopment plan, for Town Center West. The future downtown ofAvon will include a new "Main Street," apedestrian-oriented streetscape lined with retail and commercial and a variety of housing. The Main Street streestscape design will provide an identity that complements the civic presence of a new Town Hall and reenergized existing Town Park. Accompanying the pedestrian-oriented street, the redevelopment envisions a new multi-modal transit center that will offer direct access to future light rail and a gondola, which will connect the Town to Beaver Vail Community Plan ~ 10 ---I P~0.9LC~I, :LYPEtfIEN(.'L ~ AVON T()1VN CFNr1,E1~ 11'EST I~L~EV~.L(~Pl~~[I~NT ?LAN I-- Creek anal Bachelor Gulch ski areas. A 400-space parking garage, new hotel, pedestrian plazas, infill mixed use redevelopment and realigned road network will help bring energy to the Town Center West area. Design Workshop provided extensive public facilitation including aweek-long charrette with key stakeholders and the community and monthly meetings with the Planning Commission and Town Council. Design Workshop also prepared a prof ect Web site to allow for public comment throughout the process (www. avonmainstreet.com). As part of a redevelopment effort, we also provided the necessary components to create a sustainable plan, including physical design and master planning, a retail and residential market investigation report and financial pro forma analysis to balance public and private capital improvements and return. 11 I DESIGNWORKSHOP ~~ 'a ~i.~nlt~ _ ~ ~, BANFF TOWN CENTER Banff, Alberta, Canada The town of Banff, which is the gateway to Canada's Rocky Mountain National Parks, is a community defined by its scenic landscape. After winning ari international design competition, Design Workshop prepared a townscape plan for Banff to enhance the tourist experience during all seasons.The planning process, public involvement and resulting designs were based on and inspired by Banff's rich history and unique set of cultural and social icons. Transportation planning was also central to solving problems in downtown Banff's redevelopment. To better serve domestic and international travelers, Banff commissioned Design Workshop to prepare a plan that addresses auto congestion, improves pedestrian amenities and connections, and acconunodates 20 percent of the visitation associated with bus travel tours. Components in the plan include the narrowing of BanffAvenue, a new tour bus station, increased sidewalk width. in the core area, boulevard improvements, and a comprehensive visitor graphics program. Vail Community Plan ~ 12 ~ I?l~().9E(:7, rXP~~~I~:NC~ ~ 13AN~iF r~'U19%N C~N'~'L~ 13 I DESIGIVWORKSHOP - . ,~ _ _~. ~i 0 As one of the highest-rated mountain resort communities in North America, the Resort Municipality ofWhistler is continually finding ways to improve the quality of the visitor and resident experience.A recent innovation involved replacing their existing Comprehensive Development Plan with a Comprehensive Sustainability P1an.This update will provide a vision to guide the Municipality toward a sustainable future. Design Workshop has been engaged to lead the first phase of work "to define the characteristics of successful destination resorts." Leading amulti-disciplinary team, topics to be addressed include: land use, environment, transportation, housing, utilities, finance, economics, social issues, quality of life, recreation, governance, provisions of goods and services, culture, guest experiences, economic diversity, vision, etc. Conclusions about these characteristics, combined with other work being completed to define sustainability in the context of Whistler, will combine to inform the community vision. Vail Community Plan ~ 14 ~ WHISTLER COMPREHENSIVE SUSTAINABILITY PLAN Whistler, British Columbia, Canada NORTH LAKE TAHOE TOURISM & COMMUNITY INVESTMENT MASTER PLAN The North Lake Tahoe Resort Association (NLTRA) contracted Design Workshop to develop a practical roadmap that addresses the tourism and conununity challenges facing North Lake Tahoe. In 1995, Design Workshop co-authored the North Lake Tahoe Tourism Development Plan, which has served as a guide for the formation of the Resort Association, tourism investment strategy and funding guidelines. In the eight years since the plan was completed, development and economic conditions of North Lake Tahoe have reshaped the travel and tourism industries, prompting the association to rethink its development strategies. Design Workshop led a collaborative effort with a 40-member advisory comrrLittee of local community leaders, the NLTRA and two other sub-consultants to draft a new master plan for the entire North Lake Tahoe Region that accounts for the evolving regional conditions, increased competition, changing community needs, reduced funding flexibility and new opportunities.The master plan defines long-term strategies and tactics that enhance the community and invest in its future. ~ is ~ DESIGNWORKSHOP North Lake Tahoe, California r t, The town of Mammoth Lakes and the Mammoth Lakes Tourism Commission hired Design Workshop to conduct an evaluation of its visitor services in an efl-ort to reposition itself as a competitive, destination resort community offering year-round attractions. Of primary interest to Manunoth Lakes was identifying an appropriate structure for orchestrating the multiple visitor services which today's destination visitors expect, such as central reservation systems, concierge services, in-town transportation, and activity packaging. Design Workshop led community meetings and public workshops to assess the situation within which visitor activities were currently managed, and subsequently presented alternative management structures found in other successful resort communities. The design team is currently working with the town to refine these ideas, finding an appropriate way of expressing them and building upon the framework established to provide the level of detail required. The intent is to provide a graphic document that enhances and protects the uniqueness of the Town of Mammoth Lakes. Vail Community Plan ~ 16 ~ MAMMOTH LAKES FACILITATION & DESIGN GUIDELINES Mammoth Lakes, California After the development of Beaver Creek on the mountain south of town and a major retail center on the outskirts of the communiry,Avon was faced with trying to maintain -and to some degree create - a distinctive community with a strong central focus. Design Workshop worked with the community to create goals and policies that helped to protect the community from homogenized regional growth, refocus development into the community core, and allow enough flexibility for the creative use of architecture and design. s - 4 ~~~, ,~.~s. _„! The comprehensive plan had to be in harmony with the Town Center West development the Town was undertaking. In addition, the function of the community as both a workforce conununity forVail and the only gateway to Beaver Creek helped determine the vision of the community - "a great place to live and a great place to visit". Despite the fact that the two-year planning effort began with one consultant and was finished by Design Workshop, the plan was a supported by the community, Planning and Zoning Commission and Town Council. ~ 17 ~ DESIGNWORKSHOP AVON COMPREHENSIVE PLAN Avon, Colorado e- VAIL~LIONSHEAD RETAIL MARKET ANALYSIS Vail, Colorado As part of its plan to redevelop LionsheadVillage,Vail Resorts needed a retail market study to determine successful concepts and an appropriate tenant mix. Design Workshop was hired to study retail in and around Vail Village, which included researching general retail trends, reviewing retail environments in comparable resort communities, profiling Vail visitors and residents, and analyzing local retail sales data. Recommendations were made regarding key elements and tenant mix for the redevelopment of Lionshead. FLATHEAD COUNTY MASTER PLAN Flathead County, Montana Flathead County was the hottest real. estate market in the country in 1993. Growth has happened so rapidly that it has outstripped the resources of county government and made the county's 15-year-old Master Plan ineffective.The Cooperative Planning Coalition, a private citizens action group, hired Design Workshop to help. As the first known privately-sponsored public planning process, Flathead has involved thousands of residents, including members of the business community, environmentalists, and other special interest groups.A performance-based_process will result from this intensive planning exercise. BRECKENRIDGE RETAIL MARKET ANALYSIS Breckenridge, Colorado The resort retail industry throughout North America is experiencing significant changes.Visitors to resort towns are spending more time shopping than almost any other activity. Along with these changes comes the need for resort towris to stay competitive in the retail industry. With plans for new base village development in Breckenridge, the town was concerned about the effects of additional retail and how it would affect to the overall health of Breckenridge's retail industry. Design Workshop conducted an iri- depth market study to determine the impact of such development.The study included an analysis of existing retail in Breckenridge, visitor and resident profiles, proposed new projects in Breckenridge, and an analysis of economic benefits that might come from new development. After the. initial analysis, conclusions were drawn and suggestions were made regarding plans for future retail development. Vail Community Plan ~ 18 ~ ~~ PROJECT DESCRIPTION CLIENT Arbolera de Vida 30-Acre Mixed-Use and Affordable Sawmill CDC Albuquerque, New Mexico Housing Infill Community Albuquerque, New Mexico AspenVillage Mobile Home Park Mr. ChuckVidal Pitkin County, Colorado Aspen, Colorado Basalt South 70-Acre Planned-Unit Development Mr. Dave Slemon Basalt, Colorado Aspen, Colorado Blight, Placer Property Denver Water Denver, Colorado Denver, Colorado Broadway I-25 Felsburg Hold & Ullevig Denver, Colorado Englewood, Colorado Boardman 470-Acre Community Plan Oregon Potato Company Boardman, Oregon Boardman, Oregon BT Housing Lot-Income Housing Development BT Housing, Inc. Santa Fe, New Mexico Part of Tierra Contenta Community Santa Fe, New Mexico Butterfield Crossing Neighborhood 500-Acre Neighborhood Plan AMCOR Investments Corp. Castle Rock, Colorado Englewood, Colorado Carbondale Streetscape Streetscape Improvement Plan Town of Carbondale Carbondale, Colorado Carbondale, Colorado Castle Rock Land Use Master Plan Town Master Plan Town of Castle Rock Castle Rock, Colorado Castle Rock, Colorado Cimarron Park Cimarron Ranch Arvada, Colorado Westminster, Colorado Chenoa Community/Land Planning Spring Valley Development Garfield County, Colorado Aspen, Colorado Coe Ranch 5300-Acre Residential Development Chevron Land & Dev. Co. San Jose, California Huntington Beach, California Columbia Industrial Industrial Development Criteria The Rouse Company Columbia, Maryland Columbia, Maryland Commons Due Diligence East-West Partners Denver, Colorado Beaver Creek, Colorado Community Bible Church Master Plan Stout Architects Jackson, Wyoming Jackso n, Wyoming Cougar Canyon Ranch Cozy Point Partners Aspen, Colorado Fort Worth,Texas Courtyard on the Glen Scenic Assessment Sierra BouquetVI, LLC Incline Village, Nevada Incline Village, Nevada Dobson Ranch P.A.D. Community Master Plan Longey Gilbert, Arizona Tempe, Arizona Eaglewood Golf Community Site Planning.& Design Guidelines Kenneth James Partners, LLC Truckee, California Northbrook, IL ( 19 I DESIGIVWORKSHOP ---~ PPiOTLC~l, LIST:. ~(DA~I~~IUNITX PLANNING ~ _ I ., PROJECT DESCRIPTION CLIENT Eastern Hills Alpert Companies Aurora, Colorado. Denver, Colorado Echo Farms 650-Acre Planned-Unit Development Rouse Investment Company Wilmington, North Carolina Columbia, Maryland Estrella 9,000-Acre Mixed-Use Planned-Unit American Continental Goodyear, Arizona Development Phoenix, Arizona Estrella Commercial Center 60-Acre Mixed-Use Center American Continental Goodyear, Arizona Phoenix, Arizona Estrella Equestrian Center Neighborhood Equestrian Center American Continental Goodyear,Arizona Phoenix,Arizona Estrella Non-Residential Design Guidelines Design Guidelines Sterling Pacific Management Services, Goodyear,Arizona Inc. Estrella Signage Design Guidelines Design Guidelines Sterling Pacific Management Services, Goodyear, Arizona Inc. Flagstaff Urban Mobility Study Urban Mobility Study -Land use in Lima and Associates Flagstaff, Arizona Transportation Corridor Phoenix,Arizona Fox River Village Three-Block Urban Redevelopment Shodeen, Inc. Geneva, Illinois Geneva, Illinois Gauer Estate Vineyard 4800-Acre Residential Development Chevron Land & Development Co. Sonoma County, California Huntington Beach, California Gibraltar Marina Development 400-Acre Waterfront Development Marina Ventures International Gibraltar, Michigan Baltimore, Maryland Glendale Land-Use Master Plan Land-Use Master Plan Glendale, Colorado Denver, Colorado Granite Ridge Granit Ridge Townhomes Teton Village, Wyoming Wilson,Wyoming Gray Ranch 500-Acre Planned-Unit Development Mr. Richard Gray Carbondale, Colorado Phoenix, Arizona Great Western Park 300-Acre Mixed-Use Development Church Ranch Corporate Center Broomfield, Colorado with Park Westminster, Colorado Hidden Valley 8,000-Acre Mixed-Use Development .American Continental Goodyear, Arizona Phoenix, Arizona High Desert Sustainable Community 1,000-Acre Planned-Unit High Desert Investment Corp. Albuquerque, New Mexico Development Albuquerque, New Mexico Historic Granjeno Community Affordable Development Hunt Realty Granjeno,Texas Dallas,Texas Idarado II Idarado Mining Company Telluride, Colorado Ouray, Colorado Job's Peak Ranch 1,400-Acre Planned-Residential Douglas County Lake Tahoe, California Development Douglas County, Nevada Vail Community Plan ~ 20 ~ ~'~®.IECT LdST: COlV~1l~IL1N~TY P~ANN~N(~ ~-- PROJECT DESCRIPTION CLIENT Lake Arrowhead 270-Acre Planned-Unit Development Centennial Corporation Lake Arrowhead, California Snowmass Village, Colorado Lake Katherine Watershed Plan Babcock Foundation Winston-Salem, North Carolina Winston-Salem, North Carolina Las Cruces Village Community Affordable Development Hunt Realty Mission, Texas Dallas, Texas Leawood Falls 240-Unit Planned-Unit Development Midland Properties, Inc. Kansas City, Kansas Kansas City, Kansas Lighting W Ranch Landscape Architecture Lighting W Ranch Washoe Valley, Nevada Sparks, Nevada Long Reach Center 60-Acre Auto Park The Rouse Company Columbia, Maryland Zone Plan Columbia, Maryland Long Reach Zone 800-Acre Industrial Park The Rouse Company Columbia, Maryland Zone Plan Columbia, Maryland Mammoth Redevelopment Site Planning Town of Mammoth Lakes Mammoth Lakes, California Mammoth Lakes, California Mariposa Ranch 6,800-Acre Mixed-Use Albuquerque Academy Sandoval County, New Mexico Community Plan Albuquerque, New Mexico Marolt Ranch 100-Unit Planned-Unit Development Marolt Associates Aspen, Colorado Aspen, Colorado Mason Farm 70-Acre Planned-Unit Development Ater & Associates Dona Ana County, New Mexico Santa Fe, New Mexico McAllister Property Community Master Plan Mr. Dale J. Little Flagstafl; Arizona Flagstaff, Arizona The Meadows 14,000 Units, 8,000-Acre Mixed-Use Lincoln American Corporation Castle Rock, Colorado Community Development Englewood, Colorado Meadows Monument & Signage Castle Rock Development, LLC Castle Rock, Colorado Denver, Colorado Meadows South 400-Acre Planned-Unit Development AMCOR Investments Corp. Castle Rock, Colorado Englewood, Colorado Mesa County & Grand Junction Zoning Ordinance Revision City/County Development Dept. Grand Junction, Colorado Grand Junction, Colorado Mill Creek 1,350-Acre Mixed-Use Development Shodeen Construction, Inc. Geneva, Illinois Geneva, Illinois The Montana Club Winchester Development Bozeman, Montana. Palm Desert, California Monument Village 500-Acre Planned-Unit Development Mr. Denny Granum Grand Junction, Colorado Grand Junction, Colorado Monument Valley 100-Unit Planned-Unit Development Mr. Denny Granum Grand Junction, Colorado Grand Junction, Colorado 21 ~ DESIGNWORKSHOP PIi®~FC'I' LIST: C®1~-I1i~ILINIrI,Y I~LANNIN(~ PROJECT DESCRIPTION CLIENT Monte Sereno Feasibility Study for Conversion: HMB Partners, Inc. Santa Fe, New Mexico 276-Unit Residential to Mixed-Use Denver, Colorado North Las Vegas Community American Nevada Corporation Las Vegas, Nevada Henderson, Nevada North Tahoe Marina Master Planning East/West Truckee Tahoe Vista, California Truckee, California Ocean Journey Ocean Journey Denver, Colorado Denver, Colorado Owen Brown 60-Acre Commercial Center The Rouse Company Columbia, Maryland Columbia, Maryland Owen Brown Center Neighborhood Center The Rouse Company Columbia, Maryland Columbia, Maryland Owl CreekTownhomes Site Planning Snowmass Land Company, Snowmass Village, Colorado SnowmassVillage, Colorado Oxbow Community 80-Acre Residential Community Altura West, LCC Albuquerque, New Mexico Albuquerque, New Mexico Pickwick Village 50-Acre Planned-Unit Development Ward &Ward Raleigh, North Carolina Raleigh, North Carolina Pine Ridge 240-Acre Residential Planned-Unit 1st National Bank of Denver Craig, Colorado Development Denver, Colorado Pioneer Commerce Center Landscape Architecture Mancuso, Ciro Truckee, California Olympic Valley, California Querencia Querencia Properties Cabo, Mexico Los Cabos, Mexico Rancho Viejo 21,000-Acre Mixed Use Suncor, Inc. Santa Fe, New Mexico 2,500-Acre Phase I Development Phoenix, Arizona Riverbend New Town Master Plan Riverbend Corporation Raleigh, North Carolina Raleigh, North Carolina The Rocks at Reata Pass Concept Design, Construction Monarch Communities Scottsdale, Arizona Observation Sc ottsdale, Arizona Santa Teresa 22,000-Acre Mixed-Use Planned Fairfield Prop./Paseo del Norte Dona Ana County, New Mexico Community Santa Fe, New Mexico Selling Market 14-Acre Farmers' Market The Rouse Company Columbia, Maryland Columbia, Maryland Selling Center 80-Acre Industrial Park Shodeen, Inc. Columbia, Maryland 500-Acre Mixed-Use Geneva, Illinois Shodeen-Mill Creek Master Plan Planned New Community SnowmassVillage Geneva, Illinois SnowmassVillage, Colorado Snowmass Capitol Master Plan Master Plan SnowmassVillage SnowmassVillage, Colorado SnowmassVillage, Colorado Vail Community Plan ~ 22 ~ ~ P~O:IECT LIST: C®li~[l~%Ii1NITY PLANNING; PROJECT DESCRIPTION CLIENT Soda Creek Planned Development Gayno,.Inc. Evergreen, Colorado Denver, Colorado South Farm 2,000-Acre Mixed-Use Planned Sorenson Development, Inc. Lake City, Utah Community Salt Lake City, Utah Spring Lake 70-Acre Planned Unit Development Murchison Family Spring Lake, North California Wilmington, North Carolina St. Albans 4,000-Acre Planned-Unit St.Albans Development Company St. Albans, Missouri Development St. Louis, Missouri Summerlin 20,000-Acre/12 Village New Howard Hughes Properties Las Vegas, Nevada Community Las Vegas, Nevada Sunset Hills 800-Acre Planned-Unit Development Monge Real Estate & Investment Co. Pekin, Illinois Pekin, Illinois Sutherland Farms 865-Acre Mixed-Use Planned-Unit Midland Properties, Inc. Overland Park, Kansas Development Kansas City, Kansas Timberlake 75-Acre Planned-Unit Development Mr. Ken Frank Huntington, West Virginia Huntington, West Virginia Truckee Townhomes Landscape Architecture South Shore Capitol Truckee, California Minden, Nevada Waterloo Center 175-Acre Industrial Park The Rouse Company Columbia, Maryland Columbia, Maryland W/J Ranch 200-Acre Master Plan Lowe Enterprises Community Dev. Woody Creek, Colorado Vienna,Virginia Wickenburg Ranch Community Development Master Plan HMB Partners Inc. Yavapai County, Arizona Denver, Colorado Woody Creek Plan 7,452-Acre Community Plan Woody Creek Citizens' Caucus Aspen, Colorado Pitkin County, Colorado Zephyr Heights Multi-Family Site Planning Tahoe Property Consultants Zephyr Cove, Nevada Zephyr Cove, Nevada i 23 ~ DESIGNWORKSHOP PROJECT DESCRIPTION CLIENT Avon Town Center West Redevelopment Plan Redevelopment Plan Including Market Town ofAvon Avon, Colorado Investigation and Financial Analysis Avon, Colorado Battlement Mesa Market Investigation Market Investigation and Concept The Battlement Mesa Company Battlement Mesa, Colorado Plan Parachute, Colorado Breckenridge Retail Market Analysis . Market Study, Retail Analysis and Town of Breckenridge Breckenridge, Colorado Economic Assessment Breckenridge, Colorado Breckenridge Retail/Peak 8 Analysis ofViabihty of Retail/ Breckenridge Retail Breckenridge, Colorado Commercial Breckenridge, Colorado l Brundage Mountain Operations and Economic Operations Management Analysis, Brundage Mountain Resort Assessment Development Plan Analysis and McCall, Idaho McCall, Idaho Economic Assessment ~ Calgary Airport Authority Market Investigation Market and Financial Analysis I Calgary Airport Authority and Feasibility Analysis ~ Calgary, Alberta, Canada Calgary,Alberta,Ganada Centennial Airport Land-Use Plan Financial Analysis Centennial Airport Finance Corruruttee Denver, Colorado Denver, Colorado Characteristics of Successful Destination Resort Resort Community Research Resort Municipality of Whistler l Communities Whistler, British Columbia, Canada Whistler, Brith Columbia, Canada Circleville Farm/Imbt Property Market Study John Imbt State College, Pennsylvania State College, Pennsylvania Coeur D'Alene Place Market Investigation Retail Concept Plan Market Greenstone Homes and Neighborhoods Coeur D'Alene, Idaho Investigation Liberty Lake,Washington Cornerstone Market Study Market Analysis and Strategy Hunt Realty Corporation Montrose/Telluride, Colorado and Financial Analysis Dallas, Texas 1 Crested Butte Mountain Resort Due Diligence Analysis and Fortress Investment 1 Mt. Crested Butte, Colorado Market Study New York, Newyork CTC Kings Beach Property Preliminary Site Assessment California Tahoe Conservancy Kings Beach, California South Lake Tahoe, California i Deep Creek Mountain Resort Residential and Retail Market Deep Creek Development, LLC McHenry, Maryland Analysis McHenry, Maryland Denver Water Lake Dillon Properties Disposition Land Capability Analysis, Land Denver Water Board Strategy Planning, MarketValue Analysis Denver, Colorado Summit County, Colorado and Public Facilitation I Driggs Industrial Park Market Analysis Market Analysis Mr. Ned Thomas Driggs, Idaho Driggs, Idaho Eastern Hills Market Analysis Market Analysis and Marketing Plan Alpert Companies Aurora, Colorado Denver, Colorado Edgemont Highlands Market Invesdgation Market Investigation and Tom D. Gordon Construction Durango, Colorado Development Strategy Durango, Colorado Ferguson Town Center Market Analysis, Financial Feasibility, Greenwood Associates, Ltd. State College, Pennsylvania Master Planning and Acquisition State College, Pennsylvania Strategy Vail Community Plan ~ 24 I A il~~,r~~/ ~ 9J .0. `7r~,: ~7rl,~~ATl~~J~~J ~~A~ V il~@~~7 PROJECT DESCRIPTION CLIENT Front Range Resorts Market Study Market Analysis, Marketing and Sales Intrawest Resort Development Group Copper Mountain and Winter Park Resorts, Strategy, Development Strategies and Denver, Colorado Colorado Programming GrandTarghee Master Plan Master Plan and Resl Estate GrandTarghee Resort GrandTarghee,Wyoming Development Pro forma and Market GrandTarghee,Wyoming Feasibility Study Green Valley Ranch Town Center Concept Plan Mixed-Use Center Concept Plan Green Valley Ranch Aurora, Colorado Denver, Colorado Idarado Legacy Project Market Analysis Market Analysis and Financial The Idarado Mining Company Telluride, Colorado Feasibility Telluride, Colorado Jackson Hole Central Reservations Strategic Tourism Planning Jackson Hole Central Reservations Planning Jackson Hole,Wyoming Teton Village, Wyoming Jackson Hole Ski Corporation Business Plan Landscape Architecture, Land Jackson Hole Ski Corporation Teton Village, Wyoming Planning and Resort Design TetonVillage,Wyoming La Quinta and Coachella Valley Market Study Regional Market Study City of La Quinta RdevelopmentAgency La Quinta, California La Quinta, California Market Due Diligence Regarding The Depot Market Due Diligence The Depot Hotel at Telluride Hotel at Telluride Telluride, Colorado Telluride, Colorado McClellan National Trends Study Market Analysis and Strategy Anniston-Calhoun County Joint Powers Anniston, Alabama Authority (in support of Matrix Design Group) Anniston, Alabama McStain Neighborhoods Survey of Employee Attitude and McStain Neighborhoods Denver, Colorado Understanding Boulder, Colorado Mission Valley Property Due Diligence Analysis Cherokee Investment Partners San Diego, California Denver, Colorado Montrose Market Investigation Retail Concept Plan Market Greenstone Homes and Neighborhoods Post Falls, Idaho Investigation Liberty Lake, Washington North Lake Tahoe Resort Association Tourism Planning and Investment North Lake Tahoe Resort Association Compensation Survey Cost/Benefit Analysis North Lake Tahoe, California North Lake Tahoe, California North Lake Tahoe Tourism and Community Tourism Master Plan North Lake Tahoe Resort Association Investment Master Plan North Lake Tahoe, California North Lake Tahoe, California Ogden Downtown Mall Redevelopment Market Investigation and City of Ogden Ogden, Utah Development Strategy Ogden, Utah Punta Mita Market Analysis Feasibility Studies, Resort and Playground (Intrawest's Real Estate Sales & Puerto Vallarta, Mexico Tourism Trends Analysis and Real Marketing Company) Estate Analysis Denver, Colorado Rancho Viejo South Conservation-based Development Rancho Viejo Partnership Santa Fe, New Mexico Strategy Santa Fe, New Mexico River Crossing Town Center Market Investigation Greenstone Homes and Neighborhoods Liberty Lake, Washington Concept Plan Liberty Lake, Washington is I DESIGIV~ORKSHOP 1'R~T~C;~1, I~IS'~': S1'~A1,~G[(~ ~El~V1Ci~S ~ ;' PROJECT DESCRIPTION CLIENT River Run Resort Master Plan Master Plan and Entitlements Sun Valley Company Sun Valley, Idaho Sun Valley, Idaho Sanctuary at Snowmass Club Market Analysis and.Resort Sales Playground (Intrawest's Real Estate Sales & SnowmassVillage, Colorado and Marketing Strategy Marketing Company) Denver, Colorado Santa Clara Four Corners Land Planning and Economic and Santa Clara Development Corporation Espanola, New Mexico Retail Market Analysis Espanola, New Mexico Sharyland Residential Market Analysis Market Analysis Hunt Realty Corporation McAllen,Texas Dallas, Texas Site Assessment for the CTC's Kings Beach Land Planning, Market Feasibility California Tahoe Conservancy Property and Financial Analysis South Lake Tahoe, California North Lake Tahoe, California Snowflower II Market Feasibility Steamboat Springs, Colorado SnowmassVillage Pricing Analysis SnowmassVillage, Colorado South Lake Tahoe Airport Charrette South Lake Tahoe, California Market Feasibility Analysis Market Analysis and Pricing Recommendations Public Facilitation, Master Planning and Alternative Reuse Landmar Group, LLC Ft. Lauderdale, Florida Brush Creek Development, LLC SnowmassVillage, Colorado California Tahoe Conservancy City of South Lake Tahoe South Lake Tahoe, California South Pass Community Development Feasibility . Visioning, Charrette Design and SouthPass Development, LLC Study Master Planning Fayetteville,Arkansas Faye tteville, A rkansas Stonehocker Farms Market Analysis and Expert Witness Holme Roberts & Owen, LLP Adams County, Colorado Testimony Denver, Colorado Sunrise Resort User Survey, Facility Assessment and White Mountain Apache Tribe McNary,Arizona Master Plan_ McNary,Arizona Sun Valley Resort Market Analysis, Master Plan and The Sun Valley Company Sun Valley, Idaho Entitlements Sun Valley, Idaho Taos Ski Valley Developer Information Package Master Development Planning and Taos Ski Valley, Inc. Taos, New Mexico Development and Marketing Strategy Taos, New Mexico Taylor Investment Texas Market Study Demographics and Trendstlnalysis Taylor Investment Corporation Texas Hill Country, Texas Market Study Minneapolis, Minnesota Teton Village Association Assessment Financial Modeling, Programming Teton Village Association Jackson Hole, Wyoming Strategy and Market Research Teton Village, Wyoming TRPA Regional Recreation Plan Recreation Plan, Study, Facilities Supply Tahoe Regional Planning Agency Lake Tahoe Basin, California and Nevada Survey and Facilities Framework Plan Stateline, Nevada Vail Racquet Club Market Feasibility Study and Vail Racquet Club Vail, Colorado Expansion Recommendations Vail, Colorado Vail Village Retail Analysis Retail Analysis and Development Vail Resorts Retail Analysis and Development Strategy Strategy Vail, Colorado Van Sickle California/Nevada Bi-State Park Lake Market Investigation Nevada State Parks Tahoe RV Market Carson City, Nevada Investigation California/Nevada A f l E r Vail Community Plan 126 I ~ll®~~\.J Y LA~ 1. ~.7rl,.ll.`il,.L'~lslla l7LAl V ll..l~~7 PROJECT DESCRIPTION CLIENT West Side Flats Market Analysis Market Analysis The Lander Group St. Paul, Minnesota Minneapolis, Minnesota Whistler Comprehensive Sustainability Plan Resort Community Research Resort Municipality of Whistler Whistler, British Columbia, Canada ~ Whistler, British Columbia, Canada Whitaker-Bermite Property Due Diligence Analysis Cherokee Investment Partners Santa Clarity, California Denver, Colorado Wildflower Resort Private Residence Club Market Analysis, Development Wildflower Resort Company Feasibility Study Strategy and FinancialAnalysis Dallas,Texas Grand Prairie,Texas Wintergreen Resort Retail Analysis and Development Wintergreen Resort Wintergreen,Virginia Strategy . Wintergreen,Virginia Winter Park Resort Base Area Development Economic Impact and Retail Market Winter Park Recreational Association Winter Park, Colorado Analysis Winter Park, Colorado Young Ranch Market Feasibility Analysis Feasibility Study, Political Analysis Young Ranch Partners LLC Clear Creek County, Colorado and Development Strategies and Idaho Springs, Colorado Programming a~ I DESIGNWORKSHOP _ ~. _ t,._Q . { _ _ _ REBECCA ZIMMERMAN Principal-in-Charge Your Design Workshop team will consist of Becky Zimmerman, Principal in Charge; Rebecca Leonard, Project Manager; Pam Britton, Facilitation; and Kristen Walsh, Project Planner. While Pam Britton is specified for facilitation assistance, Rebecca Zimmerman and Rebecca Leonard will also play key roles in the facilitation process. Vail Community Plan ~ 30 ~ ~ 1 ~. .. :. ~„ ~~ r - Y REBECCA R. ZIMMERMANN Principal Education Master of Business Administration; University of Colorado, Denver, Colorado Bachelor of Communicadorts; Bachelor of Business Administration;Tnnity University, San Antonio, Texas Professional Affiliations Urban Land Institute / Recreation Development Council Travel and Tourism Research Association Publications "Resort Survival," Urban Land,August 2003 "Resort Rebound," Urban Land,August 2002 "Tourism Development, Management and Sustainability in a Changing Economy," Union of British Columbia, Canada Conference on Sustainability, Whistler, B.C., 2002 "Resort Trends: How to Predict the Future in an Uncertain Travel Environment," Opening Speaker, 2001 Resort Forum, Incline Village, Nevada. "Innovative Residential Development," ULI Council Meeting, May 1998 Becky Zimmermann is a partner at Design Workshop. She has exceptional experience in tourism, economic, and marketing-related consultation, and is gifted at public input and facilitation, project analysis, and managing and planning large-scale projects. She has recently completed a Tourism Development Master Plan for Andorra and a Tourism Marketing Plan for Teton County (Jackson Hole, Wyoming). Design Workshop's Tourism Development Master Plan for North Lake Tahoe, for which Becky was the Project Manager, received an Honor Award from the American Society of Landscape Architects. The Clark County Wetlands Park Master Plan, for which Becky was the Principal-In- Charge, also received an Honor Award from ASLA. Becky has completed marketing, economic feasibility studies, or tourism plans for Denver, Parker, Breckenridge, Vail, Winter Park, and Crested Butte, Colorado, and resorts in Wyoming, Montana, Arizona, California, West Virginia, Illinois, Andorra, and Brazil. Her user surveys include the Pikes Peak Recreation User Survey, the Vail Racquet Club User Survey, and the Snowshoe Resort User Survey. Related Project Experience Banff Downtown Enhancement, Commercial Business Impact Study: Banff, Alberta, Canada Pikes Peak Multi-Use Plan: Colorado Springs, Colorado Snowshoe Mountain Resort Market Analysis: Pocahontas County, West Virginia Teton Village Resort Association Formation: Teton Village, Wyoming Whistler Comprehensive Sustainability Plan: Whistler, British Columbia Vail Valley Retail Market Study: Vail, Colorado Front Range Ski Resort Market Analysis: Colorado Breckenridge Market Analysis: Breckenridge, Colorado Flathead County Master Plan: Flathead County, Wyoming Andorra Tourism and Strategic Plan: Andorra North Lake Tahoe Tourism and Community Invesment Master Plan: North Lake Tahoe, California 31 I DESIGNWORKSHOP Banff Downtown Enhancement Banff, Alberta, Canada Whistler Comprehensive Sustainability Plan Whistler, British Columbia; Canada Vail Valley Retail Market Study Vail, Colorado _ ~, -~ .~ ~ _ ._ ~ _ _ ~F~: - REBECCA LEONARD Project Manager Bachelor of Science in Environmental Design in Architecture, Ball State University Certification 1999: American Institute of Certified Planners Professional Affiliations American Planning Association: Small Town and Rural Planning Division and Urban Design and Preservation Division,1995-present Vice President of External Affairs, Colorado Chapter, American Planning Association, 2005-present Board of Directors, Planning Institute of Colorado, 2005- present Board of Directors, Healthy Mouritain Communities, 2005- present Awards and Honors 2005: National Association of Counties, Achievement Award for the Eagle County Comprehensive Plan 2003: National Association of Counties, Achievement Award for the Eagle County Profile Web site Rebecca Leonard, a community planner and urbari designer with Design Workshop, has outstanding experience in the areas of community planning, urban design, redevelopment, tourism planning, regional planning and site design. Rebecca is a graduate of the Ball State University College of Architecture and Planning where she received her master's degree in urban and regional planning. She focuses on projects that represent the heart of the community. Through her strategic initiative, she integrates in-depth knowledge of the area's environment, community and economy with strong physical design and public spaces. Rebecca's experience in both the public and private sector of planning has given her insight not often found in the design profession. She has worked on community plans and designs in both capacities and knows how to face the inherent challenges posed by both perspectives. Rebecca believes that an excellent design is one that considers its context in all facets -environment, community, art and economy. Excellent designs lead to great communities! Related Project Experience Town ofAvon Comprehensive Plan: Avon, Colorado Avon Town Center West Redevelopment Plan: Avon, Colorado Eagle County Affordable Housing Guidelines: Eagle County, Colorado Eagle County Comprehensive Plan: Eagle County, Colorado Eagle County Profile Web Site: Eagle County, Colorado Edwards Sub-Area Plan: Edwards, Colorado Douglas County Comprehensive Plan: Douglas County, Nevada Avimor New Community: Boise, Idaho Landwell East Community: Henderson, Nevada NDOT Landscape and Aesthetic Corridor Plan: State of Nevada Pendleton County Comprehensive Plan: Pendleton County, Kentucky Coal Heritage Corridor Natural Scenic Byway Plan: West Virginia Goldfields Scenic Corridor Master Plan: Bendigo,Victoria,Australia Ft.Thomas Comprehensive Plan: Ft.Thomas,Kentucky Vail Community Plan ~ 32 ~ Education Master of Urban and Regional Planning, Ball State .University 4 s' PAM BRITTON Facilitation Master ofArts, Human Resources Training and Development, BrighamYoung University, Summa Cum Laude, Bachelor ofArts, Organizational Communication, California State University Long Beach, Summa Cum Laude Certification Human Performance Improvement, American Sociery for Training and Development Corporate Coach, Corporate Coach University Professional Affiliations American Society ofTraining and Development National Speaker's Association Publications Communication Activities for Personal Life Strategies, Kendall-Hunt Publishing Company, 1988 As the Corporate Director of Training and Professional Development for Design Workshop, Pamela is responsible for the establishment of the firm's corporate university, Design U, which provides a wide range of training and professional development programs for all members of the firm. In addition, she provides facilitation services to the organization for strategic planning, decision making and process analysis. Prior to coming to Design Workshop, Pamela was owner of Britton & Associates, a training and organizational development consultancy. Her clients included Fortune 500 organizations throughout the United States and eleven foreign countries. Her practice focused on performance development, organizational process improvement and facilitated strategic planning. Her professional skills include human performance analysis, organizational development, and group process facilitation. 33 ~ DESIGNWORKSHOP Education - - __ KRISTEN WALSH Project Planner Professional Affiliations American Society of Landscape Architects Awards and Honors 2005: Department Service and Leadership Award 2004: The Ann Pellow Wagner Memorial Scholarship 2002: The Alma Heinz and August Pohland Scholarship Vail Community Plan Kristen Walsh is a landscape architect in the Aspen office of Design Workshop. She is a graduate of the Pennsylvania State University College of Arts and Architecture where she received her bachelor's degree in landscape architecture. During that time, Kristen was an active member of the American Society of Landscape Architecture and the local Landscape Architecture Student Society. She contributed to helping recruit students to the program and helping to increase awareness of what the profession entails. As a result of her efforts Kristen was one of two people to receive the Department Service and Leadership Award. Kristen held athree-year summer internship with amulti-disciplinary firm in Armonk, Newyork. During that time she was exposed to a wide range of project including residential, commercial, retail and office developments. She has participated in public meetings, client and consultant relationships and technical design applications. Since moving from NewYork and beginning at the Aspen office, Kristen has applied her knowledge from her University and the profession to several types of projects. Her collaborative design efforts and her desire to create successful designs that improve the quality of life for users is evident in all her work. She looks forward to becoming a project manager, licensed landscape architect and returning to school to receive a master's degree. Related Project Experience Snowmass Center Redevelopment, Snowmass Village, Colorado Snowmass Mall Redevelopment, SnowmassVillage,Colorado MBIA Headquarters Extension, North Castle, NewYork* Cross County Shopping Center,Yonkers, NewYork* *I'revious experience while with John Meyer Consulting 1341 Education Pennsylvania State University, Bachelor of Landscape Architecture - ~ + CONCEPTUAL APPROACH The principal objective of this Community Plan effort is to develop a practical roadmap for the Town of Vail as they face a critical turning point -from development and expansion to redevelopment and enhancement - by defining a long- term plan to enhance and invest in the future of the community. We facilitated and created the Lionshead Redevelopment Plan, completed in the 1990s This planning effort represents the beginning of what became a defining moment for the Town ofVail. In the half a decade since its completion, the travel and' tourism industry has changed, as has the development and economic conditions in Vail. Lionshead redevelopment is underway with the beginning of the "New Dawn" and the construction of the skier bridge, Forest Place, Gore Creek Condominiums, and the Arrabelle Hotel. Now it is time to take another look at the future of the .community as a whole. A new plan is needed -one that takes into account these changed conditions, increased competition, community outreach, and defining opportunities for the future. The planning process to create such a plan will be influenced by a number of dynamic circumstances. Among those- are: • Changing travel and tourism patterns • International visitation on the rise • Changing trends in skiing • Increased competition among North American resorts • Baby Boomers nearing retirement age • Increased delays due to I-70 Corridor traffic and congestion PHASE I DATA REVIEW AND PROJECT START-UP In order to begin the Vail Community Plan, the Design Workshop Team will review the previous research conducted in the State of Vail report and other pertinent documents. In addition, appropriate start up meetings will be held with Town staff. This will .allow the team to digest the value of previous written documents and physical master plans/enhancements that will affect the project, as well as, future planning and design efforts and for the Town staff to meet the consultant Principal-in-Charge, Project Manager, and Facilitators. TASK I. I Project Management Every phase will involve project management from the team's project manager. We strive to ensure quality assurance and quality control through clear communication and dialogue with their clients. Direct communication with the client through memorandums, phone calls and emails will be provided to the client throughout the entirety of the project. A progress report will accompany all billing: Phase I deliverables: Project Kickoff Meeting Notes Inventory and Analysis Summary Base Mapping Data Collection Report Summary Project Check-In Meeting Notes Project Web Site Vail Community Plan 136 I ~l~~:r~c~ scoP~~ ~ TASK I.2 Project Kickoff Meeting The Design Workshop team will travel to Vail to meet with Town staff (primarily Community Development, but could include other departments) as part of a Project Kickoff Meeting. As part of the Project Kickoff Meeting, goals and objectives will be set with input from Town staff. Design Workshop will work with the Town staff to organize the Kickoff Meeting. TASK I.3 Inventory and Analysis After completion of the Project Kickoff Meeting, we propose a site visit to get familiar with the Town of Vail, document conditions, and further understand opportunities and constraints. A physical study is important to supplement the detailed information on trends and characteristics that has be prepared by RRC in the State of Vail report. TASK L.4 Base Mapping The Design Workshop team will work directly with the Community Development Department to develop appropriate base mapping (ArcView) for all proposed charrettes/open houses/work sessions, and to include in the final Community Plan. Base mapping would include current roads, natural features, parcels, zoning, etc. We will work with the Town Staff to create a final base map so that the maps used in discussions are of the same base information and accuracy. TASK I. S Discovery and Data Collection The Design. Workshop team will review and summarize all necessary data, reports and studies, as provided by the Town ofVail and other key stakeholders. These documents may include the State of Vail Report, Town of Vail Code, Development Standards Handbook, Lionshead Redevelopment Master Plan, Streetscape Master Plan, Vail Village Master Plan, Town ofVail Land Use Plan, Comprehensive Open Lands P1an,VailVillage Urban Design Guide, Town of Vail Housing Needs Assessment, and Eagle County Housing Needs Assessment. This will allow our team to understand existing and future development patterns of the study area, socio- economic trends, historic and cultural aspects, traffic and pedestrian circulation, connectivity, parking, public transit, 3~ I DESIGNWORKSHOP ~1d fl,'~1~r1. ~1J ~7~~ ~ . i TASK I . S development trends and other key information relating to the project. ~ A Data Collection Report will be completed highlighting the key elements of previous plans as they relate to this project. TASK I.6 Project Check In i The Design Workshop team will conduct a Project Check In with Council, Planning and Environmental Commission, and Staff to discuss the next steps and to discuss areas of concern by all parties. Specifically, we propose to discuss the Data Collection Report, Inventory I and Analysis and next steps. TASK I.'7 Project Web Site As part of the overall scope, the Design Workshop teani proposes to provide information to the town for I posting on their website where the community and stakeholders can review up to date project information. { The web site will also include an area for the community and stakeholders to provide additional comments. and suggestions. All information to be placed on the web site will be approved through the Community Development ~ Department prior to uploading. The web site will be updated as needed based on the specific task being completed. f PHASE 11 CREATING VISION `•~ Phase II deliverables: ~ l Project Management Building on the info`' tio~ ~ ed in Phase One, the Up to Three Alternative Future Design Workshop team will begin the process of helping Scenarios the community articulate a vision for its future. This will Two Community Visioning include: Workshops and. Meeting Notes Summary of Input from developing a series of alternatives based on the Workshops ' Design Workshop team's knowledge of resorts and Project Check-In Meeting Notes their lifecycles and information gathered in Phase I; Project Web Site • creating presentation materials that help depict the current conditions and trends in easy to understand terms, facilitating two public meetings aimed at helping the town articulate the preferred future for the town; and, Vail Community Plan ~ 38 ~ P~{OT~,C'~, SCONE ~ . PHASE 11 summarizing this vision in a powerful and succinct statement. TASK 2.I Scenario Development We know that the best way to get people talking about the future is to show them what future scenarios may look like.The use of.graphics and text together, compared to text only, will better engage the community. These future scenarios will quickly focus dialogue on which aspects of each are seen as positive and which are seen as negative. The Design Workshop team will create up to three alternative future scenarios and illustrate the physical, economic, social, and environmental conditions that may accompany such a future. This will be completed by using the teams experience in planning and design for resort communities, working with the Town staff to map future conditions with the most appropriate visualization tools, and understanding performance measures as they relate to (I each alternative. ~ ~ Y I TASK 2.2 First Com unity Visioning Workshop 1 l Design Wor shop realizes that a successful comet ry plan involve creating an environment for ho t and creative dialo e from a broad cross-sec ' of the community. Rec 'zin tha_ participant's time is limited, the techniques used can help focus the dialogue into productive working concepts and avoid time-consunung ranting that can overpower a meeting. The Design Workshop team will work with Town staff to ensure that.they invite all applicable community stakeholder groups to participate in the process. Stakeholder may include, but are not limited to the following: • Vail Recreation District • Vail Resorts • Vail Valley Medical Center • Vail Valley Foundation • Vail Valley Chamber and Tourism Bureau • Eagle County ,_ • ECO Transit • U.S. Forest Service • CDOT 39 I DESIGNWORKSHOP TASK 2.2 We have developed a process that has successfully built consensus in many resort communities. The process involves getting quick buy-in on the community's values as they are distilled from documents reviewed in Phase One, summarizing the alternative future scenarios and related performance measures, and rating the success of each alternative future scenario on its ability to meet the community's values. The team of professional facilitators, planners, landscape architects, economists; and urban designers will be present during the CommuniryVisioningWorkshop to provide two-way dialogue on each alternative. TASK.2.3 Second Community Visioning Workshop For the second community visioning workshop, the Design Workshop team will use proven techniques to flesh out a series of goals aimed at reaching the preferred future scenario defined during the first community visioning workshop. A memo summarizing the findings ofTask 2.1, 2.2 and 2.4 will be completed within this phase. TASK 2.4 Project Check In The Design Workshop team will conduct a Project Check In with Council, Planning and Environmental Comnussion, and Staff to discuss the input gathered at the CommuniryVisioningWorkshops. The Design Workshop team will facilitate the meeting to ensure consensus is reached on the preferred future scenario and collect input on the stated goals. TASK 2.5 Project Web Site Update The Design Workshop team will provide information produced and discussed at the CommuniryVisioning Workshops to the Town to place .on the Town's website. The supporting materials on-line will be clearly labeled. In addition, there will be a place for submitting additional comments on the work presented. All information to be placed on the web site will be approved through the Community Development Department prior to uploading. Vail Community Plan ~ 40 ~ ) PYLll,y9~~~r1 l~~J®Pl~ PHASE III COMMUNITY PLAN Phase III deliverables: Project Management We realize that the real specialists are those that live and Three Rounds of Advisory work in the community everyday. Therefore, to build on Group Meeting (up to 18 the consensus reached in Phase Two, we will work with meetings) Town staff to develop a series.ofadvisory groups. These Draft Community Plan groups will help flesh out the vision and identify specific Project Check In action plans for the goals identified in Phase II. Project Web Site Final Community Plan TASK 3. I Implementation Techniques Identification Once the preferred future scenario is determined in Task 2.3, the Design Workshop Team will begin to enhance the imagery and performance analysis. Working with the Town staff, implementation techniques will be explored and conflicting recommendations in existing town documents will be identified. The Design Workshop team will prepare a presentation of this research for use in the First Round ofAdvisory Group meetings TASK 3.2 First Round of Advisory Group Meetings Working with the Town staff, the Design Workshop team will identify up to six advisory groups and their potential members. These could include: • Housing, • Economic Development, • Environment and Open Space; • Transportation; • Land Use and Development; and • Service Providers. A full day of meetings will be scheduled whereby each advisory group gets 1.5 hours to discuss the preferred future scenario and refine the general goals. The Design Workshop team will ensure that goals for each Advisory Group are consistent with goals developed by the other Advisory Groups. For all Advisory Group meetings, the Design Workshop team will work with Town staff to coordinate meeting times, locations, invitations, agendas and meeting summaries at ~ DESIGIVWORKSHOP TASK 3.3 Second Round of Advisory Group Meetings ~ Another full day of meetings will be scheduled whereby ~ each advisory group gets 1.5 hours to begin identifying potential objectives or implementation techniques. The goal of these meetings will be a toolbox of ` implementation of techniques. j TASK 3.4 Third Round of Advisory Group Meetings ~ The Design Workshop team will work with the Town Staff to schedule the third round ofAdvisory Group meetings. These will be held in one full-day session allowing 1.5 hours per advisory group to help create a specific Action Plan including schedules and resources needed. TASK 3 . S Draft Community Plan The Design Workshop team will refine the vision based on all input from the Community Visioning Workshops and Advisory Group Meetings. The vision will be expressed in plans, sketches, photo imagery, and descriptive i text. In addition, goals and implementation steps will be identified and articulated in the body of the text of the draft Community Plan. The draft plan will be concise, direct, action-oriented, and user-friendly. ~ TASK 3.6 Project Click In The Design Workshop team will conduct a Project Check In with Council, Planning and Environmental Commission, and Staff to present the draft Community Plan and gather input..The Design Workshop team will facilitate the meeting to ensure consensus is reached on the draft plan. TASK 3.~ Project Web Site Update The Design Workshop team will provide information including the materials presented at the Advisory Group Meetings, Draft Conununity Plan and Final Community Plan to the Town staff to post on the project web site. TASK 3.8 Final Action Plan The Design Workshop team will make changes to the plan based on input from the Town Council, Planning and Environmental Commission, and Staff: Vail Community Plan 142 I Feb 1 Mar I Apr I May ~ Jun I Jul I Aug 'I Sep 27 I e! ~s I 2e I v a I ~o I ~7 I 2a 1 I e I 15 i 22 I 20 s 1 ~2 I ~A I 2a ~ 1 ~n I ~~ 1 2e I 1~ ~ I ~e I 2~ I~ 2a e I ~~ I ~n I 2s `~ , m ix: ' ~r~~ `'°"" ~ ~ " ~Y ~` ~ ` ~~~ rr~ °~ r ~~ ~~ ~ ~° , ~ ~ ~~ ~. ~ ~ Task 1.7 ProJeet Management r ~ ~ ~F ' 1, w ~ ~ 't', `~ ~ ~ V°~ ' ~ ` f Task 1.2 Protect-Kickoff Meeting Task 1.3 Inventory and Analysis ~ ,. " Task 7.4 Base Mapping ~ . ' Task 7:5 Discovery anda)ata Collection ~;; ^~; ~ Task 1.6 Protect Check In ~ Task-0.7 Pro ect Web,3lte 1. . t, 's .. .' Task 2.1 Scenario Devebpment I r ' ~ ~ ` ~ ~~ ~^=° 7st Community Visioning Task 2.2 Workshop 2nd Community Visioning Task 2.3 Workshop Task 2.4 Project Chack In Task 2.5 Project Web Site Update , ~'_ ~=`' , ~"~' Task 3.7 Implementetlon Terh. Ident ;; ~ ~, ' ~ z ,9`r _ ~` ~ >x ~f ~ a n ' tst Round of Advisory Group O Task 3.2 Meetings 2nd Round of Advisory Group O Task 3.3 Maetlage 3rd Round of Advisory Group Task 3.4 Meetings ~ ~ ~ ~. Task 3.5 Drait Community-Plan ' _ ' _ ' ~~ ~~ Task 3.6 Protect Checkdn S t g,~*a~y Task 3.7 ProJeet Web Sita Update i ~ ~ * F I ~ ~ . nabActlon Plan Task:3;8 Tovm CounGi/Planning and Environmental Commission . Project Check In Community Visioning Workshop Advisory Group Meetings Q v cd a ~' .., ~~ O U :~ i BZ RL IG PB KW DM PIC PM PA Facilitator Planner Graphic $275 $125 57,5 S125 $75 585 Tofals Task 1.1 ProjectMariagemerit 4 40 24 68 Task 1:2 Project Kickoff Meeting 4 4 4 4 16 Task 1.3 Inventory and Analysis 2 4 2 4 12 Task 1.4 Base Mapping 4 12 18 Task 1.5 Discovery and Data Collection ~ 2 8 8 2 24 44 Task 1.6 Project Gheck M 8 8 16 Task 1.7 Project Web Site. 4 8 12 20 72 32 B 52 0 184 $5,500 $9,000 $2,400 $1,000 $3,900 $0 $ 21,800 Task 2.1 Scenario Development 4 24 4 40 4 76 Task 2.2 1st Community Visioning Workshop 8 12 12 12 12 4 - 60 Task 2.3 2nd Community Visioning Workshop 8 12 12 12 12 4 60 Task 2.4 Project Check In . 8 B 16 Task 2.5 Project-Web Site Update 4 B 12 28 60 24 28 72 12 224 $7,700 $7,500 $1,800 $3,500 $5,400 $1,020 $ 26,920 Task 3.1 Implementation Techniques Identification 2 8 8 8 24 50 Task 3.2 1st Round of Advisory Group Meetings 16 8 10 16 2 52 Task 3.3 2nd Round of Advisory Group Meetings 16 8 10 16 2 52 Task 3.4 3rd Round of Advisory Group Meetings 16 8 10 16 2 52 Task 3.5 Draft Community Plan 4 24 16 4 40 18 104 Task 3.6 Project Check In g g Task 3.7 Project Web Site Update 4 8 8 20 Task 3.8 Final Action Plan 4 12 12 4 24 16 72 10 104 60 46 144 46 410 $2,750 $13,000 $4,500 $5,750 $10,800 $3,910 $ 40,710 Project Total Labor Hours: 58 236 116 83 268 58 618 Project Total Labor Costs: $15,950 $29,500 $8,700 $10,250 $20,100 $4,930 $ 89,430 Project TotahExpenses (EaUmoq ot7%): ~ $ 6,260 Project Totals $ 95,690 a .~ 0 U FEES ~:. TF~€1~5 1. Reimbursable Expenses Reimbursable Expenses are in addition to compensation for Basic Services. Reimbursable expenses incurred by Design Workshop and consultants directly related to the project such as, but not limited to, travel, photography, telephone charges, video conference charges and printing expenses shall be billed at Design Workshop's cost plus 15 percent. . 2. Retainer In accordance with Design Workshop's polity, a retainer of $10,000 is payable upon acceptance of this proposal. The retainer will be applied to our final billing. All invoices must be paid prior to release of the final documents. 3. Additional Services Services in addition to those described above are to be compensated on a Time and Materials basis per Design Workshop's current published rate schedule.Additional services will include (but are not limited to) redesign of previously approved work, major revisions to program and/or expansion of scope of work. Whenever practical, changes, additions, or modifications to the scope of work shall be authorized by written change request; however, the absence of such a written change order shall not act as a bar to payment of fees due Design Workshop, provided the change was in fact approved and ordered by the Client. PAYMENT TERMS 1. This is a Lump sum contract and will be billed monthly as a percentage completed for each phase of the work. 2. Invoices will be mailed from Design Workshop's office by the 10th of each month. Invoices are payable within 30 days of the date of billing. Invoicing shall be specific to each major task and will describe the completed portion of the work. 3. Extensive itemized breakdowns of hourly activities or provision of detailed backup for reimbursed expenses for accounting purposes are not a normal procedure; however, at the Client's request, Design Workshop will provide this service at an hourly rate of $65 (sixty-five dollars) per hour. ACCEPTANCE 1. This Agreement is entered into between Design Workshop, Inc. and Port Gamble, owner or reputed owner of the property to be benefited by Design Workshop's services. 2. If this contract meets with your approval, please sign below and return one (1) copy for our file. 3. If this agreement is not accepted within two (2) months from the date of receipt, the offer to perform the described services may be withdrawn and Design Workshop may renegotiate this proposal. 4. The Client agrees that they have read and understood the Contract Provisions attached hereto and incorporated herein by reference. 14~ I DESIGIVWORKSHOP FEES ~ '~'E~I~~S DESIGN WORKSH~~O~-P, INC. By: ~~~'~2Y~2er~~• Date: Title: Rebecca Zinunerman, Principal APPROVED BY CLIENT: By: Title: Date: February 7, 200b Vail Community Plan 148 ~ FACILITATION AND CONSULTING S~R~/IC~S FOR ~/AIl'S ~/ISION AND COMMUNITY PLAN I ~~`Printed on recycled paper ' ~THE'ELK MOUNTAINS PLANNING GROUP, INC. you -what -they want, but often ,struggle with `how to -get there. In order to develop '~ i VAIL.'S VISION & COMMUNITY PLAN RFP I . '- The 2000 Aspen Area Community Plan (AACP) .was ;a joint. ',_~-~ '-.plan developed'•by the, City of-AspenandPitkiri,Courity , r that took tvvo years to draft and .adopt. It was developed. i"- ' ~ ''by over 1.00. committed residents serving,on.sp^ecific topic: i ~ focus groups; ..,including transportation;. housing, • ~ :economic sustainability, parks and. recreation, historic.:. >. ~ -preservation, .design .qual'ity, ,.arts,. culture .:&'.;education,.' `' ~ ~ :and ,growth management: .The focus group, work. was _: `~` ' ; reviewed by . an Oversight - .C.ommittee . (made. up., of '` ~ represeritatives from each group)'which was 7esponsible. for resolving conflicting issue areas. .The plari-was then. . ',?~ forwarded . to both the : City and... County • Plannirig.' !'~~` •. Commissioris,.the Asperi City,Council,,and the Board:of.• <t . ',j ~ ' •: County Commissioners who unanimously; ,adopted.; the: . ' ~ jointly developed plan. ~ _ S :ompleted by Julie Ann ,1Noods.in "December, :1994` The project was very; ~.~ . , ..., "' ~'"' '"'"' "Bisectin these.two=nei hborhoods:was Interstate=70 the main atewa 'to . ;. 9.. 9 9 Y the..Rocky Mountains Recognizing the importance of maintaining a pristine mountain: experience fors f ,. >. ,. ~ - travelers,";,the plan, included ;, _~ ;.~+ 7&i~ v~:a~tlt'r'm` ~ il, ." ~` ~ ~.;+' 'c.`"'r3~ ~ ',l"~~ IN's ~~. I Jefferson County s first ~. ~~~~` ,~° u ~~. ,, VISIJALRE30tlRtES ~ y - ~ 1°~ F70 and U S Nigh Y 40 r ,~ ~ N,wy ~"' 17.Yw ~ mapped- "Visual Corridors ~ ®~.~~M~ 4 ~3 `~ ~ rr~~4 ~©~ -; ~ ~;' ~~ ~ - r,,~`,~ ~i~~~ ~ .~ ~~~ ~\~ ~~ along I-70, Clear Creek ~ ~:~' ~-~,~ ~ i ~i1n ~ '~ '~~' 'k ` 1 Fmmuwnt f+aunn , ^. 'f'+` F~~+° %`°t~ '~ • h `~ '~ ~ . Canyon, ~ and' Bear Creek , ~:~u~ ,`~.n~,~~n. ~ ~~~'{i' ,~ r ~ ~ - ~ ~ ` . _ .".- 7' MST RJ+ ..8 Crl9mut CJ~T. ~ ~Ci~i AT ~ :~x ~~ ~. ,; .. 7 IJM~w CaW FvM '8""GaMMB PTk .~- \\~ ~ / `~YS ~.Q ~~ IJ CwrY Fbn AA ~~10 C -MO~niM .~ f L N .Canyon. ~ In addition, both ; ~;;~~«;~, ,~~ ' c ~, ~rt '~~'~~~, ~~, ~~ . ~'~, ~''~` neighborhoods' agreed on L t, ~ E ~ .~N~~ ~~, .~ ©, ~~ 5,~~, `"~`.~ . ~ ~_ }~<~i ~`~~~~, ;~ a' set of ~"Mountain Site ~~~ r. ~, ~ f~, ~y~x r ' Desi n Criteria that were , ,develo ed as art of the ~' - o ~~ y' -'~ community plan: The ~ ~ ~, "'~'~ _ ~~'~> , - ~~~ ..Central ... ~< r~~' c., ~ ~~. `~~. , ,* ~. Mountains ., ~ ~,,t,1 ~ ~ ~ s y ~ , ~_ { 1 -~" ~'~~ r~s . Community Plan is over ~ t~ r=~~ ~ `'~''~ R ~ - z} ~~''-' ~ ,_ ., `fit ~ , ' ~ ~`~ ~ ,J~E - - ,t f ten years. old; but is still ~~~ ~ ~<5 ~~~ ~~, ,, ~~ ; ~ ~ ~~ , , e _ ~ ~' , ~ 1e "~ ,~ {~~ ~ ~,~- ~ ~Etr ~ tTrJ~ 1 ---7 ~ ~ used _to guide growth ,.and 4~, ~ ~ ~ K a ; ~, '~yy, ~ ~,~ v ~{ ~ ~~ a ~ 4~ .development in that part of , , ,, - ;Jefferson County:. '. `. _ ". ;. ,_ .. .: .; . ,. _ ' ". <.. ~" ~ ~, ~/AIL'S VISION& COMMUNITY f~LAN_R~P,. '" 6 ;•~ ' to .develop Mountaineer ~~~~' ~ `" ~ Square, right, which.. r';;;,., ~:, encompasses ,130. <;:',` ~ 'condominium units,' 60,000 s.f. of commercial =\ :;;:, , ~. space . and a 5,000 s.f.; ~ - { ~ ~ , , -conference facility at the ~. base of Mt. ~ Crested ,~"` ;. Butte. Julie Ann Woods. '.C , served as .the :Town`s '~'~" ~ ~ ," `planner.in the processing. :."~ .~.+ - ~ .. -. , of ° the" Town' .Center .4 project. _ : :- Thin ,' ;.,~ }' '~: ;;: community survey, , Mt. Crested Butte will begin a,Visioning. process ;; that will allow the entire community fo identify visual preferences and ~ . -develop goals for their town. Following the:Visioning process,.focus - . ,groups will meet on specific topics identified •as priorities. The' policies,and objectives identified by..the~focus groups~will be followed Eby an implementation plan that will allow actions to be prioritized by - the Town Council and will serve as the foundation for: future' ' community decision-makirig and Capital Improvement Projects. This project is expected to conclude by '~ the .end of 2006. `;-~ .. , :., .~::: `.~ ~~,' ..5 x•I ` . )' ~'] i ~ii ,_',i` . ,1i 9 r>'! _s . Upon completiori.of the Aspen Area Community Plan' (AACP), the. City :~'~ :wanted; to pursue . 'Economic .:`, ' - Sustainability in. more- detail .-than ;{`';j , ~ that which was covered in the Plan:. . _ .The .City partnered with the Aspen , =:a Chamber Resort .Association _ (iACRA).. and the Aspen. Instifufe:to, `.1. ~ :pull together a white ribbon ,team ~of: ,r, local experts 40 •develop a °strategy .°=:`" ,for „Aspen's Economic Sustainat9ility- ~ ~ The Committee; was co-chaired by, tan auson and Wally gberrneyer.: , . , ,... , - :. ;:j ~ ~ ' . ,.,and was staffed_by. Julie Ann W. Dods ..,: Among the policy recommenda.tlons in the resulting "whitepaper" :were the strengthening. of Aspen's ` .. ~ •. i :lodging community, strengthening the ,role,. of 'the community's.: non-profits; building. on :the: City's - -. exceptional recreational and.c.ultural. facilities,expanding .the Aspen/Pitkin;,County .Airport, and .the r ; .. '~ hiring of a RetaiLConsulfant.. : - - Julie Ann. Woods managed the coritract for the retail, consultants, BBC Research -and Consulting and : ' . ~ ~. CommArts. Working closely with-the consultants, she,coordinated aseries of breakfast meetings held', in a downtown lodge; where the consulting team facilitated the discussion of Aspen's retai( future..- '. " . . -. • Small break-out groups; facilitated by staff planners, helped garner feedback and direction from.: business owners, resulting in Aspen's Retail Study with recommendations on physical improvements and. ~ - • ~ policy. changes. The study also•recommended astrategy to hire a "Downtown Catalyst' to serve as an ' ``' advocate for the businesses to.ensure Aspen's economic sustainability and vitality as 'an I;ntemational resort. 2005 was a banner.year in terms of retail sales•tax, much of it attributable to the`policies and - ~,~ ~ ..' programs outlined in the Retail Study. , ~ - - - ~. .. ~/AIL'S VISION &.COMMUNITY PLAN RAP - .. _II ~a '.V ~I~ i6. ~ . ~ ~ J 4C •{ 's: ^-~- ~ _ r ~~ ~. •F - N .. , }.:` i - .. - moo .. Y ~ k ~• - ~ 1 _ .. ..'C _ - ~ l"y, _ '~ - :,,.~~ yap ~~; ,.~,~. ~:;rz 5•~ ~ ~ ~.>~ x ~ , . o ~ ~ ~ 0. ~ `~ ~ ~~f~ ~j~ ~t ~~ ~ 1 x ~ fir'' a~ ~ ? =~.~ _ • ~ -rPc ~~r,~a ar.~~ 1 f ~ ~ It~+. +'"' r4:= ~~ ,fir 4~,~ ~; F-e, .~ rt G _ r'. ~ ~ .~i. f ,. ,~. ~ .. m ~' ' } ~ •r ~ rte: ,~ ,]°?Y . t ~ ~ ~ ~Y ~ r 4, '~,,~ -r ~ ,°r ~ 1 ~ y '~. ~ r ~ ~, a ~:_ ~ t1a~14E,SYS'itn scY x`-11'' ~ r s '~ '..~ °, •.~,~ f- i ~~f ~ .. ~a ~ TRANSIT sr5'I EIJ •_ . ,, r ~ i ~ ,~ i .r (xtitlNa.GE SYSTE n ~ 9 .h, 4 ~5~ Elk ~ esF { SPUBLh S,PhCEi YrrT~i~ -S ~ ,. :.. ~r ~ ... _ The, Burlingame Ranch was purchased,6y the ,,City specifically for.the development of ;affordable :housin'g ~ - .-. on ,a 170-acre parcel just outside of town` Partnering with the: adjacehC ranch.owner,.the stakeholders. _ . _ ~ : were selected by the Planning .and ..,Housirig :staff and ,'included ...city councilpersons, planning . commissioners, neighbors, and housing and open space advocates.. The City, hoped to plari.and design a neighborhood of up` to 300 units, but as the COWOP developed its design objectives and criteria; it was : ,: - . .:evident that this number would not be achieved:. Upon completion of the COWOP's,recommendations of, , . the development program for she site, the City held a design competition.to solicit design-build teams , The project is currently under construction and is anticipatedto have 236 affordable. housing units upon, ' ,, - . ,completion. '~~ ,Michelle Bonfils Thibeault served asahe project manager for the Housing .Offce on the COWOP. She -, was responsible for coordination, of the consultants,. meeting scheduling,- and follow-up summaries of all . .:: meetings. Michelle also. organized a national design competition :resulting in the,.current ALSA awarded , site plan. The project is currently under construction. Please refer to the Burlingame Ranch page on the . _ , . Aspen / Pitkin County website at www.aspenpitkin.comlburlingame. ~/AIL'S ~/ISION & COMMUNITY PLAN RAP 13 i PROPOSAI- ANTIGIPAT~D TASK ' . ~. r I ; _ J Woods S~C lauson =! M Thibeaulf ~ ' Hours 4~ "- $140 :Hours ~ ...: $175- ;;Hour's ;'°"-'$135 y ~` ' ~_ -Preliminary Collaboration with Staff (J S'tl~ 4 $560 ' 4; :700 ' 4 $540 travel5time ;. _..__ ~:,._,. _~,~...;.~_ _~___.:~~. - --~• .,~ .~ s, 2.5 ` __.,.~~.~ , X350 a .. -: W ~,. X2:5 _ '$437 50 : :~ 2 5 :;~$337~50~ .Lndividual meEtings.w/ Key Decision-Makers {J, S,: M) 4... ~ .:'$560 4 x700. ' 4 °.$540 ' ~ - `Staff compiles: info &_'schedule.for•Visiorr&:Plaii Committee = •~ `:= , , travel time 2 5, $350 2 5 S4?7 50 "'' 2 5 ~'~37 50 . ~~'~"~~ "•"-.~. Develop PowerPo nt~'~~Visioni p gram ~J~S~M) ',~~--~:y '$~T2 100 r ~~ 10 `;1750- '~20~'? 52700°' ;. .Staff advertise send invitations etc for Community Vrsioriing ~ - `~tt Meeting' ~ qtr -_~ i Initial Meeting with Vision & PIan;Committee to review process . .'_ ~. •.... ~ J S,+ 4 560 4 $ 7 00 4 $540 . Community Visioning Meetirig #1 (J 'S; M) - 4 . $560 4:= :$70,0 4 5540 travel t-me 2 5• $35~ 2 5 $437°50 2 5 $337.50 `(J S)`~ «.~~ _ Gormunity;Uisron g Meetingti#2 , ~ 8 $1 12© ~8<~"~1400 _ ~ ~ - i ~ , , traveli<~tnrie 2.5 $350 2:5 $437.50 I - W . ''~ ,Create outline of. specific objectives' by. topic for::Focus. Group ~ . ~~~. ~ ~ Meetings (J S~ 8 $1 120 8 51400 - ,~ ~~ `Facilitate'Focus~Group meetings -- Staff to'•attend and - ~ "~docu~rnent (`J~~,~M) 27` ~ S3 i8b ~ 27 53645 ~ ,"„.~•.;;r..~ ~, _ ,~ • travel trme(possr6le o~emight),. _ 2_.5 _ _ _~_ $350_ ~ __2.5 _ _ X337<:'50,, Staff.draft s action plans from Groups input,' Team reviews` and _ ( . _ edits J S, M) 4 S560 ~ 4 ' $700 4 $540 - -.~ Presen~afion of Draft;Plan to Vision & Plan- Committee (J, S, _ ~ .. i ' i s~ ', Ili' 5 $700 5 '$875 ;~' S $675. . Facilitate Visiorr & Plan Committee resolirtio'n of any conflicts - ", ( • - in Draft (J, S. Nn _. ~ i ' -. ~ ~.~;; _ ~ ,~;~ . M::~,travelbnie , 2:5- - _ ~,~350 ; , 2.5 -- S437 50 2 p ~ssi50 ,.. Staff documents.Vlsion~& Plan Committee input, revue plari . .. , 'appropriately' - ~ - !• ~ `' ` Team reviews and edits r•eyised.plan (J`::S; M) `4 $56,q ~ 4 $700 4 $540. - - Staff advertise, send invdations 'etc for,Open House ~-~ ~ -' `' • - ~ ~ ~ ~ ° "" Facilitate Open Howe (J S; Ili - ~ 6 TS840 6' S1050 6 $310 . ~,~„ ~~ ' ~ ,~,~ ~ ~"'~ ~~ ~ travel"hme X2:5_ _ $350 ~ 2.5U X437„ 5U Z.5 $337_,:.50 _ G ~ . Staff docurtients input gained from Open House, revise, plan - { '. . appropriately - - . Team reviews and edits revised Ian J S, M 3 $420 3 $525 3 54 Team ~~ntl Staff' r ~ m D 5 _ ~ ~ ~ I ~~ r ~ l Comm ttee(J; M) Env ron enta ._ ' $700 - 5 $6 ?5 r b ~ travel~hme ~ 2 5 5350 - 2 5 - ,. $337.50 t ~-, , u .. '. Staff documents Planning &-Environment Committee,input- .: - _ .. - _ ~ - - Staff revises Draft P.larr,; Team7eviews and edits (J;: S, NI) ~ 3 $420 3 $525 3 5405 .. ^aT.' °.""~ ~'rY:"TV`CVf'+TS'c ^r. .^ an4':-n 'A' ~`~ ~~ Teamand Staff,p~eserit Firial;Plaria© Tovrn Council (Jl S) ,- _ -- ~ 5. - $700 ~ •- 5: ;`$875 Ln - traveltime ~: 2:5: $350 2.5 ~ $437 50~ ;: •. ` ., 131.5 $18;410 89:5 ~$15 662 :110 5: - $14 918 TOTAL PROJECTED. BUDGET. -~ ' $48,990.. = - I, .. _ , 'VAII_'S VISION & COIv1MUNITY. PLAN-RF=P :._ .. _ ~= 14 h''~ '::! •`~,j <,.: ;t% ,~+~ { I .. ' Y. ',i ,: :'A ,yli. _ .+e' F.L.- STAN `CLAUS~ON RESUME EDUCATION Harvard lJniversity,.Graduate School, of Design, MLA 1928. -s University. of Wisconsin, M.A.1971 Denison University, B.A.:1967 ` F.L: STAN CLAUSON RESUME, continued.. .. ~.. , COMMITTEES, BOARDS ' Aspen Chamber, Resort Assn., Board of Directors, 1999= • Aspen Economic Sustainability Committee, Co-chair; 2001-2003 Colorado Chapter, American, Planning Association, Vice-President--Commumcations,.2000-2004 Colorado Municipal League, Growth Management Committee,.1997-1998 ' :.. ..,: Montpelier (VT) Auditorium Renovation. Project, Chair, 199.2-1994 ~.( Montpelier Design Review Committee,1991-1994 - . Montpelier Economic Roundtable, 1991-1994 ~ - c'`;-, -`" .Norwich University Studies and Analysis.Institute,.Board of Directors; 1991-1994'' :. Vermont Symphony Orchestra, Board of Trustees,1990-1994, . Vermont League of Cities and Towns; Legislative Advisory. Committee;1990-1991:: `: , ..:. - Massachusetts Assh. of Consulting Planners, President and board inember,1.981-4986 ~- -~ - :;':.Cambridge, Massachusetts, Board of Zoning Appeal, member,:1980-1986.• - ` . ~~ Member of technical advisory and, citizen review committees on issues including traffic and, parking, neighborhood conservation, housing and land. use, street lighting, and educational issues. - :TEACHING, PUBLICATIONS, ETC " ,Teaching ..: • Transportation engineering Iecturer,.California Polytechnic University, 4999 • Environmental Aesthetics De t.'of Urban and Re Tonal Plannin Univ ty ` p g g, ersi of Wisconsin=Madison 1.975. :r; ~ , ~ Comparative Literature, University of Wisconsin;1974-75 and 1.971-73.. ' ' • English and Comparative Literature, Western llinois University, 1971-73: ` Publications .. • Urban Innovation Abroad, article for Washington-based newsletter for public officials • Harvard Architecture Review,Associate Editor for second issue Corr "Urbari.Architectu~e" ` Contributor to Schwieterman, Joseph P., When the,. Railroad Leaves Tovrn; 2004. , , ., i `, Speaker, Panelist Juror • $~h International Tourism Symposium, Zermatt, Switzerland 2006 ,` ` . :, ;., "Three.Typologies of Mountain"Resort Revitalization": , . , Revitalization of Destinations Conference, Innsbruck, Austria 2005 ~. ~ , :, : "Three Typologies of Mountain Resort Revitalization" :. : - .• 4th World Conference omSnow and Mountain Tourism, Canillo, Principality of:Andorra, 2005 _ ~' "Mountain.Resort Revitalization" • 6th;Tourism Summit, Chamonix-Mont.Blanc; 2004 `- .: "Does.the Economic Stability of a,Mountain 12esort.Need Foreign.Clientele?" • .. • 5th Tourism Summit, Chamonix-Mont Blanc, 2003 "- , . "Cultural uniqueness and Tourism Development" ' • Mountain Resort Planning & Development in an Era of Globalization, Steamboat Spririgs, Colorado, 2002 , . "Transportation Alternatives in Alpine Resorts" : - . . ~ - •International. Making Cities Livable Conference; Vienna, Austria 2000 . "Learning'from Europe-Problems and Solutions in, Resort Transportation" • Partnership for Community Design Conference, Colorado.Springs, C01998 ~ _ "Using Charrettes iri Transportation Planning". - ~ • World Mining Summit, Kosaka, Japan 1997 ~ - . - "The Role of Cultural Institutions in Aspen's Rebirth" - •Colorado Chapter Amer. Society of Landscape Architects, Denver, C01997 "`~ "Multi-modal Resort Routes & Communities" ~ ~ - • APA National Conference, San;Diego, CA 1997 "Resort Rail Transportation, aNew Concept for the U.S." ~ . •APA National Conference, Orlando; FL :1996 " - "Issues of Resort Communities" • Rail•Volution Conference, Washington, DC 1996 "New Light Rail Projects"' ~ ' VAIL'S VISION & COMM~.JNITY PLAN RAP . 25 . 1 ~ r TIMELINE/SCHEDULE APPENDIX; Town of Vail Community Plan Project Timeline & Estimated Hours 14- 20- 27- 6- 13- 20- 27- 3- 10- 17- 24- 1- 8- 15- 22- _ _ _ _ Feb Feb Feb Mar Mar Mar Mar Apr Apr _ Apr .Apr _May May May, May TASK _ '~ Task A: State of Vail~Repo~r~t (bY;.C).~_ ~ ~~ _~. ,_.T .~ ___~ _ .~~_ .~T p P ____ _- _ _ _ R~eortCom lend .~~....._ ~_.~:(. Y ~ .~.~__~_:._~ \~~~_.__ ~ ~,~~~._ Task B: Resource Procurement b _Sta_ ~ _ ~~__ ProposallConsultant Selection ~ Task,C: Vail s Vision -, .-r ~~ ~~~ ~_ ~.~-Preliminary Collaboration with Staff (J, S, M)~ ~~ _ 12 ~~ ~~-- ~~ _~_~ _r~_ _.~. __~ _ ~__ _~___ ~.._ _~ ~ _._~_._~~ _~.. -_ d . Individual mtgs w! Key Decision-Makers (J, S, M) __ 6 _ 6 Staff complie info & schedule for Vision & Plan Committee ~~~ __ Develop Powerpoint Presentation & Visioning progam (J, S, M) , X15 15 , 15 Initial Meeting with Vision & Plan Committee to review process (J, S, 29- 5- 12- 19- ° 26- 3- 10- May Jun Jun_ Jun Jun Jul Jul Staff advertise, send invitations, etc. for Community Visioning Mtg ~~~~ Community Visioning Meeting #1 (J, S, M) ~ 24 _ Community Visioning Meeting #2 (J, S1 X16 _T _ ~ .._ ~ ._ .._ .... _ _ . __ -~..,, ~ ~.T___T_-_ ..~- _T_ _ ____ .. _. ~ --._,_ _~ _ ,~..-r,---r....~ ~„~--~-~-- ~--~--~ __~~____r~~, Task D:. Commum~,Plan ~._ _~_~_ _ _ '-___ ~~- --_~ ~ _~_~ .~~ .. _. ~ _..~ __ - ___~~-~_.._-~ ~ _ _ _ -- Create outline of specific objectives by topic for Focus Group mtgs (J, - --- ---- _ ____ ~._ _.~_ _____ ____. _ __ ~. Facilitate Focus Group meetings -- Staff to attend and document (J, M) ' ; 27 27 ,' _ Staff draft's action plans from Groups input, Team reviews and edits ~~ (J' S' ~ s. _6 _ 6 ~ - Presentation of Draft Plan to Vision & Plan Committee (J, S, M) " 10 Facilitate Vision & Plan Committee resolution of any conflicts in Draft I ~ (J, S) f Staff documents Vision & Plan Committee input, revise plan appropriately Team reviews and edits revised plan (J, S, M) Staff advertise, send invitations, etc. for Open House Facilitate Open House (J, S, M) ~ ~ Staff documents input gained from Open House, revise plan appropriately ` Team reviews and edits revised plan (J, S, M) Team and Staff present Final Draft to Planning & Enviro Committee(J, M) Staff documents Planning & Environment Committee input Staff revises Draft Plan, Team reviews and edits (J, S, M) Team and Staff present Final Plan to Town Council (J, S) ~.,._. ~ 2 ~~~~~~~, ~~:~18~ ~~ ~~ ~ 9 _ ~ T1~- 272 Hours VAIL'S VISION & COMMUNITY PLAN RF=P 2g i ... _ ~ .~..__~ ,Y--_..._,..e_...~~ ..n.r.,. _...__ ~ _ .... - ,r .. - . - - _ .-__.. I 1 ~ ~~. ,, ~ - :A y ~~~ .~ Attachment B ,~, ~ c ^ K~ S ~ [ ~ -~ 4., yam. w;,.„ .~ ,~ s~ _ ~r.~ y ~gy '4 4{ F & De~elo ~ r~ent~ of a;-Co.m~r~u,ni ~ .. ~. Pflan _ f- Town rf ~1/ail ~ = . yl r ., ~ ` :,~~` ~~ o ,~Co ®ado ~ '~ '~` .. ` y i `k ! ~',_: _ _ t 4 _., t~ H .~ 4q._~"~p y~ly~y ... ~',"'w .. ~ r,~ ~ F a- sy t ~i ~ ,pa±~- ~ i~~ - - ~41~~~s--tea - _ rr ti - ,'r ~y ~ ~ ~ .'~9'~.iF+ . _~-- -'~.;r~,-115 Winter & Company February 8, 2006 1.. i~ Winter & Company UrUan Design • Historic Preservation • Design Review Special Needs Studio • Facility Programming • Planning February 7, 2006 Mr. Russell Forrest Director of Community Development Town of Vail 75 South Frontage Road Vail, Colorado 81657 Dear Russell, 1265 Yellow Pine Avenue Boulder, Colorado 80304 Winter & Company is delighted to respond to your request for qualifications to assist the Town of Vail in completing Tasks C and D of the Community Plan planning process. Our proposal responds directly to the information requested in Part IV: Proposal Submittal of the Scope of Work dated January 26, 2006. We are an established leader in planning, urban design and facilitation. We have carefully considered your needs and drafted a Scope of Work to meet the objectives outlined in the RFP. The key to success will be to engage the public, business owners, property owners, decision-makers and all local and regional stakeholders in a meaningful process of participation. We have developed a public out- reach component for the Action Plan project that promotes continued feedback and dialogue throughout the planning process. Both public.workshops will be highly interactive and supplemented with focus groups and stakeholder interviews to provide a variety of forums and meeting formats. We are committed to providing you with an engaging, participatory planning process that generates pride of ownership and assures that the Action Plan will have champions to promote timely implementation. Working together with Town Staff, we wish to explore opportunities in which time~and resources can be employed efficiently and in a manner that benefits the community and minimizes redundancy. Please note . that we consider Town Staff and Town Council critical members of our team and anticipate collaborating with them, as well as other consultants currently under contract with the Town. As a side note, we have strong, established working relationships with RRC Associates and Felsburg Holt and Ullevig. We have collaborated with both firms on several successful planning projects and would welcome the opportunity to integrate both firms into Task D once we understand the extent of concurrent planning efforts as well as the extent to which specific topic categories require additional professional insight and experience. We have spoken directly to both firms regarding this planning effort. Although we have not integrated these two firms into our proposal, we would hope to explore opportunities for collaboration and coordination if selected for this project. We would pleased to contribute to this important effort and are willing to answer any questions you may have regarding our submittal. We thank you in advance for your time and consideration. Sincerely, ' vL Heather Noyes Gregg Project Manager heather @ winterandcompany.net (303) 440-8445 fax: (303) 443-0725 www.winterandcompany.net Proposed Project Approach: Prioritized Action Plan Town of Vail, Colorado This Scope of Services is based on Winter & Company's previous experience with projects of a similar nature in the region, including vision, policy and ,urban design plans for Breckenridge,, Silverthorne, Durango, Telluride, Pagosa Springs, Steamboat Springs and other resort communities including Carmel, Calistoga and Truckee, California, Flagstaff, Arizona and Park City, Utah. We understand that the Town of Vail's needs are unique and, though many projects are similar in scope, each project requires that tasks be tailored to address the specific issues and requirements of each locality and program. The tasks listed below respond to the tasks contained in the Scope of Work issued by the Town of Vail on January 26, 2006. We request that the Town consider the following list of tasks as a menu of services; individual phases and tasks can be easily altered according to the Town's feedback about specific needs, budget and timeframe. Winter & Company is committed to educational community involvement, client satisfaction and to delivering a high quality, implementable action plan for the Town and its residents. TASK C: Vail's Vision This task will ~ 'with a meeting between Winter & Company (WC) and Town Staff to review ~nd refine the roject's scope of services, project timeline, digital data resources and p blic outreach ap road. This meeting will be followed by a work session with the Tow Council to further eview and refine the project's scope of services, timeline and publi outreach appro h. It has been our experience that these project start-up meetings are an portant e ent toward ensuring the project's success by establishing from the project's ou mutual expectations and an effective and collaborative dialogue between the consultant team, staff and Advisory Committee (Town Council). Phase 1 includes review of the "State of Vail" data inventory and analysis, allowing our team to better understand the issues facing the Town, its residents and property owners within and adjacent to the study area. Copies of other relevant planning documents, including concurrent projects should be forwarded to the consultant team.' The Town Staff and the consultant team will tour the town to better understand opportunities and constraints and to identify issues relative to the residential neighborhoods, commercial districts, employment zones, cultural resources; and major transportation corridors. Town Staff and Town Council, with the assistance of the consultant team, should identify key stakeholders, local and regional agencies for a series of interviews and/or Focus Groups to ~ be conducted in Vail. These interviews will allow the consultant team to discuss trends and ,~ ~l issu n it respective impact on community values with representatives from ~~ t oughout the ommunity. J~,I Two public wo kshops are, proposed: The Values Workshop and The Alternative Futures W shop. Each workshop will include a brief formal presentation b e I team regarding work generated to-date, the goals of the wo op and a project/planning process overview. The focus of each workshop will be to solicit public ideas and sentiment regarding the future of the community. Hands-on, inter-active exercises will be developed to engage the public in individual and small-group idea-sharing and discussion. Time will be reserved at the end of the workshop to ensure that individuals and groups "report" their findings back to the larger audience. This results in "dedicated listening sessions" that promote education and awareness of diverse public opinion and ideas. At the conclusion of Workshop #2, the team will prepare a draft set of Community Values and Goals that will serve as a working outline for the Prioritized Action Plan and thus Winter K Company 1 2/7/06 Proposed Project Approach: Prioritized Action Plan Town of Vail, Colorado ensure that the subsequent Action Plan fully addresses the issues and concerns of Town Council, local and regional stakeholders, residents and property owners: The goal of Task C is to clarify the community's goals and objectives and to begin identifying key issues and concerns to be addressed in the Action Plan. Consultant Team Tasks 1.1 Review background information. 1.2 Prepare for and conduct Project Kick-off Meeting w/ Towri Staff. 1.3 Conduct tour of Vail w/ Town Staff. 1.4 Prepare for and conduct Town Council Project Kick-off Meeting. 1.5 Coordinate Stakeholder Interviews/Focus Group Meetings w/ Town staff via . conference call. 1.6 Conduct Stakeholder Interviews/Focus Groups in Vail. 1.7 Prepare Stakeholder Interview Summary. 1.8 Conduct Coordination Mtg. w/ Town Staff: re Public Workshop #1 -The Values Workshop. 1.9 Prepare for and conduct Public Workshop #1: The Values Workshop. 1.10 Summarize workshop findings and Prepare Workshop Summary for public distribution. 1.11 Prepare Draft Vision Statements and identify Goal Areas. 1.12 Review Draft Vision Statements and identify Goal Areas with Town~Staff. 1.13 Conduct Coordination Mtg. w/ Town Staff re: Public Workshop #2 Alternative Futures. 1.14 Prepare for and conduct Public Workshop #2: Alternative Futures. 1.15 Summarize workshop findings and prepare Workshop Summary for public distribution, including Community Values and Goal Area identification. ' I Town Staff Responsibilities • Assume logistics for all on-site meetings in Vail including Town Council meetings, Public Workshops, Stakeholder Interviews/Focus Groups including public `~ notification, legal notices, meeting room reservations, etc. • Collect and forward (1) copy of relevant planning documents, including concurrent planning studies and mapping that depicts public right-of-ways,.ownership, land use, and zoning. • Prepare for and conduct tour of Town with consultant team. • Identify and schedule interviews with stakeholders and focus groups. • Review all interim project documentation prior to distribution to Town Council and the Public. • Facilitate website posting and hosting of interim and final project documentation. Meetings • (1.) 2-hour meeting with Town Staff to review project's scope of services, schedule, public outreach approach, budget, and contract. • (1) 2-hour tour of Vail. • (1) 2-hour Town Council Kick-off Meeting: review scope of services, schedule, public outreach approach, establish project expectations. • (1) 8-hour day of Stakeholder Interviews/Focus Groups • (1) 4-hour day of Stakeholder Interviews/Focus Groups • (1) Conference Call with Town Staff to coordinate Workshop #1 ~, (1) Conference Call with Town Staff to coordinate Workshop #2 Winter & Company 2 2/7/06 ,- Proposed Project Approach: Prioritized Action Plan Town of Vail, Colorado Deliverables • Confirmed Scope of Services, Project Schedule, Public Outreach Approach • Stakeholder Interview Summary • Public Workshop #1 Summary • Draft Values Statements and Preliminary Goal Areas • Public Workshop #2 Summary • Descriptions of Vail's Future: Vision and Goal Areas TASK D: The Community Plan, including the Prioritized Action Plan Using the findings from the public workshops conducted in Task C, Winter & Company (WC) will prepare an Annotated Outline of the Action Plan for distribution to Town Staff and Town Council to ensure that the Draft Action Plan contains targeted topic categories and applies a publication layout that is user-friendly. Once the team has received comments regarding the Annotated Outline, we will: • Develop Draft #lA of the Action Plan to be distributed to Town Staff for review and comment. • Revise Draft #lA and distribute Draft #16 to Town Council for review and comment. • Revise Draft #1B and prepare Draft #1C for review and comment by local and regional interest groups, including those individual stakeholders and agencies interviewed in Task C. • Prepare a Stakeholder/Focus Group Issues Paper that summarizes comments from these groups. Draft #1C will be posted to the Town's website along with the Issues Paper for distribution to the public. A 30-day public review period will be scheduled prior to conducting a Public Meeting to receive public comment and feedback regarding Draft #1C of the Action Plan, including prioritization. During the public review period, Town Staff and the consultant will solicit public comment in writing. Using this information, the consultant team shall prepare a Public Response Memo to Public Comments for review and comment by Town Staff and Town Council.. The consultant team will work closely with Town Staff to develop a formal presentation of the Action Plan, Public Comment and Response Memorandum at the Action Plan Public Meeting. Winter & Company will prepare a Public Meeting Summary for distribution to Town Staff and Town Council and will conduct a meeting with Town Staff and Town Council prior to initiating final document revisions. Consultant Team Tasks 2.1 Prepare Annotated Outline of the Prioritized Action Plan 2.2 . Review Annotated Outline with Town Staff. 2.3 Revise Annotated Outline per Town Staff comments and distribute to Town Council for review and comment. 2.4 Review Annotated Outline with Town Council. 2.5 Develop Draft #lA of the Prioritized Action Plan. 2.6 Review Draft #lA with Town Staff. 2.7 Revise Draft #lA based on Town Staff comments; prepare Draft #1B. 2.8 Review Draft #1B with Town Council and prepare Draft #1C. 2.9 Review Draft #TC with stakeholders, focus groups, local and regional agencies. 2.10 Prepare Stakeholder/Focus Group Issues Paper for review and comment by Town Staff and Town Council. Winter & Company 3 2/7/06 ;- Proposed Project Approach: Prioritized Action Plan Town of Vail, Colorado 2.11 Post Draft #-1C and Issues Paper to Town website for public distribution and comment. 2.12 Conduct 30-day Public Review Comment Period. 2.13 Prepare Public Response Memorandum for review and comment by Town Staff and Town Council. 2.14 Create formal presentation for the Action Plan Public Meeting and review with Town Staff. 2.15 Prepare for and conduct the Action Plan Public Meeting. 2.16 Prepare Action Plan Public Meeting Summary. 2.17 Prepare for and conduct Review and Coordination Meeting w/ Town Staff and Town Council regarding final revisions. 2.18 Revise Draft #1C; prepare Final Draft: Prioritized Action Plana 2.19 Attend (2) Public Hearings. 2.20 Final Revisions, if necessary. Town Staff Responsibilities • Assume logistics for all on-site meetings in Vail including Town Council meetings, Public Meetings, Stakeholder Interviews/Focus Groups including public notification, legal notices, meeting room reservations, etc. • Review all interim project documentation prior to distribution to Town Council and the Public. • Facilitate website posting and hosting of interim and final project documentation. Meetings • (1) Conference call with Town Staff to review the Annotated Outline • (1) 2-hour Meeting w/ Town Council to review the Annotated Outline • (1) 2-hour meeting to review the formal presentation of the Action Plan to the public • (1) Public Meeting to present the Prioritized Action Plan and to seek public comment • (1) 2-hour meeting to review and coordinate with.Town Staff and Town Council regarding final revision to the Action Plan • (2) Public Hearings Deliverables • Annotated Outline of Prioritized Action Plan • Draft #lA of Prioritized Action Plan • Draft #1 B of Prioritized Action Plan • Draft #1C of Prioritized Action Plan • Stake Holder Issue Paper • Public Response Memorandum • Final Draft of Prioritized Action Plan Winter & Company 4 2/7/06 Proposed Project Approach: Prioritized Action Plan Town of Vail, Colorado Additional Information Hourly Rates for Team Personnel Nore Winter, Principal in Charge: $165/hour Heather Gregg, Project Manager: $115/hour Julie Husband, Project Designer: $110/hour Whitney Ward, Staff Planner $68/hour Administration $45/hour Reimbursable Costs for project Transportation: Mileage $.465/mile Accommodations: $175.00/night Meals: per diem $60/each In-House Expenses Photocopies: .05/page Color Photocopies: 1.00/page Fax: 1.00/page Plot (24"x36" sheet): $20.00/sheet Workshop Supplies: $300.00/workshop Courier/Shipping $25.00/parcel Anticipated Staff Time/Hours per Week The Town of Vail has requested anticipated hours per week per individual staff member. Assuming that the duration of the project is approximately 20 weeks, Heather Gregg (proposed Project Manager) will dedicate an average of 20 hours per week to the Town of Vail Action Plan project. Nore Winter, Principal-in-Charge will be involved roughly 8 hours per week with intermittent staff assistance from Whitney Ward, Project Planner and Julie Husband, Project Designer. If selected for this project, Heather will work closely with Town Staff to identify projected Town Staff needs to assist in completion of the project. Optional Tasks Two tasks have been included in the scope that may be construed as optional. Public Workshop #2: The Future Alternatives Workshop This workshop would be conducted to solicit public feedback regarding the potential impact of specific c lees. The workshop would allow participants to test photographic a narrative of future development against previously identified community lues and draft vision atements. The goal of Workshop #2 is public confirmatio of Community Values a d affirmation of the proposed Vision Statements. The total cost f r Workshop #2 is $8,31 .00 and this cost is included in .the proposed Project Fees by Tas er Individual matr~ ,which follows. 30-Da~Public Comment Period Once the Draft Action Plan has been distributed to the public, the consultant team would advocate apre-determined block of time to allow the public to review project recommendations and provide WRITTEN feedback regarding the Draft. The Public Comment Period would necessitate the need for extending the proposed project timeline. The cost for the 30-Day Public Comment Period is roughly $2,300 that allows for ongoing Project Management and interim response to Town Staff and Town Council regarding issues and concerns raised by the public. This cost has been included in the proposed Project Fees. Winter & Company 5 2/7/06 Town of Vail: Community Plan Project Fees by Task per Individual # Task DESCrIDtiOr1 Winter t;. Cmm~anv Percnnnel Suhtntalc Personnel Winter Gregg Husband Ward Shears Hourlv Rate $165 $115 $110 $68 $45 Task C: Vail's Vision 1.1 Review Back round Materials 8 16 1.2 Conduct Pro ect Kick-off Mt / w/ Town Staff 2 2 1.3 Conduct Tour of Vail w/ Town Staff ~ 2 2 1.4 Pre are for/Conduct Town Council Pro~ect Kickoff Meetin 2 2 1.5 Coordinate Stakeholder Interviews/Focus Grou W/ Town Staff 8 8 1.6 Conduct Stakeholder Interviews/Focus Grou Meetin s 12 12 1.7 Pre are Stakeholder Interview Summar ~ 4 12 4 8 1.8 Coordination w/ Town Staff re ardin Worksho #1 4 1.9 !Pre are for/Conduct Public~Worksho` #7•:: Values•:Worksl~~ 12 16 8 16 4 1.10. Summarize Worksho Findin s/Pre are Worksho Summar 2 12 8 1.11 Pre are Draft Vision Statements and Identif Goal Areas 8 16 4 1.12 Review Draft Vision Statement/Goal Areas w/ Town Staff 2 2 1.13 Coordination w/ Town Staff re: Public Worksho #2 4 1.14 'Pre arelConduct Publie;Worksho #2• A~Iternative Future's 16 24 ~~ 16 16 4 1.15 Summarize workshop findings/Prepare Values, Goals Statements 8 24 12 OUR`TOTALS Z8 1'56 .' ?4 60' .. >`,24' 'Subtotal,Task,.h't~° ~~ ~"T FEF TOTALS . ' , , ._._ ,. 12.is7U ..$ ~$17,940, '' "' '~'~ $~,E`40 r,"$4,~~80 $1 080, - s ~ .~~$38 6.10 Task D: Communit Plan includin Prioritized Action Plan 2.1 Pre are Annotated Outline of Prioritized Action Plan 4 24 16 4 2.2 Review Annotated Outline w/ Town Staff 4 2.3 Revise Outline er Staff Comments, Distribute to TC 8 8 2.4 Review Annotated Outline with Town Council 2 2 2.5 Develo Draft #lA of Prioritized Action Plan 40 80 24 40 24 2.6 Review Draft #lA with Town Staff 4 2.7 Revise Draft #lA based on Town Staff comments; Pre are #1B 4 24 16 2.8 Review Draft #1B with Town Council, Pre are Draft #1C 4 8 16 2.9 Review Draft #1C with stakeholders, focus rou s, etc... 8 16 8 2.10. Pre are Stakeholder Issues Pa er 4 12 2.11 Post Draft #1C on Town Website for ublic distribution/comment 4 2.12 Conduct 30-da Public Review Comment Period 4 12 4 2.13 Pre are Public Res onse Memorandum 8 16 4 2.14 Review formal resentation for the Action Plan Public Mt w/ TS 4 4 24 2.15 'Pre are for`and-Conduct°Piabl'ic'Meetin 'tAction~P a"n ' 16 32 24 8 2.16 Pre are Action Plan Public Meetin Summar 2 4 4 2.17 Pre are/conduct Review/Coord.Mt w/ Town Council and TS 4 4 4 2.18 Revise Draft #1C, re are Final Draft: Prioritized Action Plan 4 24 24 2.19 Attend (2) Public Hearings. g 2.2 Final Revisions: If necessary _ 4 16 - - - 16 16 -IOUR TOTALS - " °. `,1`20 294 ~ '48 x'180 .`~44 Sub'fofal~Task;2`.~'y '" ~' ` ' FEE TOTALS $19',800 . "$33,810; - ,$5,280 " -$12;240 'r $1;980. " wf~~,=G+ $23,3;1,0' TOTAL HOURS BY PERSONNEL `.198 450, 72 ""-240 ~:~' ;68 TOTAL FEE BY PERSONNEL $32,670 $51,750 $7,920 $16,320 $3,060 Subtotal Labor $111,720 Reimbursable Ex enses $5,090 Total Project Costs $116,810 Reimbursable Ex enses TRAVEL: 12 Tri s includin 2 2-da /1-ni ht tri s Unit # Rate Amount Trans ortation: Milea a 2000 $0.465 $930 Accommodations 4 $175 $700 Meals er diem 28 . $60 $1,680 SUB-TOTAL TRAVEL EXPENSES $3,310 IN-HOUSE EXPENSES Plottin : $12 er 24"'x36" sheet 24 $20 $480 Co in : BW 1000 $0.05 $50 Co in :Color 100 $1.00 $100 Worksho Su lies 2 $300.00 $600 Fax 50 $1.00 $50 Courier: Overni ht Shi in 20 $25.00 $500 SUB-TOTAL IN-HOUSE EXPENSES $1,780 TOTAL EXPENSES $5,090 Prepared by Winter Company 2/7/06 ti ~'~ i 0 C ~. I I Proposed Project Schedule; Town of Prioritized Action Plan ~ WEEK OF ~ ~.. . {' 220 227 36 313 320 327 43 410 417 424 51 58 515 522 529 65 612 619 626 73 , C..;Va s:V s on~,~ ~ Task ~ ~ X.: ._ ~, t , ~..~ ~ N ~ t' z 3 ~ ~; r ~. i~ i. i Review Bk. Info z ~ , k ~ ti ° ~` ,,r . z, n _ F . ~ ~ - .~,.. r. t ~ ~ ~ , a r '' _ L2 Pro ect Kick-off Mt w TS ~~ 1,3 Tour 1,4 TC Kick-off Mt ~ 1,5 Coord, Interviews ~ " ,.~ . ° ~ `_ ~ ~ 1,6 Stakeholder Interviews Focus Grou s ~~~ ~ 1,7 Pre are Interview Summa ~ 1,8 Coord, Worksho #1 1,9 Public Worksho #i; Values Worksho ~ 1,10. Worksho Summa ~ 1.11 Draft Vision Statements Goal Areas ° ~ ~,,, u ~ 1,12 Review Draft w Town Staff 1,13 Coord, Public Worksho #2 ~ ~ , ~ ~~ , : ~~ ~ 1,14 Public Worksho #2; Alternative Futures ~ , 1,15 Pre are Values ~ Goals Statements ~~ ~~ .. ,. . Task D:,Pr~oritiaed~A ~' i < ~ ~""~ ~ ct orti~'P~lan "~.~ ~~~ ~~ ~~~~~~~~ , ~ = ~ ~~_ ~..; , ~. 21 Annotated Outiine -~ \ ~~ 2,2 Review Outline w Town Staff ~~:= ~ 2.3 Revise Outline ~ ~ ~ 2 4 R i tli O . ev ew u ne w Town Council ~ 2,5 Develo Draft #1A;Prior, Action Plan ~ ~> ~:: s - ~ ~;~ ~ 2,6 Review Draft #lA with Town Staff , ~ 2,7 Revise Draft #lA~ Pre are #iB ~;~ j 2,8 Review Draft #16 w TC Draft #1C ~,~~ 2,9 Review Draft #iC w stakeholders etc, .~s 2,10, Pre are Stakeholder Issues Pa er ~ T- ~~ ~-~, 2,11 Post Draft #1C on Town Website , ~: 2,12 30-da Public Review Period 0 ti onal Task; Would shlft~ ro'ect schedule back 30 da s 2,13 Pre are Public Res onse Memo ~ 4 a~. 2,14 Review formal resentation w TS i . -~~ ~. 2,15 Public Meetin ;Action Plan ,: 2.16 Action Pian Public Mt Summa ~ - : ~ : ,_,, ~. 2,17 Coord,Mt w Town Counci! and TS ~ 2.18 Final Draft; Prioritized Action Plan ..,.6 ~ ,.~ k 2,19 Attend 2 Public Hearin s, ~ 2,20 Final Revisions T " '~' ~x Winter Company 2/7/06 Development of a Community Plan for Uail, Colorado Proposed Organization Chart ~~Town, Council;`' Town of 1/ail ~Othier Con'suFltants * Vail Comlinunlty ~ ' +~ .fit y~,~ ~ _ {~ - YRYer~'~.~ri~.r~e rc~a$ef3~6!i5~~t~S'i. ~ - •,~'~ t "1 z F'-'.: 3 .: a_. ,~ , ;-.y ,TOWn Staff Residents RRC Associates ~~~ ~,,-~ F - (State of Vail) Town of I/ai/ Stakeholders Transportation Consultants LocaVRegional Agencies Other Business Owners Property Owners ~• Winter':&~Company, ~ k: ~' f '' -t. - ~ _ ~ ~ Heather. Gregg ` ~ ,Project Manager ~ ~.. ' .. ,.. .. Nore Winter Julie Husband Whitney Ward Principal in Charge Project Designer Project Planner '` As needed to complete the Prioritized Action Plan Winter £~ Company 2/7/06 PLANNING SERVICES Services: • Community involvement strategy • Hands-on workshops and focus groups • Vision Statement • Work plan Client: Town of Breckenridge Date: 2002 Winter £~ Company Vision Plan for Breckenridge, Colorado Breckenridge is a historic m;ning town that has become one of the most successful resort communities in the Rocky Mountains, featuring year-round sports and cultural attractions. During the later Twentieth Century, the town established design guidelines, revitalized its downtown and managed the construction of a series of civic facilities in a "spine" along the Blue River. As the town entered the new century, it faced new challenges that required a clearer view of the future. In response, Breckenridge embarked on development of a Vision Plan. Winter & Company worked with a team of specialists to facilitate the planning process. The Vision Plan engaged residents and property owners through workshops, focus groups and interviews. An interactive web site extended the range of participation to second home owners and visitors as well. The plan serves as a foundation for other policy development, including specific downtown development plans. Sketches helped illustrate aspects of communih~ life in the Vision Plan. Workshops engaged residents in personal comments and group discussions. PLANNING SERVICES Breckenridge, CO Vision Plan... L~: --- Winter ~ Company Downtown Breckenridge Downtown celebrations are a part of the quality of life in Breckenridge that residents value. Citizens placed priorities on categories of communih~ qualih~ in an exercise tailored to the local culture. DESIGN GUIDELINES SERVICES • Visual analysis • Development projections • Design guidelines Mountain Resort Town Durango, Colorado Design Guidelines Winter & Company developed design guidelines for the core of this Rocky Mountain resort town which serves as a gateway to several notable ski areas and national parks. The team worked closely with the public to formulate goals, identify concerns, and review drafts. The guidelines were intended to provide guidance as well as define requirements and to answer the questions of home owners eager to know how to make improvements and alterations. Initially, the design guidelines for Downtown Durango were written for voluntary compliance and for use in with Main Street Program rehabilitation loans. Therefore, in order to ensure that they would be "user-friendly," the team used a "comic book" format. Extensively illustrated with simple sketches, arrows and margin notes lead the reader to relevant portions of the text. In later years, after many property owners had renovated their buildings in compliance with the guidelines, downtown repre- sentatives urged the city to _ designate a formal downtown design review overlay to protect their investments. Many buildings in downtown Durango have been renovated in the past fifteen years, following the design guidelines developed by Winter. Left: Building condition in 1983. Right: 1998. Winter £~ Company Services• Client: City of Durango Design Review Board Date: 1983 DESIGN GUIDELINES SERVICES Mountain Resort Town Durango, Colorado Design Guidelines (cont'd) r+ ~. Y ~k `k, f'~!~ i' 1 a a~ ~~ " ~:z r~ I! ~ ~ ' - i Y _ is 4 ~~' ~~~C. The guidelines illustrate a key feature of downtown Durango which is the alignment of facade elements. The First National. Bank Building in Durango mzchored a key intersection at the turn-of-the- century. In .1983, a canopy obscured disti~zctive stone details of the first floor. ~'~ ~ ^~ ~ d ~. ~1~~ ° .-~ 3. a q `g L 'r eF'SF? ~jfo5~jf 9t' S~'~'~_..t~_'1 -f .....-.. +-., ~- ~ '~. . ,z,i -_ _..'~ i!4. may... f ~1 .. ~~tr®~~~ ~~ ~~~~~ In 1998, after rehabilitation,-the original features contribute to the character of the street once more. Winter £~ Company URBAN DESIGN AND PLANNING SERVICES ~ _ .. t _ : 4' ~ I ,>> ' ~: _. ..._ -- - --~._.-~-_ ~- ._._..._,Y -~ ~ ~~~- ~ .;\ •-M This illustrative from Silverthorne's Urban Design Plan highlights desirable naethodsforcreatingpedestrIan friendly environments amidst highway-oriented commercial development. ervices• • Design awareness workshops • Design policy statement • Sketch wban design plan ' • Illustrative plans • Infill multi-use development • Draft scope of work for wban design.and design guidelines Client: Darrick Wade Plaruung Director Town of Silverthome Date: 1994 Urban Design and Design Guidelines Policies for Silverthorne, CO Facing increased development, the Town of Silverthorne raised questions about the role that urban design and design guide- linescould play in helping to shape the character of the commu- nity. The Town was particularly concerned with the potential effect that large, multi-use infill developments might have on the community's character. The Town engaged Winter & Company to assist them in devel- oping abasic policy statement on design and to draft a scope of work and budget for potential development of an urban plan and design guidelines. Nore Winter lead a series of six evening work sessions with a citizens committee to develop policy .~ ••.:~ .~ ,,.-'•' '• ,'%+ ~ ;/. !~ i 1 f .,, ~ 1 ~ VROVIDE PEDESTRIAN RRIDO Sl~r~~J'`-'~: -• ,..-~-' ~~ ,• -_ ~ ~' 1 ~ ~ ~ y -- ACCESS WRH ATH STREET, I CLE A ^~-~~ `IIIT"' , ~ %/ FOR ENEROENCY VEHI ~+'"'~"' ~ ~ • ~ ~ • ~-NAINTAIN VIEW 60RRIDOR -- , ~ i /~". ~-"1 / , ~^ ~%'~ ~ `~',/ ~'~ ACROSS RIVER TD i - RECREATION CENTER ,. ~ 1 ' / DST1N6 ~ r r ~ f ~~ w?~ryr~' ALONG -- .yet-" , '~~ / ~+^' ~ ~ ••~~ i ~ ~ ~ w EC~iEATiQNv'° 'm ~, t / , .-. `~ CK uY .ISTmD / )VIDE ACCESS / ~ - ER BANK AND FRON R --'--~-~-fAINIMUN 90 FT. RIVER 7AR. AND NEW OVERLOOK TRAIL RESERVATION This segment from the Silverthorne Urban Design Plan illustrates the concept for a commercial and community area to be linked by a pedestrian bridge to the recreation center across the Blue River. Winter £~ Company URBAN DESIGN AND PLANNING SERVICES Urban Design and Design Guidelines Policies for Silverthorne, CO (continued) statements and a scope of work. Then Winter & Company developed a series of presentations on design, including slide shows and a review of current development projects. From these presentations, Winter & Company developed illustrative plans to help the community visualize the potential effects of infill development of multi-use projects in established neighbor- hoods. ~ O ~ ~ \ ~ ~~\ O / KEV COMMERCIAL AREAS ~ PARK EKKTINg6 PROPOBED i ( I u \ ~ _ ' PUfiUC BUILOIN06 (POTENTUIL t EIg6TINgl GATEWAV6fEX~6TINgi PROP09ED) ~ . \ ~ ~ i':. ~ ~ ~ ~ ~ " ~- p ~ IMPROVE PEDE6TR4N CRO6&NG .. ~ r ~ / ~ \ PROVIDE UNDERPA66 . \\ I. t 0 0 IMPROVED TMIL \ . \,_ _ -~ " ~ - ` rrr RDAD E%TENfirON6 ~ ' ~~ y . 1=, ~• .. a i::. r ~ jour,' ~ '„ ~~ "` 4~X i '~' , - ~. o ? xa.p ~ a L ~ ~ ~ ._ _, ~ ~ . ~. ,\ a ~ Vi '' , i ~ ~ '+:~ r ' Y `~ '' DD ~,v ~ E ,;a v~ ;,;gam. ~ 19 ' ~~ , , ~ ~,~ , , , .>;.,. a ~ ~~~. s~~~ ~f ~ . x ~~c--~. .. ~ .. " . , .36 ~ y O ~. -- .,,i.r r.1 i `~ A portion of the Overall Framework Plan designates key gateways, public buildings, commercial areas, and parks. In addition, potential improvements and proposed land uses are shown.' Winter £~ Company Worksessions were an integral part of fhe Lirban Design process. Specialized studies such as this children's tour along the Blue river wereintegrated into planning.in Silverthorne. PLANNING SERVIC services: Carmel-by-t a-Sea Vision Plan & • Visioning • Character Management Character M nagement System Strategy • Design standards Carmel is renowne as a community with dis ' ct character, a village in the woods. omotes an active tural life blended Client: with an en'o ment of nature. er, recent trends threaten City of Carmel-by-the-Sea ~ y Date: 2001 the loss of this character. Design Traditions Reports • The Design Traditions of Carmel -Vision Plan • Development Potential • The Value of Place • Design Standards & Guide- lines Designs Traditions Project Winter & Company and RACESTUDIO helped the community define a vision for its future and create a system for managing its character. This visioning process included an analysis of the Design Traditions of the community, combined with a profile of current trends and a statement of goals for the future. I The Four Levels of I Participation Communpy I I Team I I Focup I I Personal Worksho s Exercises Grou s Interviews The Visioning Process Through a series ofpublic workshops, focus groups and individual interviews, participants developed a description of those features that are unique to Carmel. They then outlined basic design and planning principals that should be followed to protect those key Winter £~ Company Carmel is challenged by its 'own success, in which the trend to construct larger buildingsand removestreet trees is changing the character of the community. Theseareissuesaddressed in the Design Traditions Project. An irregular street edge, informal planting arrangements and a variety of architectural styles are key features of Carmel that community residents identified. Citizens noted that Carmel must be experienced as a combination of space and time, in which a walk reveals glimpses of buildings and gardens. PLANNING SERVICES ~~~ Typical residential lot cross section. Carmel-by-the-Sea Vision Plan & Character Management System... elements. The process engaged local, year-round residents along with many seasonal occupants and out-of-townproperty owners. A key step in the visioning process was to provide specific backgroundinformationabouttraditional developmentpatterns, existing character and current trends in order to understand the issues related to community design and development. .~ C,; C, ,. ~ { C C •.1. ~ Ca• A ue - u __ U va A ~ L C healA ~ C n R IA ~' C oAealA _ - ~.Y~., ~~ I a ~~. ~ r ~^1 ~~ ~ - "~4 I ~~~ ~~ ~~ '; I I ~_ ~~ ~~ ,. - ~ °L_ -. 6TAUCTIrtETYPE Gntt~lo Av no ..,rv 1>~venue .' Ca rmelu Avenu ^ MwEary ~ ' L7 ~d ~ p ., tr 1 '~~ ti" A study of historical development patterns helped residents understand site planning prtnctples that influenced the character of the street. For example, this set of site plans for the same block illustrated the progressive filling in of parcels, as well as a tendency to locate houses to maximize views of the ocean. In a series of workshops, Carmel residents defined the key features of the community Hutt they valued. These became the foundation for a vision statement, wliich in turn provided the policy basefor revised designguidelines and development standards. Winter Fd Company In community workshops, participants defined the characteristics of individual neighborhoods. These help establish a rationale for future development policies that respond to these differing contexts. URBAN DESIGN AND PLANNING SERVICES Services: • Analysis of existing condi- tions • Economic analysis • Land use strategies • Traffic and parking analysis • streetscape hierarchy • Framework plan • Mill Creek Improvements • Building & Street guidelines Client contact: Robert Horne City of Walla Walla, WA Date: 2003 Strategic Plan and Design Guidelines for Downtown Walla Walla, Washington Walla Walla is a city of 29,400 on the edge of the Paloose Region in southeastern Washington. Awell-established center for the agricultural economy in the region, the city is also home to Whitman College and health service industries for the area. In recent years, a robust wine growing economy has added diver- sity to the city's economy. During the late twentieth century the city executed a streetscape improvement program that signifi- cantly enhanced the main street in the downtown area. This success, however, highlighted the differences between the en- hanced corridor and other parts of downtown. More recently, questions have arisen about the role of downtown in the region's economy and how the mix of uses can be further enriched. As a first step, Winter & Company led the community in a visioning exercise that established the community's goal for the overall character of downtown. This then served as the basis for a more comprehensive urban design plan and design guide- lines. Key areas of investigation included seeking ways to re- store Mill Creek, which meanders through downtown and was a WPA channelization project. Methods for managing existing parking resources and planning for a more coordinated parking system was another planning assignment. General develop- ment plans also addressed methods for introducing more resi- dential in the commercial core, expanding heritage tourism and cooperative development projects with the college and hospital. Winter £~ Company Historic buildings in downtown -Walla Walla are key assets that will be preserved. . Historic commercial buildings flank Main Street aiul attract local and regional residents to Downtown Walla Walla. Public art enhances the community image. URBAN DESIGN AND PLANNING SERVICES Koy f ~ • • • P2~BG'ler. path ~.~ Perk •.• IMexpreGya Lint. ~ ~' Plxza 'S .; ~ Enharsxd Croeswatk ~'L'atet =e~turc 1 ~~~ PriOge lmplcxernent ~ pptn 1 ~''^'~ Channel _ . ' ~~iCM1;4ll Si'7Qtt ebf sat ~crc ter axn H ui~Yr,(xj h1r4 _+r+rc. .t - la ty s~:a .~tl y~.. ~ (1Ny Y 1 f ~~ ` "~ tD'ip '.YB 1~CM1t 1 6^hu'r! try 3^ :567 . ~L.>la.n II r4 i ~. ~ ~~~ .'Jilt 1 .\Y ~ ti ~1 '•~M ~. t ~~y Y_. w 1\_t~.-.Y Y~y' ;ain c N ~x° n e/d ~+u r ~' ~~ ~~d„ I r L-~io'n: a ;:cMrsr : F'rJ +~- - ( i lO Mr++IIJ¶ 1. r l17 [Y! IG~'~~ .k. ~' x. `xre a.an x rr~ 6S .,wtKV!+r a ,~;ad*'tir- .: tlsaq v' lu.-.It- _ 1 ,~~~ ~- q~th ?7~! 'K Il $~ L ly}rjlYl aY7 `~.~~` 1 4 i 5 iii *',`.y ~ v' . ~``~~ ;~+.a9•L ~~~~ ~ +sh ", et~t„ \ ~' Tip' \\ ~~. Ic: ;U y ~MCtm~ ... iC :~.::. ~ r sc.,. ~ GAAa 2ct } lh~~fi L 13 ~' .[ pLN ? l+U S Jl rggy N°~NAF{.rf lY ~y~..., r _ - ~K Vr s~. ~, n ..it.. : •i ^ p!• 7 •~ 't5 ~ ~ , • J ~' J ._ i •. ' r WnMe a K+~ trr.~+i pasl j ~\ ~ M~3e~y.1 ~~.. lers[1~2AaV . '` ,„, ~~ 4 F 4L_ ET[7~.2 ' t' yK•ll M9f IDY ~ 4Y1YR~NI WA 1 G K nw.-r.RS D-a xe,+maaia+ea Jam, •r. rJefi [;hNYyiNb~ yRl ~.~ r.~n:.~ ~` . . The Mill Creek Accessibility and Improvement Plan was created to guide future development and channel improvements. Winter £1 Company Historic bridge.details and pedestrian lighting were cited as character-defining elements for all pedestrian crossings over the creek. Proposed Farmer's Market Expansion would allow direct pedestrian access to Mill Creek. Flood control and structural channel improvement were integrated into the Mill Creek Accessibility Plan. DESIGN GUIDELINES SERVICES Services: • Visual character analysis • Design guidelines for all neighborhoods in the town • Ongoing updates of guide- lines • Commission training in design review Client: Lance McDonald Town of Telluride Date: 1985-1998 Winter fd Company Townwide Design Guidelines Telluride, Colorado The town of Telluride is a unique environment, set in one of the most spectacular locales in the West. Approximately half of the community lies within a National Register Historic District. Concerned about protecting their mountain character and pre- serving their heritage, the Town developed a design review system in the 1970s. The community worked with a preliminary set of design guide- lines unti11987, when they hired Winter & Company to produce a comprehensive set of design guidelines that would apply to the entire community. As a part of the project, Winter & Com- panydeveloped aset ofmaster guidelines that apply townwide, produced a series of chapters of neighborhood-specific design guidelines and also developed design guidelines for a series of overlay zones associated with environmentally sensitive areas. Design guidelines in the Historic District focus on accepted principles of historic preservation and on encouraging infi]1 construction that is compatible with the historic context. Developing design guidelines for outlying areas includes consid- eringthe protection of views and concern for natural resources, as well as establishing a sense of visual relatedness with the historic core without directly imitating it. Principles of good urban design, including promoting apedestrian-friendly environment and developing a street edge that is of human scale, are the focus Design guidelines focus on protection of views and natural.resources. A residential street scene in Telluride. The town of Telluride, set in one of the most spectacular locales in the West, encourages infill compatible with its historic context. Winter F~ Company DESIGN GUIDELINES SERVICES Townwide Design Guidelines Telluride, Colorado (continued) of these outlying areas. In more recent years, the, Town of Telluride has retained the services of Winter & Company to update the design guidelines and to conduct frequent training sessions with the Historic and Architectural Review Commis- sion. New construction on Main Street interprets traditional commercial storefront elements. The design guidelines encourage contemporari~ interpretations of early building hjpes. In the area that historically was industrial, new condominiums reflect simple forms of warehouses that were historically located in the area. The Telluride guidelines encourage alley units, as an affordable housing strategy. The train depot before renovation. (See the photo to the right for the depot after renovation.) The depot after renovation, with a new contemporan~ infill project in the foreground. Winter & Company Urban Design • Historic Preservation • Design Review Enhancing community livability, protecting cultural resources and providing delight in the community experience- these are the focus of design, preservation and planning services at Winter & Company -often in resort communities and other towns with special character. Winter & Company is a planning and urban design firm that consults nationwide to public agencies, downtown improvement committees and private property owners. Collaboration with regional planning and design professionals is a specialty. Services include urban design plans, neighborhood conservation strategies, cultural facility feasibility studies and design guidelines. Projects span . more than 150 communities in 48 states and Canada. Company personnel are frequently featured speakers at conferences and conventions, including the National Trust for Historic Preservation, the Western Planners Association, the American Planning Association and statewide preservation organizations. In addition, the Special Needs Studio is a pioneer in facility planning and design for the Deaf and Hard of Hearing and consults across the nation with schools, community organizations and developers who are engaged in providing facilities designed for the Deaf Community. Winter & Company uses a process that actively engages stakeholders, residents and property owners in creative ways of team-building and problem solving. Community workshops, open houses, and stakeholder interviews are planned to be lively, informative and constructive. Design guidelines for the San Antonio River include policies for the historic Riverwalk Area, as well as all other properties flanking the 12-mile stretch of the waterway as it courses through the city. 1265 Yellow Pi~ie Avenues Boulder, Colorado 80304 • (303) 440-8445 • fax: (303) 443-0725 • www.winterandcompan~.net Downtown Flagstaff, AZ before street improvemen s. Downtow~t Flagstaff after streetscape improvements. The Blue River in Breckenrid e, CO, circa 1988, before the ur~an design plan. (Compare with photo below.) The Blue River in Breckenridge, CO, circa 1998, after improvements described iri the urban design plan. The firm was founded in 1986 and is based in Boulder; Colorado. Staff is currently comprised of threeseniorplanners/designers, threejuniorplanners;anarchitect, a business manager/bookkeeper and. asecretary/office manager. Aurora, CO Havana St. Plan Winter & Company ... F~ ..` ^~-- ~, tvetgnnors m ~reenvu~e, ~~ key features of their historic Design guidelines for Aspen, CO address preservation cih,/wtde. ~z :~ 1 ~''~ et ~ ~e _ _+ ~ a :` ~~ ~`~ a ~. .~ ~ ~ ,. ",5 Design standards for commercial corridors in Bozeman, MT Services: Community Character Management Systems • Conservation District Plans • Design Guidelines • Design Review Systems • Historic Preservation Guidelines • Preservation plans • Neighborhood Conservation Plans • Neighborhood Plans Cultural & Educational Facility Planning • School facility plans • Performing arts site selection • Feasibility testing Form-based design codes • Neighborhood-based design regulations • Modeling of alternative development scenarios • .Illustrating community design principles and standards • Testing draft standards and codes • Context-sensitive design standards and guidelines • Development standards for commercial corridors Historic Resource. Planning & Management • Building rehabilitation strategies • Historic building master plans • Adaptive reuse feasibility studies • Historic building condition assessments • Heritage tourism strategies • Historic survey strategies • Commission training f` ~'• ~' ~ ~. The Urban Design Plan for Bellingham, WA establishes a framework of reenways that link ~ousing, commercial areas and the waterfront with the civic center. The "Desi Traditions" project for Carmet, CA includes new design guidelines, code revisions and a strategy of incentives and education programs. Design QQuideliries for Pasadena, CA apph~ to a varied of residential historic districts. t _ ~ ~ .~~; Street section study, Walla Walla, WA -~ l- ~t, -r y _ Y Planning workshop, Walla Walla, WA ~~ .~„ ~ ~;n ~= j ~~ ~~~ n A Infill concepts for Canton, OH Winter & Company ... Public • Stakeholder • Visioning • Design co~~ • Community Community Outreach patory planning workshops soup facilitation ty surveys & workshops / charrettes ~1 Cons ation Planning & Design • ral heritage-based design guidelines • Land conservation strategies • Historic farm preservation studies ~°";~ / Urban Design • Downtown Plans Neighborhood Plans • Preservation Plans • Streetscape Design • Wayfinding systems • Corridor plans and.guidelines • Development Studies for Opportunity Sites • River corridor plans & development standards Special Needs Studio • Facility planning • Programming • Design assistance • Technical specifications • Facility Assessments Awards: American Institute of Architects American Planning Association California Preservation Foundation Colorado Preservation, Inc Historic Boulder, Inc. (Colorado) Memphis Heritage, Inc. (Tennessee) Office of the Governor, State of California Utah Heritage Foundation Washington Downtown Association Washington Trust for Historic Preservation Current Projects Include: Alamo Heights, TX -Form-based zoning and conservation guidelines Amherst, NY -Traditional Neighborhood Development Standards Testing Anderson, SC -Downtown design guidelines Athens, GA -Downtown design guidelines Aurora, CO -Commercial Corridor Redevelopment Plan Atlantic Beach, FL -Neighborhood Conservation Strategy Bloomington, IN -Downtown urban design plan and guidelines Winter 8~ Company ... Bozeman, MT - 7th Avenue connectivity plan Calistoga, CA -Urban design plan Canadian, TX - Downtown streetscape design Denver, CO -Marion Downs Hearing Center programming Durango, CO -Core neighborhood form-based zoning amendments Fayette, MO -Design guidelines Grand Junction, CO -Redevelopment plan for downtown opportunity site Greensboro, NC -Unified Development Code Update Hercules, CA -Development review Louisville, KY -Kentucky School for the Deaf programming Pagosa Springs, CO -Downtown master plan and design guidelines Philadelphia, PA -Master Plan, Pennsylvania School for the Deaf Providence, RI -Rhode Island School for the Deaf programming Sacramento, CA -Preservation design guidelines Steilacoom, WA -Neighborhood guidelines Terrell Hills, TX - Infill and redevelopment strategy Truckee, CA -River corridor master plan Winter Park -Multi-modal transportation plan Block facade sketches illustrate traditional building components in downtown Lexington, KY. Heather Noyes Gregg Senior Planner Winter & Company ~ Heather Gregg offers more than 15 years of experience as a landscape architect and community planner and has significant recent experience with downtown strategic planning and implementation. Heather has worked with municipalities and private land owners throughout the country to develop vision plans, community character-based design guidelines, downtown urban design framework plans, land use policies and implementation strategies. Additionally, Heather is a skilled public, facilitator who works closely with local residents and business owners to understand and incorporate varying perspectives into cohesive and collaborative planning solutions. By integrating comprehensive public involvement and community- character-based .planning techniques, Heather creates implementable solutions that respect the heritage of the community and respond to current issues and economic trends. In addition to her skills as a planner and public facilitator, Heather has a detailed understanding of design issues and the effect new and infill development have on the existing framework and historic development patterns of a community. Recent projects have required thoughtful, creative responses to the unique characteristics of urban and rural com- munities under extreme development pressure. Based on the information contained in the RFP, Heather believes that there are several project parallels between the Town of Vail Community Plan and the 2002 Breckenridge Vision Plan. .. .. _ x rr P~~ole~t ,-; ;,~=~- °t.Contact ~r ~ ~~;..,: Breckenridge, CO - VIsion Plan Peter Grosshuesch Community Development Director 970/453-3162 Winter £~ Company 1265 Yellow Pine Ave., Boulder, CO 80304 • (303) 440-8445 In addition, Heather is currently project manager for the following: ~~ ~, Project' ~ ~;'~`1'~~'-r'`~`~'*~': . ';~Contactj'xj~~i . Denver, CO -Zoning Code Update Lee Einsweiler Duncan Associates 512 / 2558-7347 (ext 202) Grand Junction, CO - Kathy Portner Redevelopment Plan for downtown Planning Manager opportunity site 970/244-1446 Pagosa Springs, CO -Downtown Angela Atkins Master Plan and Design Guidelines Town of Pagosa Springs 970/946-5261 Terrell Hills, TX - Infill and Will Ochse Redevelopment Strategy Council Member 210/ 646-8811 (ext. 57) Other Winter & Company projects that Heather has managed include the following: Pa~ojec~t&~:`~~s "''R;?~"'"~L~:~? .~Contact~~ ,~~ Amherst, NY -Development Code Joelle Guy and Design Guidelines Assistant Planner 716/631-7051 Walla Walla, WA -Downtown Plan Timothy Bishop Executive Director Downtown Walla Walla Fdn 509 / 529-8755 Prior to joining Winter & Company, project assignments included: • Eagle Area, Colorado Community Plan • Superior, Colorado Comprehensive Plan Update • Laramie, Wyoming Comprehensive Plan • Park County, Colorado Strategic Master Plan • Twin Falls; Idaho Second Century Vision Pian • Lowry Vision and Facilitation Project • Broomfield Heights, Colorado Neighborhood Plan • Mt. Crested Butte, Colorado DDA Design Standards • Commerce City, Colorado Mixed-Use Design Standards Heather received a Bachelor of Arts in Geology from Hamilton College and a Master of Landscape Archtiecture from the University of Colorado. Winter & Company 1265 Yellow Pine Ave., Boulder, CO 80304 (303) 440-8445 Nore V. Winter Principal & Owner Winter & Company Nore Winter is an urban design and planning consultant with more than twenty- five years of experience nationwide. He specializes in services to communities with special amenities, distinctive natural settings and traditional neighbor- hoods who seek to protect their heritage. He developed preservation plans and guidelines for historic and conservation districts across the country, including Salt Lake City, San Antonio, Denver and Atlanta. Smaller communities he has served include Beaufort, South Carolina, Brattleboro, Vermont, Ste. Genevieve, Missouri, Lahaina, Hawaii and Oysterville, Washington. Colorado communities include Aspen, Breckenridge, Durango, Steamboat Springs and Telluride. In California, he produced citywide preservation design guidelines for Pasa- denaand San Jose and developed a citywide system of design review for Carmel. Other guidelines projects were for neighborhoods in Napa and Davis and a conservation district for Cannery Row in Monterey. In Texas, he also has produced design guidelines for Georgetown and Nacogdoches and assisted in writing guidelines for residential districts in Galveston. Current projects are in Canadian and Alamo Heights. His work in urban design includes downtown plans for Boulder, Colorado, Flagstaff, Arizona, Canton, Ohio, Georgetown, Texas and Walla Walla Wash- ington. He also has developed neighborhood plans for Lexington, Kentucky, Memphis, Tennessee and Bellingham, Washington. Mr. Winter is frequently a featured speaker at conferences and conventions, including the National Trust for Historic Preservation, the National Park Ser- vice and the American Planning Association. From 1992-1996, he served as Chairman of the National Alliance of Preservation Commissions. He has re- ceived awards. for "Contributions to the Built Environment" from the Colo- rado and Western Regional divisions of the American Institute of Architects. Mr. Winter has provided design review training for a wide range of locations, including the commissions of New York City, Boston, Indianapolis, and Se- attle. He has conducted statewide and regional training workshops in design review in Arizona, Florida, Georgia, Hawaii, Kansas, Kentucky, Maine, Mis- souri, New Hampshire, New Jersey, New York, South Carolina and Washing- ton. He is based in Boulder, Colorado. He holds a Bachelor's degree in Architec- ture from Tulane University and a Masters in Architecture and Urban Design from UCLA. Winter £~ Company 1265 Yellow Pine Ave., Boulder, CO 80304 (303) 440-8445 Julia L. (Julie) Husband Senior Planner & Designer Winter & Company Julie Husband offers eighteen years of experience in architecture, urban design and related fields. She has worked for Winter & Company for the past twelve years on urban design, historic preservation, design review, and architectural rehabilitation projects. Currently, Julie is the project manager for the Durango Residential Infill Desigin Standards, as well as the Bozeman Corridor Design Guidelines. She is also working on the Downtown River Revitalization Plan in Truckee, California, the gateway to Lake Tahoe. She recently finished the second phase of Truckee's Preservation Plan; an update to the design guidelines for Lahaina, ari historic seaport on Maui; and for the West Coast community of Hercules, California. In addition, she developed opportunity site models and graphics for the Walla Walla, Washington Downtown Plan. She also recently helped develop a downtown revitalization strategy for Canton, Ohio where implementation of the relocation of the Pro Football Hall of Fame is being studied as a result of the planning effort there. Ms. Husband also produced plan strategies for the Bellingham City Center Plan in Washington, which includes anetwork of gateways and different character areas reflecting the design traditions of the community. She also developed design concepts for the mountain resort towns of Silverthorne and Breckenridge in Colorado and for the Flagstaff, Arizona Downtown Plan. Her plan for downtown Rolla, Missouri received award recognition from the state APA chapter. She has helped draft design guidelines for residential and commercial buildings in historic districts, conservation districts, and new neighborhoods throughout the country. Such assignments include guidelines for Bellingham, WA; Carmel,_ CA; Durango, CO; Lexington, KY; and San Antonio, TX. The guidelines for the Third Street area of Durango also won awards from Colorado Preservation, Inc. On many planning and design review projects, Ms. Husband has generated computer and/or hand-drawn illustrations to model existing conditions or regulations and the effect that alternative development scenarios might have on an area. This modeling of the design implications of alternative zoning regulations has helped communities. make informed decisions about policies they may adopt. A project for the core area of Ketchum, Idaho featured this approach. Ms. Husband also has developed master plans, conducted building assessments and prepared construction documents for historic rehabilitation and new constructionprojects inColorado, Minnesota, New York, and Utah. Her assistance on the adaptive reuse of a historic school in Boulder, Colorado into an assisted living community secured preservation tax credits and several design awards for the project. Ms. Husband is based in Boulder, Colorado. She holds a Bachelor's degree in Architecture from Montana State University and studied abroad at the Taller de Arquitectura de Barcelona/Ricardo Bofill in 1984. Winter f~ Company 1265 Yellow Pine Ave., Boulder, CO 80304 (303) 440-8445 Whitney M. Ward Junior Planner Winter & Company Whitney Ward is a Junior Planner with Winter & Company. She is currently working on a variety of projects including developing downtown design r guidelines in Fayette, Missouri and creating a comprehensive zoning ordinance for Terrell Hills, Texas. She is also working on the final documentation for a visual ordinance study in Amherst, New York. Her thesis, A Rural Dilemma investigated the land use and development of rural Pocatello, Idaho. She created a master plan for an existing community and then continued to develop the project as she designed a residential development within the master plan. The residential portion focused on providing privacy and space, which people in a rural area seek, while creating a sense of commu- nity and providing opportunities for interaction between residents. Whitney is originally from Pocatello, Idaho. She received a Bachelor of Arts in Environmental Design and a Masters of ?,rchitecture from Montana State University in Bozeman, Montana. During her time in Bozeman she worked on a grant to research project contract- ing methods for the state of Montana and. the Montana Institute of Architects. She was also a Teacher's Assistant for various courses including the first-year design studio, Architectural History, and Introduction to Design. Winter f~ Company 1265 Yellow Pine Ave., Boulder, CO 80304 (303) 440-8445 ,.... ATTACHMENT C VAIL COMMUNITY VALUES RESORT AND COMMUNITY GO HAND-IN-HAND ACTIVITIES ENHANCE OUR LIVES DIVERSITY STRENGTHENS US CONNECTIONS BUILD COMMUNITY THE ENVIRONMENT DEFINES US REGIONAL PROBLEM-SOLVING WORKS BEST THE ECONOMY SUSTAINS US SAFE SURROUNDINGS PROTECT US INTELLUCTUAL GROWTH IS ESSENTIAL FOR ALL VAIL GOAL STATEMENTS NATURAL AND BUILT ENVIRONMENT We will continue to preserve and protect the ambiance, charm, warmth and natural beauty of Vail as a mountain community, focusing on both the natural and built environments and the integration of the two. AFFORDABLE HOUSING We will work to provide housing opportunities that meet the diverse needs of a diverse community. BUILDING COMMUNITY In the early days of Vail, members of the community were involved in creating the resort and community and there was a high degree of acceptance, respect and interaction. Today, there is a desire to recapture that sense of togetherness and community. We agree that we will generate more opportunities, occasions and physical locations for community interaction and to promote broader participation in our community life. We will reach out to our extended community, embrace our part-time residents, enhance communication and strengthen neighborhoods. We will look for increased social responsibility and cooperation, including more public-private partnerships. REGIONAL COOPERATION We will work to improve and increase regional collaboration, specifically on planning and transportation issues. GR011VTH MANAGEMENT We will continue to direct growth to maintain our status as a world class resort and to achieve our other community goals. ECONOMIC DIVERSITY In supporting our commitment to building community, we will work to increase our sensitivity to and respect for the essential needs and dignity of our workforce, including seasonal employees. We will work to expand the diversity of the economic base. Economic diversification will promote social and cultural diversity by creating more and varied employment opportunities and more "rungs on the ladder" -professional growth opportunities, job satisfaction, year-round financial security and long-term housing opportunities. WORLD CLASS RESORT We recognize and agree that our natural environment, and in particular our ski mountain, is critical in making Vail a world class resort, and forms the foundation for the community that has grown up around the resort. Our goal is to preserve that critical foundation and to enhance it through diversification of overall amenities and improvement of guest and support services. FAMILY We will work to maintain and enhance our family focus in Vail, particularly in the areas of quality affordable health care, child care, public education and family-oriented activities. YOUTH We will work to improve education, recreation and development programs, and foster a sense of inclusion for our children and teenagers. . CULTURAL AND EDUCATIONAL We will work to develop and enhance cultural and intellectual opportunities for all ages. SAFETY AND SECURITY We will not sacrifice the safety and security that we enjoy in our community today. ACTIONS ENDORSED Affordable Housing Goal Area • Achieve a net gain in affordable housing in Vail for both seasonal and year-round employees from 38 percent to 62 percent living in Vail who work in Vail by the year 2010. • Continue to use the Real Estate Transfer Tax for open space acquisition and improvement; a portion of it should also be considered for use for affordable housing. • Initiate Inclusionary Zoning which includes the requirement that affordable housing be included in a development plan in order for the proposed development, redevelopment or special development district to receive governmental approvals. • Build seasonal units over both the LionsHead and the Village parking structures. • Build employee housing on Town of Vail-owned Old Town Shops site at the west end of LionsHead between South Frontage Road and the creek. • Build seasonal housing on Vail Resorts, Inc.-owned sites such as that on South Frontage Road currently used for maintenance shops and the warehouse. • Build deed-restricted housing similar to Vail Commons in LionsHead, perhaps on sites between seasonal units and the rest of LionsHead. • Establish a Housing Trust Fund, a permanent, regionally-supported source of funds to be used specifically and solely for the purpose of creating a net increase 'in the availability of affordable housing in the valley. • Initiate a program within Vail to offer significant incentives for property owners who contribute to solutions to the affordable housing problem. • Encourage the Town of Vail to use all measures available to it to maintain and increase existing employee housing units. 2 • Encourage the Town of Vail to require that Vail Resorts, Inc. set a goal of housing 62 percent of its own seasonal employees who are renters. Building Community Goal Area • Initiate a "Welcome Program" for Vail newcomers. • Initiate regularly scheduled informal gatherings with elected officials. • Initiate "Getting to Know You Gatherings." • Provide motivation, encouragement and opportunities for neighborhoods to get together. • Develop a Speaker Series, creating opportunities for the community to reflect together and to promote inner personal development and foster meaningful relationships. • Develop pocket parks, small neighborhood parks with playgrounds and picnic tables. • Create amulti-purpose building that meets community needs, serving people from all demographic groups, all ages and full-time, part-time and seasonal residents. Natural and Built Environmental Goal Area • Conduct a Town of Vail inventory of infrastructure and natural resource carrying capacities. • Donovan Park should be used in the following way: the lower bench should be preserved as open space; the middle bench should be used for affordable housing; and the upper bench should be used for a combination of open space and affordable housing. • In lieu of withholding approvals of LionsHead redevelopment construction, the following schedule was endorsed, with emphasis on citizen involvement and technical analysis: January, 1997, LionsHead Redevelopment Master Plan process initiated; wish list development; analysis of water supply, sewer, air quality, traffic, parking, telephone lines, building codes and other energy codes and employees; two alternative plans presented to Town of Vail Council, one selected and master plan adopted, if needed; December 1997, design guidelines completed. • Review and update Town of Vail design guidelines. • Establish an energy code for Town of Vail construction/development. • Actively participate in the Town of Vail development process. • Implement incentive/certification program for energy, water, and waste management. • Enhance, improve and support clean-up events. • Complete solid waste study, improve recycling, encourage the reuse of building materials. • Monitor current and future land exchanges; seek appropriate zoning on lands involved in exchanges. • Continue implementation of Open Space Plan to protect neighborhood "scale" open space lands. • Solicit the support of Congress and the U.S. Forest Service to monitor and prevent any public sale of public lands to private developers. 3 Regional Cooperation Goal Area • Create a venue to begin discussion of the issues and the opportunities related to regional cooperation. Issues that have been identified for resolution are: consolidation of emergency/other municipal services; regional marketing funding; regional housing trust funding; Berry Creek Fifth Filing; government interaction (i.e. Regional Cooperation Coalition/Council of Governments); transportation/trails; and open space/environment. World Class Resort Goal Area Initiate a Lodging Upgrade Initiative to include: a letter to property owners from the Town of Vail, Vail Associates, Board of Realtors, Vait Valley Tourism and Convention Bureau, etc., urging renovation; survey guests to determine lodging problems and priorities in upgrade programs; develop community standards for acceptable rental lodging; provide hotels and management companies with tools to encourage renovation; and, as a last resort, remove substandard units or management companies from eligibility for sale through central reservation. Support current Guest Service Training program. Youth Goal Area • Resolve issues that surround participation at the aquatic facility in Avon. • Establish aCounty-wide Youth Task Force, directed by youth. • Pursue development of some facilities and activities identified through a survey of youth administered in area schools, such as a Water Fun Park and/or Imax facility and Under 21 Club, perhaps in concert with proposals from other Vail Tomorrow teams (Community Center). • Conduct an annual review of local education through an education summit. • Create community dialogue to respond to youth issues and facilitate communication of them to the decision-makers. • Promote growth of healthy and constructive youth culture. Additional Agreement Reached • Vail Tomorrow believes that open space and affordable housing are both important to the Vail community, and that one should not be pursued at the exclusion of the other.. Vail Tomorrow 1996-1997 Contact: Suzanne Silverthorn Community Information Office Town of Vail, 970-479-2115 ssilverthorn a(~.vailgov.com 4