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HomeMy WebLinkAbout2006-07-18 Support Documentation Town Council Work SessionTOWN COUNCIL
WORK SESSION
VAIL TOWN COUNCIL CHAMBERS
75 S. Frontage Road W.
Vail, CO 81657
12:00 NOON, TUESDAY, JULY 18, 2006
NOTE: Times of items are approximate, subject to change, and
cannot be relied upon to determine at what time Council
will consider an item.
Council will be served lunch
1. Matt Gennett ITEMlTOPIC: Site Visit, Bell Tower Building. A request to proceed
through the development review process with a proposal to
reconfigure private improvements on Town of Vail property. (20 min.)
ACTION REQUESTED OF COUNCIL: Approve, approve with
modifications, or deny the applicant's request to proceed through the
development review process.
BACKGROUND RATIONALE: The Bell Tower Building is in the
process of undergoing design review for an application to two gables
to encroach slightly over Gore Creek Drive, and for a new stone
veneer with cap on the south side of the building to encroach as well.
The applicant has already received design review board approval,
with conditions for their design, the condition being Town Council
permission to proceed. Presently, the existing Bell Tower roof
overhang encroaches over Town of Vail property. The applicants are
prepared to enter into an encroachment agreement with the Town.
STAFF RECOMMENDATION: The Community Development
Department recommends the Town Council approves the applicant's
request to proceed through the development review process and
apply for a building permit upon the execution of the encroachment
agreement.
2. Russ Forrest ITEM/TOPIC: ITEMROPIC: LionsHead Parking Structure
Request for Proposals (RFP). (45 min.)
BACKGROUND: In the last year, private developers have
approached the Town of Vail and proposed redevelopment of the
site to accommodate both public and private uses. To ensure a
fair and equitable process, the Vail Town Council has directed that
a "Request for Proposals" be issued to solicit development
proposals that meet the project goals of the town for this site.
This RFP seeks qualified developers who can develop the
LionsHead Parking Structure consistent with the project goals of
this RFP. On June 28 the town received proposals from East
West Partners and Open Hospitality Partners.
ACTION REQUESTED OF COUNCIL: This work session with the
Vail Town Council and two members of the Planning and
Environmental. Commission (PEC) and two members of the
Design Review Board (DRB) is intended to:
• Review the process for the selection of a developer for the
LionsHead Parking Structure.
• Review the Phase 1 submittal by two developers who
submitted sufficient information by the required deadline.
• Determine whether to direct staff to invite the two developers
to the August 1 meeting for interviews.
3. ~ George Ruther ITEM/TOPIC: PEC/DRB Update. (15 min.)
4. Gregg Barrie ITEM/TOPIC: Vail Whitewater Park Enhancements. (45 min.)
ACTION REQUESTED OF COUNCIL: Staff is requesting Council
provide direction to proceed with the Adjustable Whitewater
Feature concept.
BACKGROUND RATIONALE: In January of 2006, town staff
presented a proposal to the Town Council for enhancing the
recreational experience of Vail's Whitewater Park. The proposal
calls for the installation of rubber bladders on an existing concrete
slab. The bladders can be filled with air to create an "adjustable
Whitewater feature."
At this time, design work is generally completed and most of the
initial concerns of safety, aesthetics, and operations have been
addressed. A detailed cost estimate has been prepared by a
contractor.
Staff wishes to discuss the proposal in detail with the Town
Council and determine whether to proceed with final approvals,
permits, and construction scheduling.
• If the direction is to proceed, staff will continue through the
Town of Vail and US Army Corps of Engineers permitting
process and to address any additional concerns of the
Council.
If the direction is that the Adjustable Feature is not
appropriate, staff can explore options for minor tweaks to the
existing boulder feature or simply leave the park as is. Staff
anticipates constructing the stream bank stabilization work
with Village Streetscape work this fall.
STAFF RECOMMENDATION: Staff believes this is the only
option for making any significant improvement to the Vail
Whitewater Park and recommends moving forward with the
project.
5. Russ Forrest ITEMlTOPIC: Vail 20/20 (Community Plan). Process Update and
Approval by Council on Next Steps. (45 min.)
BACKGROUND: Staff has continued to develop the process for
the Vail Community Plan. In working with Kent Logan and Mark
Gordon, staff would like to .seek final approval of the Community
Plan process.
ACTION REQUESTED OF COUNCIL: Staff is requesting final
approval of the process for the Vail Community Plan.
6. Tee Brown ITEM/TOPIC: Tee Brown, current president of the Channel 5
Board of Directors,. has requested an opportunity to address the
Vail Town Council re: current upgrades in programming, capital
acquisitions and direction for the station. Mark Gordon currently
serves as the town's appointment to the Channel 5 Board of
Directors, while Pam Brandmeyer serves as a citizen's advisory
member. (15 min.)
7. Matt Mire ITEMlTOPIC: Discussion of Ordinance No. 18, Series 2006, An
Emergency Ordinance Amending Title 5, Chapter 9, Vail Town
Code Regarding Wildlife Protection in the Town of Vail; and
setting forth details in regard thereto. (10 min.)
BACKGROUND RATIONALE: The Council has directed the
staff to prepare a new and more effective wildlife protection
ordinance. Until such time that said legislation can be considered
and approved by the Town Council, Ordinance 18 operates to
create a "zero tolerance" policy for violation of the current wildlife
protection regulations. More specifically, the ordinance removes
from the Town Code all requirements of warnings to alleged
violators, as well as any maximum fine amounts. Thus, a first
offense is punishable by the maximum penalties available to the
Municipal Court (up to $999 and up to 180 days in jail for each
offense).
8. George Ruther ITEM/TOPIC: Discussion of Resolution No. 4, Series of 2006, a
resolution amending Section 2.3.3 Stronger Economic Base
Through Increased Live Beds, Chapter 4 Recommendations-
Overall Study Area, and Chapter 5 Detailed Plan
Recommendations to establish policies for the preservation and
enhancement of the number of live beads in LionsHead, and
setting forth details in regard thereto. (20 min.)
BACKGROUND RATIONALE: On June 26, 2006, the Town of
Vail Planning & Environmental Commission held a public hearing
on the proposed amendments to the LionsHead Redevelopment
Master Plan. Following discussion on the amendments., the
Commission voted 5-0-1 (Pierce recused) to forward a
recommendation of approval to the Town Council. In voting to
recommend approval, however the Commission requested several
modifications be made to the amendments. The modifications
recommended by the Commission are noted in blue text in the
resolution.
On July 18, 2006, the Vail Town Council held an afternoon work
session to discuss the pending resolution in anticipation of a final
decision on the proposed text amendment.
9. ITEM/TOPIC: Information Update. (10 min.)
• Highway noise.
• Stream Tract encroachment update.
• Timber Ridge pedestrian overpass.
• Housing timeline update. '
10. ITEM/TOPIC: Matters from Mayor & Council. (10 min.)
11. Matt Mire ITEM/TOPIC: Executive Session, pursuant to: C.R.S. Section 24-
6-402(4)(b)(e) - To determine positions, develop a strategy or
instruct negotiators regarding and to receive legal advice on
specific legal questions, regarding a proposed Wireless
Broadband Network and Lease Agreement. (30 min.)
12. ITEM/TOPIC: Adjournment. (4:25 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, AUGUST 1, 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.
MEMORANDUM
TO: Town Council
FROM: Community Development Department
DATE: July 18, 2006
SUBJECT: A request to proceed through the development review process with a
proposal to reconfigure private improvements which encroach onto
Town of Vail property.
Applicant: Bell Tower Building HOA, Represented by VAg Architects
Planner: Matt Gennett
DESCRIPTION OF THE REQUEST
The Bell Tower Building is in the process of undergoing design review with an
application for two gables to encroach slightly over Gore Creek Drive, and for a new
stone veneer with cap on the south side of the building to encroach as well
(Attachments A, B, &C). The applicant has already received design review board
approval with conditions for their design, the condition being Town Council grants
permission to proceed through the development review process. Presently; the
existing Bell Tower roof overhang encroaches over Town of Vail property. The
applicants are prepared to enter into an encroachment agreement with the Town.
II. STAFF RECOMMENDATION
The Community Development Department recommends that the Town Council
approves the applicant's request to proceed through the development review
process with a building permit application for the proposed improvements,
accompanied by an encroachment agreement entered into with th.e Town of Vail.
III. ATTACHMENTS
Attachment A: Request Letter from the Applicant's Representative
Attachment B: Exhibit A: Roof Overhang and Stone Veneer Encroachment
Attachment C: Exhibit B: Existing Roof and Property Line
1
Attachment: A
Wednesday, July 12, 2006
Matt Gennett
Town of Vail-Town Planner
75 South Frontage rd
Vail CO 81658
Re:Bell Tower Encroachment with Town of.Vail-Town Council
Matt:
VAg is submitting to you for the upcoming Town Council meeting on Tuesday, July 18"' 2006. We are submitting to request
an encroachment agreement with the Town of Vail for roof overhangs and~stone veneer.
Presently the existing Bell Tower roof is encroaching onto town property. VAg is keeping the majority of the roof overhang
the same with the exception of two areas. The first being extending the gable over the Pano jewelry shop, here we would like
to extend the gable 30" from its current position. Second being a new gable over the owner's entry on the southeast corner.
Refer to the attached Exhibit A and Exhibit B drawings. We are also requesting an encroachment for a new stone veneer with
a stone cap on the south side of.the building. Refer to Exhibit A.
Thank you for considering this encroachment. Please do not hesitate to contact Anne Gunion or me with any questions or
clarifications.
Sincerely,
VAg, Inc., Architects & Planners
Mike Mascaros, Senior Project Manager
Encl.
Cc.
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~--------- -J EASEMENT/ENGROACHMENT AGF~EMENT
PROIECI' NAME: PROJECC NO: 7528.01
the. Bell Tower Building Remodel
Vail Village, filing 1, Block SB
DRAR'ING TffLE:
Exhibit A-roof overhang & stone veneer encroachmen
SCALE: 1B^ =1'-0^ Q s006 v A g Inc ISSUE DATE: 06.26.06
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PROJECT NAME: PROJECT NO: 2528.01
the Bell Tower Building Remodel
Vail Village, Filing 1, Block SB
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SCALE: 1/8" =1'-0^ Q 2Om6 v A g Inc ISSUE DATE: 06.27.06
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PLANNING AND ENVIRONMENTAL COMMISSION
PUBLIC MEETING
_ ,. July 10, 2006
TQWN t~F VAib; <
PROJECT ORIENTATION -Town Council Chambers -PUBLIC WELCOME 12:00 pm
MEMBERS PRESENT
Chas Bernhardt
Doug Cahill
Dick Cleveland
Anne Gunion
Bill Jewitt
Rollie Kjesbo
Bill Pierce
MEMBERS ABSENT
Site Visits:
1. Wildfire Hazard Investigation Demonstration - 1807 Alpine Drive / 2040 Basingdale Boulevard
2. Solis Residence - 1740 Sierra Trail
3. Nugget Lane Partners - 4269 Nugget Lane
Driver: Warren
Public Hearing -Town Council Chambers
2:00 pm
10 minutes
A request for a worksession to discuss proposed amendments to Chapters 12-21, Hazard
Regulations, 14-7, Geologic/Environmental Hazards, and 14-10, Design Review Standards and.
Guidelines, Vail Town Code, to adopt Wildfire Regulations and a Wildfire Hazard Map that will
require mitigation of high and extreme wildfire hazard zones in the Town of Vail, and setting forth
details in regard thereto. (PEC06-0029)
Applicant: Town of Vail
Planner: Rachel Friede
ACTION: Approved
MOTION: Bill Jewitt SECOND: Chas Bernhardt VOTE: 7-0-0
Rachel Friede briefly outlined the purpose of the worksession, per the staff memorandum.
Tom Talbot from. Vail Fire and Emergency Services then made a presentation on a recent fire in
the Spraddle Creek Subdivision.
Doug Cahill asked if we are able to create defensible space between the Town of Vail and Forest
Service property. Tom Talbot answered that we are working with the Forest Service to mitigate
these areas.
Anne Gunion suggested that the text amendments include a maintenance provision for
properties in order to require upkeep on landscaping. .Rollie Kjesbo said it is difficult enough to
require initial mitigation, and he is unsure whether the town can enforce maintenance.
Dick Cleveland said the town has the ability to abate nuisances and a more likely scenario is to
enforce this rather than to require maintenance. This would be an issue for the Town Council.
Page 1
He agrees with Rollie that is difficult to enforce anything. beyond the application process. He
suggested that a condition of TCO be that all diseased trees be removed.
Doug Cahill asked if there is any government funding for mitigation on private property. Tom
Talbot responded that the State has been instrumental in helping with funding for properties on
Matterhorn Circle. However, these funds are highly competitive.
There was no public comment.
20 minutes
2. A request for a final review of a variance, from Section 12-6D-6, Setbacks, Vail Town Code,
pursuant to Chapter 12-17, Variances, to allow for a new single family residence within the front
and side setbacks, located at 1740 Sierra Trail/Lot 22, Vail Village West Filing 1, and setting
forth details in regard thereto. (PEC06-0015)
Applicant: Luis Solis, represented by Michael Suman Architect
Planner: Matt Gennett
ACTION: Denied
MOTION: Rollie Kjesbo SECOND: Bill Jewitt .VOTE: 6-1-0(Gunion opposed))
Matt Gennett made a presentation per the staff memorandum.
Michael Suman made a presentation on behalf of Luis Solis. Suman outlined three components
that created a hardship necessary for a variance. It poses practical difficulties and a hardship in
locating the home where it would not encroach into the setbacks. He also discussed the
adjacent lots and the difficulties related to those properties.
Bruce Louis, the engineering consultant for the property, reviewed the history of the site and
explained why the landslide occurred.
Michael Suman posited that the original foundation would not be appropriate as the foundation
of the new home.
Bruce Louis does not have an opinion about the new home, but said that it is important that the
original foundation not be moved in order to prevent another"landslide.
Suman continued that they have studied numerous options for development of the site but no
other option was viable. The excavation required to remove the original foundation would take
out the lower half of the site. This would be contrary to efforts to minimize the amount of site
disturbance. The impact is significant. The remaining foundation is a hardship, a result of
extreme circumstances that are not self-imposed.
Luis Solis, the applicant, asked that he be able to safely develop his property. He did not realize
the extent of the soil issues and would like to be able to mitigate any hazards.
Cindy McAdams, a neighbor to the east, is concerned with compromising the integrity of the lot.
The variance concerns her because it would bring a new home closer to her property than as
required by the Town Code (setbacks).
Luis Solis returned to the podium to respond that since he purchased the home, the address has
been on Alpine Drive, not Sierra Trail.
Bill Pierce asked if garages can go into side setbacks where there is a slope over 30%. The
Town Code does not permit this and it would require a variance. Pierce also asked questions
regarding the other options and the viability of stabilizing a new foundation to the bedrock.
Page 2
Anne Gunion asked if they removed the foundation, would the lot be unbuildable. Suman said
that there is the ability to build, but it would be very onerous on the applicant. In order to remove
the foundation, the lot would be excavated extensively. Anne said that they would be required to
soil nail to stabilize the road anyway. Suman answered that if the foundation is taken out, the
soil nails would be three times deeper. Anne asked what the role of the existing foundation will
be once the new home is built. Bruce Louis said. that the existing foundation will continue to
stabilize the hillside. He said if the old foundation is taken out, when the new house is built,
there would still need to be additional soil stabilization and a new drainage system in addition to
the new home.
Anne asked why the house could not be positioned within the allowed area, and not encroach
into the side setback. Suman answered that he was trying to get more light into the home. Anne
said she sees that the original foundation is a hardship, but the design does not lend to the
minimal amount of encroachment into the side setback.
Chas had no comments.
Dick agrees with others and added that the applicant clearly outlined the problems faced in this
property. He said that using the steepest part of the lot is an option but should not be used as
the reason for the variance. He added that in 1982, there were many landslides in the Town. It
seems counterintuitive to build on the part of the lot that is the steepest and has the most issues.
A request for a variance at this time is premature. There should be an effort to access the
property from Sierra Trail.
Bill Jewitt commented that the owner had previous. knowledge of the issues with this lot. High
expense is not an unusual circumstance arid to grant a variance would be to grant special
privilege. Rollie agreed that the hardship does not qualify for a variance.
Doug Cahill agrees that he cannot support a variance when you can reengineer the property to
make it work within the allowed building area.
Anne Gunion added that she thinks there is a hardship but thinks that when they bought the
property, they should have known the issues related to the property. She was also concerned
about positioning the access on Sierra Trail because of the condition of that part of the property.
10 minutes
3. A request for a final review of an amended final plat, pursuant to Chapter 13-12, Exemption Plat,
Vail Town Code, to allow for the combination of Lot 1 and Tract A of the Cliffside Subdivision into
a single lot, located at 1452 Buffehr Creek Road/ Lot 1 and Tract A, Cliffside Subdivision, and
setting forth details in regard thereto. (PEC06-0042)
Applicant: Mike Young ~ ,
Planner: Warren Campbell
ACTION: Approved with condition(s)
MOTION: Kjesbo SECOND: Jewitt VOTE: 7-0-0
Condition(s):
1. The applicant shall add a note to the Second Amended Final Plat of Lot 1. Cliffside
Subdivision: A Resubdivision of Lot 1 of Cliffside and Tract "A", Cliffside, stating that
a maximum of one dwelling unit is permitted on Lot 1 of the Cliffside Subdivision prior
to submitting mylars for Town of Vail signature and recording.
Warren Campbell made a presentation per the staff memorandum.
No public comment was added
Page 3
The Commission was generally in support of the application. Dick Cleveland asked. how much
GRFA was currently allowed on the property, to which Warren Campbell stated was
approximately 10,200 square feet. Cleveland had some concerns about combining Tract A to
Lot 1, which would increase the allowable GRFA to approximately 11,900 square feet when
Tract A was of a shape that would not be buildable but would increase the allowable GRFA on
Lot 1.
10 minutes
4. A request for a final review of a variance, from Sections 12-6H-6, Setbacks, and 12-14-17,
Setback from Water Course, Vail Town Code, pursuant to Chapter 12-17, Variances, to allow for
a new front entry and deck addition within the setbacks, located at 103 Willow Place/Lot 4, Block
6, Vail Village Filing 1, and setting forth details in regard thereto. _(PEC06-0043)
Applicant: Edelweiss Condominium Association, represented by Larry Deckard
Planner: Bill Gibson
ACTION: Approved with condition(s)
MOTION: Kjesbo SECOND: Jewitt VOTE:7-0-0
CONDITION(S):
1. This approval shall be contingent upon the applicant receiving Town of Vail approval
of the design review application associated with this variance request.
Bill Gibson presented the project according to the memorandum.
Larry Deckard, the applicant, made himself available for questions.
Mr. Plum, president of the River House association, stated that the originally planned deck to the
west was not currently proposed. The applicant agreed that such deck had been removed from
the proposal.
Dick Cleveland stated that precedent existed for this type of request.
Bill Jewitt asked if the color of the building was going to change. Larry Deckard noted the
changes for Commissioner Jewitt.
Doug Cahill commented that this was clearly a legally non-conforming instance and the
upgrades were in keeping with the environment.
15 minutes
5. A request for a final review of a variance, from Section 12-6C-6, Setbacks, Vail Town Code,
pursuant to chapter 12-17, Variances, to allow for a bedroom addition within the front and side
setbacks, located at 4269 Nugget Lane/Lot 3, Bighorn Estates Townhouses, and setting forth
details in regard thereto. (PEC06-0044)
Applicant: Nugget Lane Partners, LLC, represented by Morter Architects
Planner: Elisabeth Reed
ACTION: Approved with condition(s)
MOTION: Kjesbo SECOND: Jewitt VOTE: ?-0-0
CONDITION(S):
1. This approval shall be contingent upon the applicant receiving Town of Vail approval
of the design review application associated with this variance request.
2. The applicant shall pave the existing parking -area prior to Temporary Certificate of
Occupancy by the Town of Vail Community Development Department.
Elisabeth Reed presented the request per the staff memorandum.
Leah Mayer from Morter Architects was available for questions.
Page 4
Dick Cleveland supported the variance but suggested that he would be more fully supportive of
the request if the driveway were to be paved.
Bill Jewitt noted that many similar variances in this area had been granted before.
Kjesbo and Pierce recommended paving the parking area.
Ann Gunion questioned the other Commissioners about increasing the non-conformity of the
site/residence through this variance approval. Bill Jewitt noted that the issue arises from the
Town Council's decision to subdivide these lots in this manner. Ann Gunion recommended
adjusting the zoning in specific areas of Town to allow existing buildings to become conforming
and possibly avoid constant PEC requests.
Chas Bernhardt agreed with Ann Gunion's comments and Bill Pierce's recommendation to pave
the parking.
Doug Cahill also recommended a paved parking surface.
15 minutes
6. A request for a final recommendation to the Vail Town Council, pursuant to Section 12-3-7,
Amendment, Vail Town Code, for text amendments to Article 12-7A, Public Accommodations
District, Vail Town Code, to allow for banks and financial institutions as a conditional use within
the Public Accommodations District, and setting forth details in regard thereto. (PEC06-0047)
Applicant: Town of Vail
Planner: Rachel Friede
ACTION: Tabled to July 24, 2006
MOTION: Kjesbo SECOND: Jewitt VOTE: 7-0-0
7. Approval of June 26, 2006 minutes
MOTION: Kjesbo SECOND: Jewitt VOTE: 6-0-1 (Gunion
abstained)
8. Information Update
• As of July 24, 2006, Public Meetings will begin at 1:00. Lunch will not be served.
9. Adjournment
MOTION: Cleveland SECOND: Jewitt VOTE: 7-0-0
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 July 7, 2006, in the Vail Daily.
Page 5
Please note: There are no DRB results
to report since the last Council Meeting
on July 11, 2006.
MEMORANDUM
TO: Vail Town Council
FROM: Department of Public Works
DATE: July 18, 2006
SUBJECT: Vail Whitewater Park Enhancements
Background
In January of 2006, Town staff presented a proposal to the Town Council for enhancing the
recreational experience of Vail's Whitewater Park. The proposal calls for the installation of
rubber bladders on an existing concrete slab. The bladders can be filled with air to create an
"adjustable whitewater feature".
At this time, design work is generally completed and most of the initial concerns of safety,
aesthetics, and operations have been addressed, and a detailed cost estimate has been
prepared by a contractor.
Staff wishes to discuss the proposal in detail with the Town Council and determine whether or
not to proceed with final approvals, permits, and construction scheduling.
Protect Rationale --
This proposal is the only option for significant enhancement to the recreational experience of the
park because of concerns about raising the 100-Year Floodplain. However, there are multiple
benefits to the "adjustable feature".
A. 100-Year Floodplain
• Installing permanent boulder features that improve the whitewater recreation
experience of the park will raise the 100-Year Floodplain elevation.
• That increase could impact adjacent property.
• Installation of inflatable bladders allows the feature to "disappear" during high flows,
thus eliminating the increase in Floodplain elevation.
B. Project Benefits
• Bladders focus the main flow of water towards the center of the existing boulder
feature, which increases the wave height
• Adjustable nature of bladders allows variation of wave shape and size
• System can be controlled to optimize the feature for variable river flows
• Can adjust the wave for scheduled "expert" or "amateur" competitions
• Low maintenance costs once installed vs. natural boulder features
• System is programmed to deflate in the event of unexpected high flows
• With the construction of the Avon Whitewater Park and other parks across the
country, this feature may ensure the continuation of the Teva Games in Vail
• High visibility for locals and guests
• May return Vail's park to "destination" status
• Possibility to hold kayaking teaching clinics
• Could add a "web cam" of the park to the Town of Vail websife showing the park and
providing links to current flow volumes
C. Project Disadvantages
• As with natural boulder features, there is no guarantee of "the perfect whitewater
feature".
• Expense: substantial cost with no guarantee. However, this also applies to natural
boulder features.
Key Concerns
The concerns emphasized at the January presentation have been addressed as follows:
A. Success
• Basic hydraulic engineering supports the concept of focusing the flow. In addition,
the general idea has been successfully tested in this location during the Teva Games
in 2003.
• The engineering concept behind this feature is to increase the velocity of flow across
the existing concrete slab, up to 25 percent for recreational flows.
• The new technology behind today's freestyle kayaks is termed a "planing hull".
Planing hulls have a flat bottom, and when the boat is given some speed, the hull
skims to the surface, allowing the boat to spin and the paddler to perform tricks.
• Therefore, by increasing the velocity in this feature, the recreational experience for
Vail's park is greatly enhanced.
• In addition, because of the adjustability of the proposal, the whitewater feature can
advance with the sport.
B. Safety
• The January proposal had steel plates attached to the top of each bladder. The
purpose was to create a more seamless diversion feature.
• After further study, it was determined that the steel plates were no longer necessary
for most of the bladders and have been removed with the exception of two.
• The two center bladders on the downstream edge will have narrow steel plates to
enhance the adjustability of the wave. However, these plates will have rounded
corners and a rubber bumper attached to the edge. In addition, they will be in the
deepest part of the channel so potential contact is minimal. There are no edges to
get hooked on and no corners to impact.
• These features would not be considered any different from the general hazards
inherent to whitewater activities or other use.of the river.
C. Aesthetics
• The bladders would be attached to the existing concrete slab and, for the most part,
located beneath the pedestrian bridge. They will be black in color and would likely
be covered in algae as is the concrete slab.
• When deflated, they will be visually insignificant. They would create ripples during
the low flows of the late fall and winter months.
• When inflated, the bladders would be submerged during high water. During lower
flows in July and August, when the park is in operation, the outer bladders would be
visible above the water line.
• The bladders will always be deflated at night.
D. Operations
• The current proposal includes the installation of a "PLC" which is a computerized
control system. It operates the system at programmed times. In addition, it can be
programmed to adjust to varying water levels and for desired wave shapes and
sizes.
• Programming the system ,would be a "trial and error" process and would take a
season or two to fine-tune.
• The proposal includes an upstream sensor that would deflate the system
automatically in the event of potentially damaging floodwaters:
Staff is recommending the formation of a Whitewater park "operating committee"
comprised of local boaters, fishermen, business owners, etc. as well as a Town staff
member to establish the operating guidelines and to program the system. This was
successful when the park was first constructed and many of the same members
have expressed interest again.
Two Projects
There are two parts to the work required at the park:
Part 1 -Stream Bank Stabilization -Reconstruct the boulder walls /viewing area on the north
bank between the pedestrian bridge and the International Bridge.
• Regardless of the decision regarding the Adjustable Feature, it will be necessary to
reconstruct this area. Many of the boulders have fallen into Gore Creek and much of the
bank is in danger of eroding over the next several years.
• An application for a Nationwide Permit has been submitted to the US Army Corps of
Engineers for this work to occur in the fall in conjunction with the Village Streetscape
work.
Part 2 -Adjustable Whitewater Feature -This part of the work includes the installation of the air
bladders and the control system necessary to operate them. This work would be completed
after receiving permits from the Corps of Engineers, likely to be late fall or early spring.
Project Costs
There is currently $ 100,000 remaining in the 2006 Whitewater Park Improvements budget. To
date, $ 37,245 has been spent on engineering and design of the two projects.
The following is based on a budget proposal from B & B Excavating:
Stream Bank Stabilization $ 75,000
Contingency (15%) $ 11_,000
Engineering (remaining) $ 2,500
Stream Bank Total $ 88,500
Adjustable Whitewater Feature $ 290,000 .
Contingency (15%) $ 44,000
Engineering (remaining) $ 2,500
Adjustable Feature Total $ 336,500
Total for Both Project $ 425,000 (January Estimate: $ 260;000)
It is likely that with detailed design drawings and "value engineering" that these numbers will
decrease. Detailed drawings will allow the mechanical contractor to more accurately price the
project.
Action Requested of Council
Staff is requesting that the Council provide direction as to whether or not to proceed with the
Adjustable Whitewater Feature concept.
• If the direction is to proceed, staff will continue through the Town of Vail and US Army Corps
of Engineers permitting process, and to address any additional concerns of the Council.
• If the direction is that the Adjustable Feature is not appropriate, staff can explore options for
minor tweaks to the existing boulder feature or simply leave the park as is. Staff anticipates
constructing the Stream Bank Stabilization work with Village Streetscape work this fall.
Staff Recommendation
Because of the substantial benefit to recreation in the heart of Vail Village, staff recommends
proceeding with the project through final design and permitting. Staff will return at the
appropriate time to request final approval to proceed and to award a contract.
Gr.
~.
,r~ , a ,,~ ~ ~_F
Vail WW Park
Photo Rendering
Adjustable Structure
Inflated at 500 cfs
~=
-~ ~ era -~,
.~s- ~
Vail's existing Whitewater Park
Example of Deflated Bladders
~.-
;z
'~
-.~~= ~-
_.:.~_
~~
_~..-
Example of Inflated Bladders
MEMORANDUM
TO: Town Council
FROM: Community Development Department
DATE: July 18, 2006
SUBJECT: Vai120/20
Staff: Stan Zemler, Russ Forrest, Suzanne Silverthorne, Greg Hall, Rachel
Friede, Elisabeth Reed
I. PURPOSE
The purpose of July 18, 2006 discussion regarding the Vail Vision and
Community Plan (which staff is proposing to name "Vail 20/20") is to:
• Inform the Town Council of proposed schedule changes;
• Review the Communications Plan and name with the Town Council;
• Provide a copy of the State of Vail Report in draft form;
• Request the Town Council's final approval to launch the public process.
II. BACKGROUND
In the process of extensive redevelopment, the Town has been addressing many
planning issues such as circulation, housing, recreation, and land use, which
transcend neighborhoods and have regional implications. The Town Council at
their last retreat determined initiating a community process which asked "what's
next" for Vail and what's missing from the planning that has occurred to date.
Staff provided several examples of community plans from Aspen and
Breckenridge as an example of how to .define a vision and engage the
community in the development of a strategic plan.
On January 17, 2006, the Town Council approved a scope of work that included
soliciting a facilitator, to garner community participation, and a consultant, to
assist Town Staff in drafting the vision and community plan. The scope of work
was published on numerous websites and distributed to knovvn experts in this
field. The selection process occurred in February 2006, and Design Workshop
was selected as both the final consultant and facilitator of this project.
Since March 2006, Design Workshop has worked with Staff to develop the
process for the Vision and Community Plan. Staff has also met with various
stakeholders in the community, who have provided valuable insight into the
process, including the Eagle River Water and Sanitation District, participants in
the Vail Tomorrow process, and the Vail Village Homeowners Association. Staff
has also been working with RRC Associates and Design Workshop to update the
the State of Vail report (See Attachment A). This update includes a more
detailed analysis of the state of housing, land use, transportation, the
environment, culture, economic development and recreation.
III. GOALS AND OUTCOMES & PROJECT NAME
It is critical that both the goals for this process and its resulting outcomes agree with
the Town Council's direction and guidance. The following are the goals and
outcomes that have been outlined by Design Workshop and Staff for this process:
Goals
• To identify commonly shared values in the community.
• To create a clear and vivid vision of Vail's future.
• To develop an integrated community plan that creates an effective
coordinated strategy for Vail's future.
• To create a final product that transcends the administrations of Town Council
and appointed boards and commissions.
• To build upon planning processes from other communities and processes
already in place in Vail.
• To create a participatory process focused on listening and community
involvement.
Outcomes
A strategic plan which provides atopically-based vision for the next 10-15 years
based on a shared set of values and provides an integrated action plan to
achieve that vision
Coordinated decision making so that land use decisions compliment
transportation; housing, and economic strategies and vice versa. This will
help save time and money through more coordinated project management.
Improved effectiveness and efficiency in capital and operational budgeting by
ensuring the anriual budget supports a strategic vision and the set of values
that the community identified. In addition, this process has been proven to
leverage other private and public dollars to implement shared goals.
Proiect Name
Staff is proposing "Vail 20/20" as a name for the project. An alternative that was
considered was "20/20: Vail's Community Plan."
IV. ACTIONS REQUESTED OF COUNCIL
1. Review and Approve Process
Attachment B provides a detailed summary of the proposed process for the Town
Council's approval. The process is broken into three parts as described below:
Phase 1-Project Planning Phase
The Project Planning Phase will include approval of the process, completion of a
draft State of Vail report, and completion of necessary communications strategies
to promote a successful process. This phase would also include a meeting with
key institutional stakeholders on August 3, 2006 to solicit their participation in the
process and gain input on the draft State of Vail Report.
Phase 2 -Community Visioning Meetings on August 22 and 24rn
Two community meetings are planned for August 22 and 24rn
1. The goal of the first meeting on August 22 is to identify. the characteristics
that community members and interested participants love about Vail.
These will serve as the foundation for Vail's future and will be the platform
for specific strategies and actions to be identified later in the process.
During this meeting, the community will build upon its past work by
evaluating and adding to the following list of community characteristics,
which were gained from the Vail Tomorrow process:
A. Resort and Community go hand in hand.
B. Diversity strengthens us.
C. Activities enhance our lives.
D. Connections build community.
E. The environment defines us.
F. Regional problem solving works best.
G. The economy sustains us.
H. Safe surroundings protect us.
I. Intellectual growth is essential for all.
Then, participants will evaluate the extent to which the community has
embraced those values in its current day-to-day planning and decision-
making. How must these values be strengthened or modified to shape
the creation of a long-term action plan for the community? In this
workshop, the community will develop the 20/20 litmus test for future
decisions. In addition, the State of Vail Report will be distributed to
participants and they will be asked to return on the 24rn
2. At the second Community Meeting on August 24, the community will learn
about the current state of the town and discover what Vail will be like in
the year 2020 if current trends maintain their present course. Participants
will determine which components of this future scenario mesh with Vail's
existing community values and which trends create challenges and
concern and are opposed to the existing community values. Participants
will then be give opportunity to help direct Vail's future by identifying a
preferred future scenario for the year 2020.
Phase 3 - Development of a Strategic Plan (September-November, 2006)
Following the Community Meetings held in August, staff will summarize the input
received and make recommendations to the Town Council in September regarding
how to move forward with the development of a strategic plan. This allows time to
evaluate the input from the August meetings and ensure Council is comfortable
with the next steps. The Town Council will then be charged with reviewing the
findings and developing a process that will be used to address the issues and
ideas identified by the community. Staff has been encouraged to create a focused
process and respect the work that is already occurring by organized groups in
various topical areas such as the Economy (Economic Council), Recreation (VRD
focus groups and recreation planning), Housing (Housing Authority) -and others. It
is envisioned that the following topics could be addressed in a strategic plan and
that these topics would be convened by the following groups (existing institutional
groups would be used were possible):
• Economic Strategy- Convened by Economic Council, Chair is Stan
Zemler
• Recreation Strategy- Convened by Recreation Master Plan Team
• Housing Strategy- Convened by Housing Authority, Chair is Mark Risto
• Land Use/Growth Management -convened by Community
Development
• Transportation & Infrastructure: Public Works, ECO, Eagle County,
CDOT
• Environment- Convened by Town of Vail Environmental Health officer
Staff generally envisions the following process to complete a strategic plan:
Each topical group will allow the Town to publicize the date and location
of meetings.
• Each topical group will allow public input, with their chair deciding how
to integrate such public input.
• Town Staff representatives will participate in each topical area, aid in
publicizing meeting dates, and help track progress of the different
groups, using the template below:
Goals of the group/community for this topical area
Objectives
Actions: Specific steps to reach main objectives
• Who should implement the action(s)?
• How should the action(s) be implemented?
• When should they be implemented?
• Which Partnerships should be developed to
successfully implement the actions?
• What are the resource needs to implement the
actions?
It should be noted that Council would be asked to review the input
from the community meetings and then decide on the final structure
and approach for addressing the topical areas discussed during the
community meetings. The Council may elect to delete or add topical
areas base on the input from the August meetings: Once those next
steps are approved, staff would communicate to the community the
opportunities to participate in those topical area discussions. Staff
believes that working groups could complete an action plan by
November and then communicate that draft plan to the community in
a final public meeting. Then Staff would propose that this plan
provide a foundation for the Town Council's next strategic planning
meeting in December or January.
2. Review Proposed Communications Plan
Attachment C is the proposed Communications Plan for Vail 20/20, which
Suzanne Silverthorne has prepared. This communications plan parallels the
process.
3. Provide direction to move forward
This is a concentrated process intended to create aforward-looking strategic
plan for the Town of Vail. It will help address trade-offs in the areas of
housing, transportation, land use, recreation, and cultural amenities. It will
help obtain feedback on "what's next for Vail" and the direction of future
growth within a competitive resort industry. It is a concentrated process that
will require the support of Town Council, Staff, and community partners. After
this meeting staff would intend to launch the communications plan and
invitation process for these meetings and Council support in this process will
be critical.
Staff question: Does the Council endorse and support the referenced
process and communications plan to be initiated on July 19tn~
v. ATTACHMENTS
A. Draft State of Vail Report
B. Detailed Process Description.
C. Communications Plan
Attachment A
W®~:KING DRAFT
STATE OF" VAI L, REPORT
2006
Prepared by the Town of Vail and RRC Associates
With help from
Vail Valley Foundation
Eagle River Water and Sanitation District
STATE OF VAIL
Table of Contents
EXECUTIVE SUMMARY ..................:..................................................................................................................A-1
LAND USE ...............................................................................................................................................................B-1
THE ECONOMY AND VAIL'S FINANCIAL CONDITION ............................................................................C-1
ENVIRONMENT ....................................................................................................................................................D-1
TRANSPORTATION AND OTHER INFRASTRUCTURE ............................................................................:.E-1
HOUSING ...............................................................:.........................:...................................................................... F-1
RECREATION ............................................................................:.......................................................................... G-1
CULTURE AND SOCIAL ISSUES ...................................................................................................................... H-1
STATE OF VAIL: EXECUTIVE SUMMARY
Vail is embarking on a critical community planning effort called "Vai120/20." The Town will hold two
visioning meetings with the public that will develop a set of values and contemplate the future of Vail.
The purpose of this report is to. provide the public with factual information that will allow us to have a
more informed discussion in the visioning and strategic planning process. The report presents an
executive summary along with detailed information on the environment, housing, transportation, culture
and social issues, land use, recreation and the economy. Each topical report includes current conditions,
regional considerations, relationships between topics and critical trends and projections. The projections
will be utilized in the visioning meetings and during the strategic planning process to help members of the
community understand how policy affects the future, and also understand what type of future is preferred:
The final product of this planning effort will give strategic direction to provide a framework for future
decision-making. This will help ensure community support for future projects. The plan will also
coordinate decision making so that land use decisions compliment transportation, housing, and economic
strategies and vice versa. This will help save time and money through more coordinated project
management. It will also improve effectiveness and efficiency in capital and operational budgeting by
ensuring the annual budget supports a strategic vision and the set of values that the community identified.
In addition, this process has been proven to leverage other private and public dollars to implement shared
goals.
It is important to note that within these individual Community Plan Topics, it is necessary to understand
the connections between them. For example, land use and development trends will have a great impact
on housing, transportation, the economy and other topics. These interconnections are highlighted in each
report and are integral to understanding the bigger picture of the State of Vail. Additionally, there is a
link between Town-wide and regional issues. It is important to understand how Vail's decisions affect
the rest of Eagle County and beyond, and also to understand how others will affect the Town in the future.
Connections between topics and regional implications will be important to discussion of topics during the
working group portion of the Community Plan process.
The Demographic Profile of Vail Residents is Changing
One important finding from the State of Vail analysis concerns the rapidly changing demographic profile
of residents within the Town of Vail. This trend was made clear in 2000 through the U.S. Census results,
and it seems that this trend has accelerated since then. Vail's demographics may be summarized as
follows:
• Vail's current year-round population is approximately 4,800 residents. The Town has about
6,233 total housing units. The Town's permanent population occupies about 2,300 housing units
(37 percent of all units) with the remaining units vacant part of the year (about 63 percent); these
are typically occupied by part-time (seasonal) residents.
• Vail is a town with relatively small households (2.09 persons compared to the Eagle County
average of 2.73), which are unlikely to contain children. Only 13 percent of Vail households
have one or more person under 18, compared to 35 percent for the County as a whole, and 46
percent in Eagle. The data suggest that many of Vail's former resident families as well as large
segments of the local work force are now living west of Vail and commuting to work in Vail.
• Vail is considerably older than most of the rest of Eagle County, with only 11 percent of the
population in Vail under the age of 19 (compared to 26 percent in the County and 32 percent in
the Town of Eagle). About 21 percent of the Vail population was over the age of 50 in 2000
compared to 15 percent for Eagle County.
COMMUNITY PLAN TOPICS ~ EXECUTIVE SUMMARY
STATE OF VAIL
•~ Vail is relatively well educated (61 percent have Bachelor's or higher degrees compared to the
County average of 43 percent).
• Significantly, Vail is increasingly being influenced by the part-time resident population that
dominates the community at certain times of the year. Studies indicate that they may be spending
more time in their Vail residence than their "primary" place of residence. In many cases, these
homeowners are also considering retiring to Vail. Vail will be older, more affluent and educated
and even less likely to contain children in the future if_current trends continue.
600%
500%
400°h
300%
200%
100%
0%
-100%
Change in Population by Age Group.
1990-2000
Awn is consistentlythe fastestgrowing community thti the decade. ssz% ^Vail
^ Eagle County 600%
The Town of Vail is the slowestgrowing; losing population below age n
A
45, and growing in age groups Deer age 45. `~% p
w
a Eagie
367%
2 49% 2 4% 233
203% 2M'7O 220
95% 96%
sa% , ~ 9~§% se% so%
fl3 0
% n+ 0% ~ `
„i m % 1E%
96 <% 0% 96" 69%
52 8% 63
,
~ ~
'7 `':
F.+ 37 W 6P
~ 65
'
42 ~j
~a ~~
'~,~ ~
~
. 6
y. 27 ;i
> 3%
L,
:
,:.
-itv -ms -n% -n%
under5 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-59 60-64 65-74 75-84 85 and up
Source: US Census Bureau 1990 and 2000
An additional demographic trend that warrants monitoring by Vail is population increases throughout
Eagle County and the region. Regardless of what Vail does within its Town limits, there will continue to
be growth outside the Town. Major increases in population to the west, spurred by a combination of
recreation and energy development, .will continue to increase traffic on I-70, accelerate the demand for
recreation opportunities and likely change Vail's role in the County. Recent estimates of population
growth provided by the State of Colorado anticipate growth in Eagle County from about 50,000 in 2005
to almost 90,000 in 2030. Growth in the three-county region that includes Eagle, Pitkin and Garfield
Counties is projected to grow from 115,000 in 2005 to 246,000 in 2030.
Economic Forces Represent Challenges
Another important consideration as Vail looks to the future is the Town's economy. The analysis of
economic conditions indicates that the Town has been experiencing competition from down-valley
shopping opportunities which exist in Avon, Edwards and more recently Eagle and Gypsum. As families
move down-valley, they focus much of their shopping, dining and entertainment activities on commercial
establishments closer to home. Vail's percentage of total retail activity in the county has steadily
decreased. This trend is illustrated by the graph below: .
COMMUNITY PLAN TOPICS ^ EXECUTIVE SUMMARY
STATE OF VAIL
Eagle County Sales Tax Collected
1984-2005
100%
90%
°-' 80%
O
U
~ 70%
f
m 60%
~ 50%
'o
U 4D%
m
'~ 30%
`o
20%
N
10%
0%
Y ..t '~.
x~ ,' '~ l7 Rem cinder of County ~~`'~
-
,. - ^Vail Total
I i ~ "'
Y~,
~ .u 1.
Y
5; jk,
'. ~ ~Y
~~
.
t, 3R i
.
i r~
ti~
1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
YTD
Another key economic trend has concerned the flat sales tax revenue that has plagued the Town of Vail in
recent years. Partly a result of competition and down-valley movement by many families, sales taxes
have also been influenced by visitor expenditure patterns and the relative attractiveness (or lack of
attractiveness) of in-Town commercial (shopping) opportunities. On.a positive .note, sales tax revenue
has grown over the past two years. Similarly, during the first part of 2006, taxes continued to increase,
partly the result of very strong visitation experienced by Vail this past season. The 2006/7 winter season
may be a strong indicator for whether a fundamental positive shift occurred, or whether Vail will return to .
the pattern of the past few years where little growth (and actual declines) was evident.
Recent patterns are summarized by the graph below:
Town of Vail Sales Tax Collected by Category
1996-2005
6
5
5
4
4
3
3
2
2
1
1
000,000 Re to i I
500,000
ooo,ooo
Lodging
500,000
000,000 ,
Food 8 Beverage
500,000
000,000
500,000
000,000
500,000
000.000
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
The Town's financial condition is heavily impacted by the dependence of Vail on sales tax revenues. As
illustrated below, sales taxes account for over 39 percent of the municipal budget. The next most
important source of revenues is the Real Estate Transfer Tax (RETT) which accounts for about 15 percent
of revenues.
COMMUNITY PLAN TOPICS ^ EXECUTIVE SUMMARY 3
STATE OF VAIL
The charts also illustrate where municipal expenditures occur. Municipal services account for
approximately 64 percent of the Town's budget. Capital improvements currently absorb approximately
30 percent.
Given the demand for significant capital improvements in Vail (see the discussion in the Transportation
and Economy Topics reports), and the erratic performance of sales taxes over the past several years, the
Town may need to look for alternative revenue sources beyond sales taxes to fund anticipated needs. The
following graph shows that this year, revenue will cross expenditure. This takes into account the need for
redevelopment staffing, a West Vail Fire Station and heat for the streetscape project.
GENERAL FUND REVENUE AND EXPENDITURE
30000
29000
28000
27000
26000
25000
24000
23000
22000
2005 2006 2007 2008 2009 ~ 20'10
- Revenue - Expenditures
A Snapshot of the Town of Vail's Municipal Budget-2005
Where the Money Comes From
All Other
(b~
Transportation Centers
(e a
Intergovernmental
as I
Licenses and
Perntits (6%a
Rml Eslate
Transfer Tax
(+s a
Property/
Ownership
Tax (7~
Sales Tax
(39 /yl
Where the Money Goes
Debt Service
(s a
+N
Capital ~
Improvement
(30%1
+a`l
M unidpal
Services
(64%a
COMMUNITY PLAN TOPICS ^ EXECUTIVE SUMMARY 4
~"` lift Tax (7 %~
STATE OF VAIL
Housing the Vail Workforce Represents a Significant Challenge
Housing issues have received significant attention by Vail officials and Staff in recent years and this
pattern is expected to continue. At present, Vail houses approximately 30 percent of the local workforce
within the Town. Given the income levels of the workforce and land/home prices, the free market will
not produce housing at levels that employees can afford. It is projected that over the next 20 years,
virtually all the employees living in Town are likely to be in deed-restricted housing. Discussions have
emphasized a desire to try to retain or improve upon the 30 percent ratio in the future and to anticipate the
need for significantly more deed-restricted housing. However, this goal represents a major challenge,
both because of seemingly ever-increasing land costs in the Town and region, and because the
redevelopment efforts in Vail continue to generate the demand for more workers. New workers represent
a demand for housing at price levels consistent with the wages these employees are paid.
Transportation, Public Transit and Parking Receive Attention
The Town has a long history of studying and dealing with transportation issues using a wide variety of
techniques. More detailed background information is provided in the Transportation topic discussion, but
this introduction identifies several of the important findings concerning this topic. The Town has been
systematically modeling. the traffic impacts anticipated from "background" growth as well as traffic
associated with new development. Efforts are being made to translate anticipated traffic,.transit and
parking growth into a variety of measures that will allow the community to understand potential
conditions and outcomes. One measure of conditions involves the use of "levels of service." Another
measure concerns travel times associated with new development or changes in the traffic circulation
patterns.
The evaluations of traffic suggest that due to population increases, there will be significant increases in
traffic over time even without major redevelopment in Town, and various types of mitigation will need to
be considered iri order to maintain conditions that may be desired by the community. The costs of traffic
mitigation are significant, as are the associated costs of more parking and transit services. The tradeoffs
associated with new development and change will be a part of ongoing community discussions and
planning efforts. As affordable housing for Vail employees moves further away from Vail, improved
transit and additional parking will be critical.
The Vail Development Model
A key element in the State of Vail evaluation has been the assessment of growth that can be anticipated in
Vail. While there are various ways that growth estimates can be prepared, the Town has taken what is
arguably a conservative approach using estimates based primarily on residential and commercial
development that is either "under construction, approved (having completed the review process), or
formally proposed (in the review process)." The estimates also address "potential" development based on
a careful evaluation of underlying zoning and various indications that have been provided to the
Community Development Department of such potential. These are projected estimates of development
that will occur within identified land areas in the Town. Rather than using a percentage growth factor or
trying to utilize a trend line of some type, Vail has considered the known and potential developments that
can be identified with a high degree of likelihood today.
The evaluation resulted in what has been termed the Vail Development Model. First, the Model provides
an indication of the total development that is contemplated and measures it by type of development. This
breakdown divides new development projects into several categories: "new dwelling units" (which
include both single-family and condominium and other attached forms of units), "fractional/timeshare
units (FF/TS)", "employee housing units (EHU)", "accommodations units (AU)", "commercial/retail
COMMUNITY PLAN TOPICS ^ EXECUTIVE SUMMARY
STATE OF VAIL
development" and "office space." A summary of the total output from the Model is presented in the Land
Use Topic section.
The results from the Model have also been analyzed using the status of development project approvals.
As illustrated by the graph below, a large segment of Vail's development is essentially under construction
or has already been approved. Nevertheless, there is considerable development that has been submitted
but has not yet completed the development review process and is considered "proposed." The "potential"
category shows the likely development to come in the next 5-10 years. Beyond that, it is questionable as
to how much will be developed. In the graphs below, proposed and potential development is shown
above the horizontal line. The analysis indicates that although there has been considerable development
in Vail over the past several years, there remains a much greater amount of residential and commercial
development yet to occur. It should be noted that these increases will only happen if the West Lionshead
and West Vail Plans are approved at the maximum density envisioned.
2,500
2,000
N
C
~ 1,500
`o
m
a
E
1,000
0
H
500
Estimated Total New Dwelling Units
The Town of Vail Land Use Model
~ TOTAL POTENTIAL
2,110 ^TOTAL PROPOSED
p TOTAL APPROVED
p TOTAL U N DER CONSTRUCTION
973
Amounts above the
line are potential
and proposed units
499
321
x,: ~:
New lTuellling Units FF/TS EHU AU
5,000
4,500
4,000
w 3,500
'c
~ 3,000
`o
E 2,500
2,000
0
~ 1,500
1,000
500
Estimated Total New Commercial/Residential/Office Square Footage
The Town of Vail Land Use Model
4,587 ^TOTAL POlEN11AL
1OTAL PROPOSED
. ^
m TOTAL APPROVED
^TOTAL UNDER CONSTRUCTION
Amounts above the
line are potential and
proposed units
7
" 182
Res/lTvelGng Unitsq $(GRFA) (000's) CommerciallReFal Sq Ft(000's) 016cce Sq Ft(OOOs)
COMMUNITY PLAN TOPICS ^ EXECUTIVE SUMMARY
STATE OF VAIL
Another way of visualizing anticipated development is to view new construction in relation to the existing
number of units, by category. These results are illustrated below. They show that the anticipated growth
in new units is significant (over 2,000 units), although well below the total that exist today
(approximately 6,200 units). The number of employee units currently planned; including the
redevelopment of Timber Ridge, would roughly double the current estimate for these units (although
changes in Code requirements might significantly alter these estimates of new employee units upward).
The number of accommodation units (hotels) would increase substantially under the anticipated building
program.
Estimated Existing Dwelling Units Compared to Anticipated Units
The Town of Vail Land Use Model
7,000
6,000
5,000
4,000
c
~° 3,000
2,000
1,000
6,223 ^ TOTAL POTENTIAL
O TOTAL PROPOSED
^ TOTAL APPROVED
O TOTAL UNDER CONSTRUCTION
^ TOTAL EXISTING
2,110
• Y''
'-y~:: , 1,306
973
r~,.;:q
539 499
'~ F a u ~,
Existing Anticipa~d
New Dwelling Units
Existing Anticipa~d
Employee Units
Existng AnOcipa~d
Accommodation Units
The timing and types of development that are either "potential" or "proposed" will have important
planning implications. It is anticipated that the development that is under construction or already
approved will likely be constructed over the next five years. The development that is proposed or
potential is expected to occur within the next 10 years. In other words, the full development that is
projected through the Land Use Model is expected to occur over the period from the present to 2020.
Many questions confront Vail including the nature of future development, the timing thereof, and all new
construction that falls outside the Model or beyond the 10- to 15-year period. What will development
look like beyond the next 15 years (2020) and where will it occur? How much will there be? How much
development is enough to support economic objectives and how much is too much? And perhaps most
importantly, how does the Town and the Community as a whole wish to influence this development
through the Community Plan process?
COMMUNITY PLAN TOPICS ^ EXECUTIVE SUMMARY
STATE OF VAIL
PROJECTIONS 2020
The following is a summary of critical projections from topics within the State of Vail. The purpose of
these projections is to frame what 2020 will look like if policy within the Town of Vail does not change.
Land Use: The Vail Development Model shows how much development is likely within the next 5-10
years. The development boom will continue beyond that time and the Town must update the Zoning
Regulations to create a desired outcome. This development coupled with the retirement boom will
increase demand for roads, mass transit, housing, and recreation and there is potential to overwhelm these
systems to capacity. Increased mitigation costs for traffic and housing are anticipated to accommodate
the maximum potential for new development.
Economy: Because of the Town's needs for capital expenditures and renewal of aging infrastructure,
expenditures are expected to exceed revenues. The Town's Capital Projects Fund balance turns negative
in 2008 and barring new sources of revenue, this negative balance accelerates through 2010 and beyond.
The fund is projected to go from a positive balance of $4.8 million in 2005 to a negative balance of $8.1
million in 2010. However, the RETT fund will continue to grow. Sales tax has grown this year, but
without a strong economic development strategy, this trend may not continue.
Environment: The pine beetle will eliminate most of the lodgepole pine stands in the next 20 years and
our surrounding forests will become filled with more aspens beyond that. The degradation of Gore Creek
continues and if not mitigated, the gold medal trout status of the creek may disappear. Global warming
may decrease our winter season as time goes on. If global warming continues at the present rate, experts
predict that we could lose another 45 days of the winter season by 2085.
Transportation: Increases in population and increased development have put a strain on the public transit
system as well as our roads and highways. The Town will see an increase in traffic regardless of
development, with decreased levels of service in the roundabouts and other key intersections. It is
estimated that by 2020, at least 30,000 people will be commuting into Eagle County for work. With
employees living further away, there is a need to increase parking and transit option.
Housing: If no additional employee housing initiatives occur, in 2020, all employees that live within the
Town of Vail will live in employee housing units. All other housing will be owned by part-time
residents. Additionally, those that do not live in Town will continue to live further and further away.
Recreation: Increases in population and increased development within the Town and statewide will
continue to put pressure on recreational needs. An aging population that skis less each year will demand
different recreational amenities. The Town will need to update its facilities to meet the increased and
changing demand of the community and guests. The ski mountain will be impacted by a decrease in days
of winter due to global warming and needs to work in a changing environment to ensure its status as a top
ski resort.
Social and Cultural Issues: The need for cultural events continues to grow yet the type of programming
demanded will change with a changing demographic. It is still important to appeal to all demographics,
as this correlates directly with the social aspects of living in a resort community. Projecting social trends
out to 2020 suggests that the social condition of the Town and its sense of community will undergo a
variety of stresses. More homes and population, coupled with more affluentJretired seasonal residents,
will change the social environment. The Town of Vail is facing the need to become even more proactive
in establishing and meeting certain priorities to maintain a reasonable balance between the objectives of a
premier destination resort community and ayear-round local and sustainable population.
COMMUNITY PLAN TOPICS ^ EXECUTIVE SUMMARY
STATE OF VAIL: LAND USE
At ten miles long and at most, one mile wide, land is scarce in the Town of Vail. Land use within the
Town are largely guided by the Town of Vail Comprehensive Plan, which comprises a number of
different adopted documents, some of which were adopted as long ago as 1979, and all of which
designate legislated and preferred land use within the Town. The Vail Land Use Plan, which is part of the
Comprehensive Plan, was adopted in 1986 and was intended to serve as a basis from which future land
use decisions may be made within the Town of Vail. Within the plan, general types of land uses are
defined which are then used to develop the Vail Land Use Map. The Land Use Plan was not intended to
be regulatory in nature, but was intended to provide a general framework to guide decision-making. The
Land Use Plan expired in 2001.
Current Situation
• There is a total of approximately 3000 acres within the Town of Vail.
• I-70 and the Frontage Roads takes up over 500 acres.
Vacant Land
• 135 parcels, or 198 acres are privately owned vacant land
• 149 parcels, or 979 acres of land (not just vacant) are owned by the Town of Vail
o Of these, 104 parcels, or 874 acres, are vacant land (includes Golf Course and Soccer Fields)
o Of the vacant land owned by the Town of Vail, 84 parcels, or 863 acres, are zoned
Agriculture and Open Space, Natural Area Preservation District, or Outdoor Recreation, our
most restrictive zone districts. This number also includes Ford and Donovan Parks, which
are zoned General Use.
o Of these vacant and restricted properties, 556 acres are Town-owned land that is designated
open space and are restricted from improvements.
Developed Land
• Residential: Almost 11 million square feet, up 3 percent from year 2000
0 22% of square footage is in Vail Village
0 11 % of square footage is in Lionshead
0 3% of square footage is in Cascade Village
0 10% of square footage is in Sandstone
0 19% of square footage is in West Vail
0 31% of square footage is in East Vail
0 5% of square footage is on the Golf Course
• Commercial: Over 2.5 million square feet. 1.2 million square feet is hoteUlodging.
0 26% of square footage is in Vail Village
0 33% of square footage is in Lionshead
0 7% of square footage is in Cascade Village
0 6% of square footage is in Sandstone
0 20% of square footage is in West Vail
0 7% of square footage is in East Vail
• 366,000 square feet of government uses
• Non-profit Organizations: About 6,300 square feet
• Storage space: almost 51,000 square feet
• There are 6,412 dwelling units in the entire Town, with only 9 percent (624 units).deemed deed-
restricted employee housing units.
COMMUNITY PLAN TOPICS ^ LAND USE A-~
STATE OF VAIL
Under Construction or Approved
• Currently under construction (as of May 2006): 183 dwelling units, 64 fractional fee units, 18
employee housing units, 372 hotel rooms: This represents 467,174 square feet of residential (not
including hotel rooms) and over 85,000 square feet of commercial space.
• Currently approved by the Town: 277 dwelling units, 19 fractional fee units, 28 employee housing
units, 124 hotel rooms. This totals over 560,000 square feet of residential and almost 45,000 square
feet of commercial space.
Proposed (in the Review Process), as of May 2006
• Currently proposed major projects that are undergoing development review: 243 dwelling units, 185
fractional fee units, 4 employee housing units, -206 hotel rooms, almost 470,000 square feet of
residential, over 150,000 square feet commercial and over 7,000 square feet of office space.
Potential Development (this is development that is anticipated based on an evaluation of available land,
inquiries to the Town, etc.)
• Over the next five to ten years, it is anticipated that there will be extensive redevelopment in
Lionshead, Vail Village, West Lionshead and in West Vail.
• Sub-area planning is underway for West Vail and West Lionshead to evaluate potential
redevelopment.
• The purpose of the West Lionshead plan is to amend the Lionshead Redevelopment Master Plan with
information outlining the preferred development of the West Lionshead area.
• The purpose of the West Vail Redevelopment Master Plan is to guide the modification of the
zoning designation presently in place for the Study Area in a manner which retains the values
inherent iri the original zoning and ,land use plan designation established in the West Vail
Commercial Area; and to create an area-specific master plan as a template for cohesive
redevelopment of properties in this vital component of Vail.
Relationship between Land Use and Other Key Topics
Transportation
• Land use plays a major role in the ability to provide services and infrastructure as the Town continues
to grow. The location and density of development, both residential and commercial, impacts demand
for roads, transit services, and parking. Vail has the largest free public transportation system in the
United States, which services locals and tourists throughout the Town. The number of people in Vail
is increasing with more development occurring and more people retiring to Vail. These and other
factors are placing a major burden on the transportation system. Planning for additional parking,
transit, and road improvements will be critical. ,
Housing
• As prices for housing in Vail continue to increase, more employees are leaving Vail to move down-
valley, or to Lake or Summit Counties. New developments and resale of current units are generally
sold to part-time residents who primarily live elsewhere. However, vacant land for locating new
employee housing units is at a minimum and alternative methods for providing housing must be
considered. There is an opportunity to create large affordable housing projects at Timber Ridge and
the Chamonix parcel in West Vail.
Recreation
As more people live in and visit the Town of Vail, they will require more places to recreate. They
also require more types of recreation and have shifted their needs for recreational uses. The Town
has recently opened the Gymnastics Center, which serves as a public space for recreation. As there
COMMUNITY PLAN TOPICS ~ LAND USE A-2
STATE OF VAIL
are few Town-owned vacant properties not deemed open space, the Town must evaluate how to best
use these properties, many needed for recreational purposes.
Environment
• As more vacant land becomes developed and old buildings are redeveloped, the environment is being
greatly affected. The creek has been impacted through stormwater drainage. Also, the increase in
number of people in Town is putting a burden on the water supply, use of electricity and gas, and air
quality. The Town of Vail owns approximately one-third of the land within the Town, and preserves
most of this land as open space and for recreational purposes. This will both help protect the
environment yet retain high real estate prices.
Economy
• As real estate prices go up, developers are looking to develop land to its maximum potential. A
vacant piece of land could have the potential to one day hold commercial space, asingle-family
home, a condo building, or recreation facilities. The Town must decide where various land uses are
acceptable and preferable within the Town boundaries.
Regional Considerations
What ends up on property in the Town will affect the use of the full range of Town and District services
and amenities. As more people live in and visit the Town of Vail, the ability to provide adequate services
requires attention and planning. The Town is surrounded by land owned and operated by the Forest
Service or BLM, with a few surrounding properties zoned residential in unincorporated Eagle County.
The use of land throughout the County has a~great effect on Vail and vice versa. Increases in population
and development have stretched infrastructure, including roads and public transit, recreational facilities
and utilities, to name a few. The amount of vacant land in Eagle County is much greater than in Vail and
has the potential to be developed in the near future. A positive effect of an increase in population is that
there are more people to fill new jobs, both in Vail and Eagle County. The nature of the challenges facing
Vail resulting from increased use of land has local as well as regional impacts; efforts to address and
resolve these conditions will require cooperation with neighboring jurisdictions.
Projections
The Town needs to understand its ability to absorb new structures and an increase in population, both
seasonal and year-round. The Town's model is designed to evaluate development that is: 1) under
construction, 2) approved (through review processes but not yet under construction), 3) proposed (in the
review process), or 4) potential (based on evaluations of likely land uses). The results from the analysis
are summarized below:
COMMUNITY PLAN TOPICS ^ LAND USE A-3
STATE OF VAIL
Summary of Results from the Vail Development Model, as of May 2006
Total Res/Dwelling
Dwelling Unit Commercial/Office Sq
Units FF/TS EHU AU S Ft GRFA Retail S Ft Ft
OTAL EXISTING (UNDER
CONSTR.) 3 90 70 128,659 10,984
OTAL UNDER CONSTR. 183 64 18 372 67,174 85,031 0
T CHANGE (UNDER
CONSTR.) 204 64 -72 106 338,515 74,047 0
OTAL EXISTING
(APPROVED 123 0 119 121,365 0 0
OTAL APPROVED 77 19 8 124 561,176 4,584 0
T CHANGE
(APPROVED) 154 19 8 5 39,811 4,584
OTAL EXISTING
(PROPOSED 68 0 0 168 70,813 109,041 17,900
OTAL PROPOSED 43 185 06 69,696 153,138 7,450
ET CHANGE
(PROPOSED) 175 185 38 398,883 4,097 -10,450
OTAL EXISTING
(POTENTIAL) 89 0 208 253 619,552 201,881 67,618
OTAL POTENTIAL 1,407 54 49 271 3,089,254 58,825 154,154
T CHANGE
(POTENTIAL 918 54 41 18 ,469,702 256,944 86,536
OTAL EXISTING 683 0 98 810 940,389 321,906 85,518
OTAL ADDITIONAL
TS
,110
321
99
973
,587,300
741,578
161,604
OTAL NET CHANGE 1,451 321 O1 167 3,646,911 19,672 76,086
These results are further illustrated by the graphs below. Note that development below the horizontal line
in each graph is approved or under construction; development above the line is proposed or potential.
Another way of visualizing anticipated development is to view new construction in relation to the existing
number of units, by category. These results are illustrated on the following page. They show that the
anticipated growth in new units is significant (over 2,000 units), although well below the existing total
that exist today (approximately 6,200 units). The number of employee units currently planned would
roughly double the current estimate for these units (although changes in Code requirements might
significantly alter these estimates of new employee units upward). The number of accommodation units
(hotels) would increase substantially under the anticipated building program.
COMMUNITY PLAN TOPICS ^ LAND USE A-4
STATE OF VAIL
Estimated Total New Dwelling Units
Tha Tnwn of Vail Land Use IVbdel
2,500
2,000
N
~C
1,500
0
m
.o
E
1,000
0
500
^ TOTAL POTENTIAL
~ TOTAL PROPOSED
2,110
mTOTALAPPROVED
^TOTAL UNDER CONSTRUCTION
973
Amounts above the
line are potential
and proposed units
ass
321
New Dwelling Unit; FF(iS EHU AU
Estimated Total New Commercial/Residential/Office Square Footage
The Town of Vail Land Use Nbdel
N
0
m
E
z
m
0
5,000
~
^TOTALPOTENTIAL
4,587.
^TOTALPROPOSED
4,500
mTOTAL APPROVED
4,000 ^ TOTAL UN DER CONSTRUCTION
3,500
3,000
2,500
2 000 Amounts above the
line are potential and
proposed units
1,500
1,000 742
500 162
V ReslDwelling Unitsq ft(GRFA) (0005) CommerciaVRetail Sq Ft(000's) Ofice Sq Ft(OOl7s) ,
The Model also examines development by neighborhood. As illustrated below, the majority of proposed
residential development is anticipated to occur within the Lionshead, West Lionshead and Timber Ridge
areas.
COMMUNITY PLAN TOPICS ^ LAND USE A-5
STATE OF VAIL
400
300
200
`o
100
0
-100
Development by Neighborhood
pACCOmodation Units (Hotel) _ _ __
403
^ Employee Housing Units 338 346
^ FFU/ Time Share 317
^Dwelling Units ~'~'
~s
154
;~
105 103 107 122
13
17
34
5 ~ „=
- o ~~ >
,~ o 5 y
= o ~ > ~ ~ ~ a
o 0 3~
J J
~ J ~ J ~ J E
~
NetUnderConstruction NelApproved NetUnderReview NetPoten6al
Many questions confront Vail including the nature of future development, the.timing thereof, and all new
construction that falls outside the Model or beyond the 10- to 15-year time frame. What will development
look like beyond the next 15 years (2020) and where will it occur? How much will there be? How much
development is enough to support economic objectives and how much is too much? How can new
development compliment a high quality of life? And perhaps most importantly, how does the Town and
the Community as a whole wish to influence this development through the Community Plan process?
COMMUNITY PLAN TOPICS ~ LAND USE A-6
STATE OF VAIL: THE ECONOMY AND VAIL'S FINANCIAL CONDITION
The Town of Vail is fortunate to house the number-one rated ski mountain in North America, both in
terms of the number of annual visitors it attracts and the overall quality of experience it provides (as rated
through the annual Ski Magazine survey). Over 60 percent of the Vail Mountain visitors typically are
from out of state, and these destination visitors fuel the local economy through commercial lodging and
real estate expenditures, shopping, entertainment, and restaurant purchases. For many reasons, the Town
has never developed a balanced, diversified and sustainable manufacturing or technology base. As such,
Vail is very dependent on its retail and restaurant/entertainment commercial enterprises to not only
provide a quality "off-mountain" experience to guests, but to help provide employment to residents and
sales tax revenues required to fund necessary public services.
Current Conditions
• In 2005, the Eagle County population consisted of about 50,000 year-round residents, more than
double that in 1990.
• The Town of Vail's population now represents only about 9 percent of the County population.
• Increasing numbers of part-time residents spend varying amounts of time in Town, use and enjoy its
amenities, but maintain permanent residence elsewhere.
• Amore competitive environment exists for the Town of Vail, which has increasingly lost its
preeminent position and market share within the county due to increased employment, recreational,
and housing options throughout the County.
• Through the early 1990s Vail generated over 50 percent of the total retail sales within Eagle County.
By 2005 Vail generated only about 30 percent of the total retail sales within Eagle County.
• Seventy percent (70 percent) of Vail's workforce cannot afford or otherwise chooses not to live in
Town. Historically these in-commuters had few alternative job options. This has changed as they
now can find more employment opportunities down-valley as well.
• The seasonality of the economy has become more pronounced and evident. For example, the six-
monthperiod of May through October generates less than 30 percent of the total annual. retail sales in
Town.
Current Statistics (Town Specific)
• Thirty-nine percent of the current budget is derived from the. Town's sales tax revenues.
• The next most identified source of revenue is the Real Estate Transfer Tax (15 percent of the budget
as shown below).
• The Town budget is divided into several Major Fund categories, summarized in the table below,
ranging from the General Fund at $13.7 million, to the Capital Fund at $10.2 million, the Conference
Fund at $8.2 million and the RETT Fund at $7.5 million. While these fund balances may appear to be
large, they fall well short of anticipated needs in future years, particularly in the General Fund and
Capital Fund Categories.
• The bulk of the Town's budget funds a wide range of municipal services (64 percent).
• Vail's capital improvement needs take up most of the remaining resources (30 percent).
• Public Works and Police and Fire account for the largest portion of the budget (48 percent), with a
number of other categories of services combining for the other half of the budget.
COMMUNITY PLAN TOPICS ^ ECONOMY B-1
STATE OF VAIL
Where the Money Comes From
All Other
(~°a
Transportation Centers
(8
Intergovernmental
c~°a
Licenses and
Permits (6°/a
Sales Tax
(99
Real Estate ,;'rt--;~"~
Transfer Tax Litt Tax (7°/a
(1,/~ Property/
Owrcership
Tax (7°/a
Major Fund Balances (as of 12/31/05)
General Fund $13.7 Million
Capital Project Fund $10.2 Million
RETT Fund $7.5 Million
Conference Center Fund $8.2 Million
Major Funds Total $39.6
Million
Where the Money Goes
Debt Service
(6°a .
e n
Capital
Improvement ,~~_ ^~{,
(30 /a i
,~ar1
~ , "} ;.
Municipal
Services
(64°/d
Municipal Services
Public Works $7.0 26%
Vail Police and Fire $5.8 22%
Admin. Services, Risk Mgt, & Library $5.0 19%
Transportation & Parking $3.7 14%
Community Development $2.3 9%
Public Safety Communications $1.7 6%
Contributions, Marketing, & Special Events $1.1 4%
TOTAL $26.6
100%
The Town's overall sales tax revenues have declined through 2003.
Historically, sales taxes have not kept up with inflation (the components of Vail sales taxes are
summarized in the graph below).
Town of Vail Sales Tax Collected by Category
1996.2005
O,VUV,VVU
Re to I1
5,500,000 -
5,000,000
Lodging
4,500,000
4,000,000
3
500
000 -
Food 8 Beverage
,
,
3,000,000
2,500,000
2,000,000
,
1,500,000
1.000.000
1996 1997 1996 1999 2000 2001 2002 2003 2004 2005
COMMUNITY PLAN TOPICS ^ ECONOMY B-2
STATE OF VAIL
However, the Town collected record sales tax revenues in 2005, up 6.6 percent or $16.5 million from
2004. The Town also experienced record revenues in:
• Lift taxes (up 11 percent or $2.8 million)
• Parking revenues (up 11 percent or $3.7 million)
• Record building fees (up 63 percent or $1.5 million)
Further tracking of sales tax revenues from this past winter shows strong gains in overall tax receipts for
the winter months (up 7.3 percent). These trends closely paralleled gains in total skier visits over this past
season of 6.9 percent. However, declines in retail during February and March should be noted and will
require continued evaluation.
Winter Sales Tax Changes
December 2005 -March 2008
~%
25
20°k
€ 15%
E
a 10%
5%
~~
S%
H.Z%
17.5%
14.5%
_ 11.9%
~, 10.4% ~~
1'
7'~ 6.7%
~ 42% 4.2% L 55% 43%
~l.j a t".. 2.0% 2.2%
~~ ~ - 1 - ~ -
g'
IL
-2.1%
A m m ~ N ~ _ ~ ~ 19 ~ ~ ~ m C
b ~ J ~ ~ o' ~ J ~ b ~ J ~ ~ ~ 8 ~
m m m m =
~ ~ ~ ~ y~ ~ ~~p ~
LL LL O O
December January February March
Relationships between the Economy and Other Key Topics
Housing
• The economy and its component parts are closely intertwined with affordable housing. Not only have
core service workers become more difficult to recruit and retain, but many of the entrepreneurs,
business managers and owners, teachers, nurses and other professionals have moved down-valley as
well. Increasingly, Vail businesses will be impacted by a highly competitive environment where
there are attractive jobs closer to where the workforce lives than Vail. Availability and development
of affordable housing remains a challenge but is essential to maintain a balanced sense of community
within the Town.
Transportation .
• The transportation system has been impacted both regionally (I-70 issues and regional transit) and
locally (traffic conditions and circulation improvements, parking supply and public transit). The
economy and its component parts are intertwined with transportation and parking.. Currently, the lack
of adequate parking is perceived as a significant deterrent for residents and visitors staying down-
valley who might otherwise come to Vail to shop, dine, or ski. Among the most mentioned needs in
the community survey was better/affordable parking.
Environment
COMMUNITY PLAN TOPICS ^ ECONOMY B-3
STATE OF VAIL
• Environmental issues such as the pine beetle and water quality have long term impacts on the
economy. Vail's economy is based upon the health of the environment, Vail.Mountain in particular.
Steps must be taken in a forward direction to maintain a high standard of environmental health within
both the Village and its natural surroundings.
Land Use
Beyond the redevelopment opportunities associated with Lionshead/West Lionshead and Vail
Village, the West Vail center remains as the only other viable area with the potential to improve the
community's retail mix, particularly those businesses that serve locals. The specific opportunities
related to the rejuvenation of the Town's retail base are essentially focused in these three locations.
Insofar as Vail is largely built out already, there is not the opportunity to significantly expand the total
volume of retail square footage. Rather, opportunities are more directed at upgrading and renovating
existing space, accompanied by selective redevelopment and infill projects.
Recreation
• Recreation is the driving force in the health of Vail's economy. All natural and built recreational
opportunities must continue to be provided, with a strong focus on the health of the contributing
organizations. The need for more recreational amenities will be key to our economic sustainability.
Regional Considerations
The loss of the middle class including professionals, business people, and families to down-valley
locations will continue to affect the economy. Largely remaining in Vail are wealthy older couples,
retirees, and lower-paid (service) workers in subsidized units (predominantly rentals). Residents selling
their units and moving down-valley are generally selling to second homeowners or retirees who are no
longer working. They spend money and add to the economy when present, but typically do not contribute
as business people or investors, and are not present to support local businesses year-round. Vail must
consider whether it will continue to focus marketing solely itself or participate in a more regional
marketing program.
Further, without a strong year-round local population, the types of retail establishments in Town have
changed. The increase in locals-serving enterprises down-valley places Vail in direct economic
competition with Edwards and Avon.
Projections
The current financial situation of the Town and current economic trends can be extrapolated out toward
2020. The results suggest that, because of the Town's needs for capital expenditures and renewal of
aging infrastructure, expenditures are expected to exceed revenues. The Town's Capital Projects Fund
balance turns negative in 2008 and barring new sources of revenue, this negative balance accelerates
through 2010 and beyond. The fund is projected to go from a positive balance of $4.8 million in 2005 to
a negative balance of $8.1 million in 2010.
At the same time, the RETT Fund balance has shown strong growth over the past several years (with
record revenues in 2005 up 26 percent from 2004) and this trend will continue as development projected
by the Development Model occurs. The fund balance is expected to be about $11.8 million in 2010, up
from about $7.5 million at the end of 2005. While restricted in terms of the purposes to which these
funds can currently be applied (open space and recreation), the projections suggest that there will be
increasing dollars available in this fund over the next 15 years.
Many questions arise out of the current economic situation:
COMMUNITY PLAN TOPICS ^ ECONOMY B-4
STATE OF VAIL
• • How does this situation translate to the Town of Vail and its economic and fiscal needs in light of the
Town's high dependency on sales tax revenues?
• The Town is faced with the need to make significant investment in public infrastructure in order to
protect its status as a premier destination resort. How important is it for the Town to continue to
support the redevelopment of Vail Village and Lionshead, West Vail and West Lionshead?
• How critical, and in reality, how feasible is it for the Town to definitively address the increasing
leakage of sales tax dollars to down-valley locations?
• What incentives, if any, are appropriate for Vail to consider to encourage existing property owners to
reinvest in and renovate buildings to make them more desirable for future users?
• How responsive is the current regulatory environment to strike the appropriate balance between
encouraging high quality commercial and mixed-use development consistent with community goals
and objectives?
• How much effort and how many resources should be dedicated to creating affordable housing for a
reasonable proportion of year-round residents?
• What strategies are appropriate for the Town to take to generate a greater level of retail sales activity
during the off-season?
COMMUNITY PLAN TOPICS 0 ECONOMY B-5
STATE OF VAIL: ENVIRONMENT
The Town of Vail and other ski destination resort communities are dependent on consistent water cycles.
Changing precipitation patterns are leading indicators of global climate change. Over the past 40 years,
winter seasons in ski resorts around the world have been changing, in part due to increased levels of
carbon dioxide that increase global temperatures. Global trends such as changing climate, resource
availability, ecosystem quality, increasing globalization, wealth gaps, and changing population,
demographics and technology will have increasing impacts on Vail in the future, presenting both
challenges and opportunities. Changing weather patterns threaten winter sports and vegetation, and
global policies addressing climate change may increase fuel costs, which could affect travel patterns.
Locally, some of these trends and Vail's success as a destination resort pose immediate and fundamental
challenges to the sustainability of the community and surrounding natural areas. Taking steps toward
addressing climate change through actions such as greener energy sources, carbon offset programs and
energy efficiency initiatives is a way to focus onbuilding aforward-looking and adaptable resort
community. This. could involve integrating innovative solutions to address local and global challenges.
The Town of Vail Environmental Strategic Plan has not been updated since 1996. The Vail community
needs to revisit the planning process and develop a new environmental strategy or comprehensive plan for
moving toward environmental sustainability through enhanced environmental stewardship. Establishing a
strong set of strategic goals guided by our environmental values and principles, the Vail Environmental
Strategy will provide a vision for Vail's move toward environmental sustainability. Moving toward
sustainability will ensure the quality of the Vail experience, which is based on spectacular natural
resources, and will ensure a high quality of life for residents by maintaining a healthy natural
environment.
In Apri12005, the Town of Vail Green Team was created in an effort to improve environmental practices
and organizational efficiency while decreasing waste and pollution on a Town-wide scale. The recent
formation of similar groups and their related findings by communities throughout the West confirm the
serious implications that rising energy costs and climate change pose to the quality of life and economic
vitality of communities like Vail.
Current Situation
The water quality of Gore Creek has steadily declined over the past 20 years from road sand used
during the winter to maintain safe driving conditions on I-70. The Town of Vail has decreased its use
of sand on the roads, but the effects from other sources are still devastating. Accumulations of road
sand and sediment in Black Gore Creek that have migrated downstream into Gore Creek have
resulted in degradation of aquatic habitat and wetlands.
The aquatic community in Gore Creek flowing through Vail is in a less healthy condition than
reference sites in the White River National Forest. The average number of "good'.' or sensitive,
insects that suggest a healthy system are worse in 2005 than in 2004 in Gore Creek. Results also
show an increase in the "bad", or pollution tolerant, insects, which include worms and midges, at
Gore Creek sites below Black Gore Creek. The amount of fine sediment in Gore Creek is also higher
than in healthy streams located within the Eagle's Nest Wilderness Area. Sediment source reduction
activities are being implemented or planned for several chronic source areas including along I-70 at
Vail Pass, Vail Ski Area roads, and Red Sandstone Creek road.
The mountain pine beetle has infested over 80 percent of the lodgepole pine trees in and around Vail.
During the next five years, the area surrounding Vail will lose hundreds of thousands of pine trees
from this infestation: Dead trees are found throughout Town, and need to be removed in an attempt
to reduce the potential for wild fires and preserve the beauty of the Town.
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STATE OF VAIL
Drought over the past few years coupled with the infestations of the pine beetle has led to a severe
danger of fre in the Vail area. The Town has created a Community Wildfire Protection Plan that
outlines how we can protect ourselves from the threat of fire. Currently, the Town is working with
the US Forest Service and the Colorado State Forest Service to conduct controlled burns on the
perimeter of the Town to create a firebreak. The Town has also devised Wildfire Regulations
currently in the review process that will require mitigation of wildfire hazards (such as defensible
space and Fire Wise building materials) in the high and extreme wildfire hazard zones.
During the drought of 2002, the Eagle River Water and Sanitation District embraced the idea of water
conservation with its "Use Water Wisely" campaign, not merely as a reaction to drought conditions,
but as responsible water resource management.
Recycling in the Town is managed by the Eagle Valley Alliance for Sustainability, which runs all the
recycling centers in the County. Vail Resorts has a highly successful recycling program. Recycling
is one way of reducing the amount of waste that goes to the landfill. This was extremely successful in
the late Nineties. However, the number of pounds of recycling materials per person has decreased
since 1998. One reason why more recycling does not occur is the lack of markets for the materials.
For instance, the landfill sorts wood products out and shreds them on a periodic basis. Despite the
fact that the material is given away, it is difficult to find someone willing to receive it. Garbage is
also a major issue in the Town, as we are contributing to a landfill that will reach capacity in.fifty
years. Garbage left out without being secured also attracts bears, which can lead to the destruction or
relocation of bears. The Town needs to encourage community-wide recycling and reduction of waste
products.
Vail needs to increase renewable energy usage and energy conservation for the built environment and
our infrastructure. Currently the Town is working to diversify our energy sources by increasing the
use of renewable energy e.g. wind, solar, bio fuels, geo-thermal, etc. The Town hopes to partner with
other major energy users, including Vail Resorts and the ERWSD to buy shares in wind power.
Relationship between Environment and Other Key Topics
Transportation
• The Town.owns one hybrid bus, plans for eight more by 2008, and is looking at replacing its entire
fleet with more energy-efficient vehicles. This will help reduce carbon monoxide and other pollutant
discharges and will also reduce fuel costs.
• The Town has the largest free transportation system in the country, and also has an extensive bicycle
and pedestrian path system. The Town encourages alternative transportation in Vail and charges for
parking during the peak seasons to discourage the use of automobiles. This will in turn have positive
effects on the air quality within the Town and also decrease noise pollution on I-70.
• In order to keep I-70 safe and Vail Pass open during the winter, CDOT dumps 15,000 tons of road
sand onto I-70 each year. This sand makes it way into Black Gore Creek and flows into Gore Creek,
causing severe degradation to the health of these streams.
• The Town has initiated the Streetscape Project, which has heated the streets in Vail Village and
Lionshead. While aesthetically pleasing and safer for visitors, the snowmelt from the project has
adverse implications for the environment.
• As the number of vehicles on I-70 increases, so will the interstate noise pollution.
Land Use and Development
• The Town provides a discount on building permit fees for LEED-certified buildings, but there have
yet to be any developments that take advantage of this program. Eagle County has passed ECO
Build, standards for green building that require a certain level of green elements or developers must
pay into a fund.
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STATE OF VAIL
The major surge in development has been causing the degradation of Gore Creek through stormwater
discharge. The Town now requires stormwater discharge permits for developments that disturbed
more than '/z acre of land in order to eliminate sedimentation and erosion impacts to Gore Creek. The
Town is also contracted with the Colorado Department of Public Health and Environment to perform
site inspections at construction projects to determine compliance with State stormwater permit
requirements.
Recreation
• The preservation of open space in the Town of Vail has created vast amounts of recreation space.
The Town has also considered.local parks a tool for preservation as well as a place to foster
community and environmental stewardship. Over 1,000 acres or approximately 30 percent of the
land area is open space in the Town of Vail.
• A healthy environment is the fundamental necessity for a major portion of the recreation in Vail. The
ski mountain has and will continue to be affected by global warming, with the season getting shorter
over time. The pine beetle will also greatly affect the landscape and the natural beauty that enhances
the recreational experience in the mountains, rivers and valleys. Fishing could be severely impacted
if water quality is not improved.
Housing
• Eagle County recently passed ECO Build, which are standards for green building. The Town,
however, does not have any standards to encourage green building practices except reduced building
fees for LEED-certified buildings. The Town should also adopt green building practices for their
own properties, including the redevelopment of Timber Ridge.
• Locating housing near jobs is critical to creating a more sustainable community by preventing trips in
and out of Vail.
Economy
• Vail's economic vitality is based on tourism that relies on the natural environment. The natural
environment must be invested in as a major source of revenue through skiing, fishing, hiking, biking,
hunting, kayaking and other recreation activities. Protecting the environment will help sustain our
economy but should an environmental disaster occur, the economy will suffer.
Global and Regional Considerations
To clarify what moving toward environmental sustainability means in the Vail context, it is essential to
consider sustainability on a broader scale. sustainability is generally defined as the ability of the present
generation to meet its~own needs without compromising the ability of future generations to meet their
own needs. Essentially, sustainability is about thinking and ensuring that our actions do not compromise
our future or the future of our children's children.
Projections
Over time, sediment impacts will become more severe in Gore Creek unless best management practices
and reclamation measures are implemented. The amount of sensitive insect species has decreased and
pollution-tolerant species have increased. This affects the type offish in the water and could in turn
affect Vail's Gold Medal Trout status. This could be the trigger that destroys the summer fishing tourism
economy. .
Because many forested areas are not diverse in age and species, the pine beetle infestation may eliminate
the lodgepole stands at once. U.S. Forest Service wildfire models predict the likelihood of a burnt
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STATE OF VAIL
landscape devoid of trees from a wildfire in the next 25 years is high. It is critical that the Forest Service
and Town work together on wildfire fuel reduction projects on public and private land along the
forest/Town interface to reduce the effects of a catastrophic wildfire.
The earth's surface has undergone unprecedented warming over the last century, particularly over the last
two decades. Astonishingly, every single year since 1992 is in the list of the 20 warmest years on record.
The future climate of the Rockies will likely be dominated by human-induced warming under "business
as usual" carbon emissions, so accurately characterizing the regional response is vital to the Rockies'
future sustainability. Today the snow season on Vail Mountain is approximately 30 days shorter than
what it was 25 years ago. If global warming continues at the present rate, experts predict that we could
lose another 45 days of the winter season by 2085.
COMMUNITY PLAN TOPICS ^ ENVIRONMENT C-4
STATE OF VAIL: TRANSPORTATION AND OTHER INFRASTRUCTURE
As part of a rapidly growing region, Vail is experiencing a strain on infrastructure as the Town strives to
provide world-class service to both tourists and .the local community. The infrastructure capacity in Vail
is summarized in the discussion below. Infrastructure is considered to include transportation systems
(roads and circulation, transit and parking), water rights, and water/wastewater treatment and collection
systems.
Transportation issues are complex, but an understanding of these issues can help the community find
long-term solutions. The Town's two major transportation plans are the 1993 Transportation Master Plan
(TMP) by Felsburg, Holt and Ullevig (FHU) and the 2002 Transportation Technical Update by
Washington Infrastructure. Addendums to the TMP are two feasibility studies for the roundabout
construction and the Lionshead Transportation Plan. The entire plan, with the exception of parking, was
comprehensively updated in July, 2002. The Public Works Department is currently updating the TMP
again in anticipation of another wave of development. In addition to feasibility studies, cost estimates are
performed to test fatal flaws and keep project costs accurate.
Other transportation studies in the Town include Main Vail interchange and West Vail interchange
Feasibility studies, I- 70 Major Investment Study, I-70 Programmatic Environmental Impact Study, Eagle
County Transportation Master Plan and Dowd Junction Feasibility Study. In addition to these studies,
every five years, the Colorado Department of Transportation (CDOT) updates the state's 20-year plan.
These plans are based on the work of the Intermountain Transportation Planning Region (TPR), which is
comprised of Summit, Eagle, Lake, Garfield, and Pitkin Counties.
Vail is supportive of a wide range of alternative transportation modes which address resident, employee,
and visitor needs. These alternatives should be compatible with environmental constraints and should
encourage reductions in travel demand to reduce the need to expand the infrastructure to serve this
demand. Consideration of the safe and efficient movement of people and goods within the context of the
values of the community, the users of the system, and the environment where it lies are principles that
hold true just as much today as they did 15 years ago.
The elements of public infrastructure are integrally related within a community, and include water, sewer,
shallow utilities, drainage, public amenities and roadways. As new projects are planned and
implemented, utility corridors must be protected so that access to vital infrastructure is ensured and costs
for maintenance; operation and upgrade are controlled. As infrastructure upgrades are planned to support
redevelopment, projects should address long-range needs and consider all the elements of public
infrastructure. Quality planning will eliminate waste of public funds and the public perception that Vail is
"always under construction."
Current Situation
An important contributing factor to Vail's growth and special appeal is its planning philosophy within
which multi-modal transportation planning, with a pedestrian emphasis, has been.a key element.
However, movement of the permanent population down-valley has resulted in more locals using the
automobile for all trips into Vail. This has resulted in more emphasis put on automobile-related
transportation solutions.
The Town of Vail operates the largest free public transportation system in North America. The fleet
consists of 32 transit coaches which serve eight fixed routes in winter. The routes include the in-
Town shuttle that connects the base areas of the village cores, the two opposing West Vail routes,
Lionsridge Loop, Sandstone, Golf Course, Ford Park, and East~Vail. The in-Town shuttle handles
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STATE OF VAIL
more than 60 percent of the load and winter ridership accounts for more than 75 percent of the annual
riders.
• In the past, the Town charged around the clock to park in the structures during the winter. This
increased demand for public transit use for the entire service period. Currently, the Town only has
paid parking nine hours a day during the ski season. This has decreased demand for public transit in
the 20-hour schedule. In addition, during off peak season, service has been reduced resulting. in
potential further reduction of service and potential ridership.
• Over the last two years, the trend has been an increase in ridership on the outlying routes and a
reduction on the in-Town route. Increased ridership on the outlying routes maybe influenced by the
price of parking, the inconvenience of peak parking supply situations and the increase in the price of
gas.. In-Town ridership has suffered by the reduction of peak service levels, reduction in the number
of hot beds along the route and the inconvenience of rerouting disruptions. during construction and
multiple special events.
• The increase in population in Colorado and specifically the county and the greater Front Range has
resulted in more automobile trips on I-70. The marketing of the Colorado Pass, reduction in the cost
of the merchant pass; a shift of the vacation home distribution throughout the valley, and having a
greater percentage of the employee base living out of Vail has resulted in more drive-up customers
which has increased demand for parking.
• A major goal for the Town Council has been to reduce the impact of noise from I-70 to improve the
quality of life for Vail residents and keep Vail competitive in attracting guests and enhancing their
experience. I-70 noise was studied with the 2002 update of the transportation master plan and a
second, more detailed study was initiated in 2004. The results of the second study was amulti-
pronged approach to Interstate 70 noise mitigation, including the use of noise decreasing asphalts,
berming when feasible, noise barriers when feasible, integrated land use planning, education and
long-term solutions. .
• As parking demand approaches the limits of the parking supply, the major public parking facilities,
Village Transit Center (1300 spaces), Lionshead Parking Structure (1200 spaces) and Ford Park (250
spaces) fill to capacity. As this condition occurs, excess parking demand is accommodated on the
Frontage Road system. With an aggressive management program, the number of days where the
Frontage Road is utilized has stabilized to the low 30's. Summer demand during 2005 exceeded
capacity 8 times, which is more than the typical 2-3 times experienced in the past.
• The current Village Transit Center is at capacity. With growth on the West Vail routes and the
regional growth needed to meet future demand, the Town identified the need for a second inter-modal
facility.to accommodate the growth and enhance the demand for the new Lionshead. The Lionshead
Master plan identified the North Day Lot as a potential site but numerous concerns with the North
Day Lot have caused the Town to consider the Lionshead Parking Structure or West Lionshead. The
Town is in position to obtain significant federal and state dollars- for partial funding of the Lionshead
site in FY 2008 and in order to receive these funds a site must be identified in 2007.
• A major priority for the Town has been the upgrade of the Frontage Roads, which are owned by
CDOT. This project is currently not on any approved budget and was left out of the last financially
constrained plan, the 2010-2030 Plan, due to the critical statewide shortage of transportation dollars at
the time.
• The construction of the roundabouts has significantly reduced peak period delays. The roundabouts
operate at Level of Service (LOS) A, with one at LOS B during peak periods. The increased capacity
has allowed the Town the ability to increase densities with little effect on the operation of these most
critical components of its transportation network system. However, potential development in West
Vail and West Lionshead will lead to increased delays and traffic. (Note: Level of Service is a
qualitative measure used by transportation planners to describe operational conditions in terms of six
levels. In simple terms, LOS A means free flowing traffic, LOS F means a traffic jam.)
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STATE OF VAIL
The Town of Vail designs the Frontage Roads and major intersections of the Town to operate at a
Level of Service (LOS) of C or better during peak times and strives for LOS B if it can be maintained.
The last planning work performed for the Lionshead Transportation Plan and the 2002 technical
update assumed approximately 1,000 new peak hour trips would be generated out of the Lionshead
redevelopment. The roundabouts functioned at LOS B. Major intersections with heavy left turn
volume experienced LOS D/E for this one movement during the peak times. In regards to what
constitutes peak times, the Town designs for the 90`h percentile or 15`h busiest hour during a 150-day
ski season. Vail Resorts uses a peak design of the 10"' busiest day for its lift, on-mountain restaurants
and restrooms.
The overall road network system functioned well within this net gain of 1,000 peak hour trips
assuming Frontage Road work occurs at the intersections to accommodate turning movements. The
typical section of roadway was an enhanced shoulder for bicycle use and emergency parking, a travel
lane, a raised median or left turn pocket, the opposing through travel lane, a continuous accel/decel
.lane adjacent to the development and a separate sidewalk/bike path on the development side.
The Town has become concerned. with the proliferation of development proposals which Have come
forward beyond the anticipated increase in 1,000 peak trips. The Town and CDOT have teamed up
and are in the process of looking at the Frontage Roads using a corridor optimization plan. The
transportation model has taken into account the greater wave of development and the proposals for
Timber Ridge, West Vail and West Lionshead which were previously not anticipated. The result is
that there are certain legs of the main Vail roundabouts which experience delays of LOS F during
ideal conditions. The Town operates at its peak during the winter months in which it averages 50
snowstorms during the ski season. The Town has also analyzed the traffic operations in a less than
ideal scenario to better reflect Vail's peak traffic period conditions. Once this was completed the
LOS on many movements reach D, E and F.
Necessary improvements to Vail's roadway network that will need to be addressed include additional
crossing of I-70 (Simba Run Underpass), interchange improvements, or Frontage Road
improvements. Other considerations should include major traffic control devices at key intersections
such as roundabouts or signals, possible out of way travel (make a right turn to go left and double
back) andlor acceptance of larger delays to make the movements desired during peak times.
Additionally, Travel Demand Management and traffic system management by informing the traveling
public of alternatives and real time information so informed decisions can be made, and restricting
certain movements during peak periods, should be considered.
The Town has taken the role of providing pedestrian enhancements or designated pedestrian ways
along the major collectors of the village system. To date this has included Vail Valley Drive, .Vail
Road, around the Village parking structure.and access to Ford Park.
The Town maintains 16.4 miles of recreation paths within Vail, including the Gore Valley Trail and
the core trail from Dowd Junction to Vail Pass. Portions which are missing include from the library
to the Vista Bahn. The intent of the Meadow Drive projects is to give bikes a separate functional area
of the street. The path continues along Willow Bridge Road and Vai] Road to the Vista Bahn area.
The path ends at the soccer field and is budgeted to continue along Vail Valley Drive until Sunburst
passes the golf clubhouse. The Town continues to maintain and rebuild portions of the path and has
expressed concern for the portion of the path on Vail Pass which is in CDOT jurisdiction.
The Town has a looped system of bike paths and bike/pedestrian walks on the.Frontage Roads from
Main Vail to West Vail. The north Frontage Road side is complete and will be enhanced by a 2007
project to grade separate the path from the post office to Buffehr Creek Road. The south has a gap
along the Frontage Road from Donovan Park to Glen Lyon and all along the Lionshead frontage to
the Four Seasons site. In addition, there is a gap east of the main roundabout from the roundabout to
the transportation center.
Pedestrian accommodations are a major part of the Meadow Drive streetscape projects. East Meadow
is under construction with West Meadow waiting to be timed with redevelopment adjacent to it.
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STATE OF VAIL
• There is concern to extend pedestrian improvements out along Vail Valley Drive. The Town at this
time does not provide sidewalks in outlying areas. If the Town changed the policy, the priority would
be on collector streets and making connections to bus stops. There is also a need for an additional
pedestrian bike crossing of I-70 between the post office and the Glen Lyon area.
Other Infrastructure in Vail
The Town of Vail is experiencing an unprecedented period of building and redevelopment. As with any
quality redevelopment project, the work needs to address the foundation and infrastructure on which new
structures are built to ensure longevity and reliability of the investment. As new projects are planned and
implemented, utility corridors must be protected so that access to vital infrastructure is ensured and costs
for maintenance, operation and upgrade are controlled. As infrastructure upgrades are planned to support
redevelopment, projects should address long-range needs and consider all the elements of public
infrastructure. Quality planning will eliminate waste of public funds and the public perception that Vail is
"always under construction." The Eagle River Water and Sanitation District is the provider of water and
wastewater treatment in the Town of Vail. The District has recognized the need to upgrade. major
portions of its water and sewer mains within the Town and has earmarked over $92 million in the next 20
years to address its portion of a nation-wide infrastructure replacement crisis.
Water Rights
The District serves development that is included within the District boundaries, as well as areas located
outside of its boundaries, such as the Upper Eagle Regional Water Authority (Authority) through
operations agreements. The District has developed adequate water rights for current projected build-out
within its service area. The District adopted a policy (by Resolution dated July 22, 2004) which requires
that the developer of 1) increased density within the District's service area, or 2) new lands annexed into
the District dedicate sufficient water rights to serve the increased density or newly annexed lands. The
Board prefers that a developer dedicate adequate water rights to serve its development. However, where
actual water rights are not available to be conveyed by the developer, the developer may pay cash in lieu
of water rights dedication at the discretion of the Board, if excess water rights are available in the
District's portfolio, or the opportunity exists for the District to develop or acquire rights adequate to serve
the development.
Because water rights available for conversion to municipal uses are becoming rare in this area, the
District has been proactive in obtaining and developing new water rights to be made available for future
development needs. The District ensures that new water rights dedicated by developers are compatible
with the existing portfolio and District water resources strategies. As a responsible water resources
steward, the District encourages the efficient and beneficial use of water through: 1) implementation and
continued development of a water conservation program; 2) structuring water rates schedules to provide
customer incentives to use water wisely; and 3) utilization of District water supply resources for the
benefit of the environment and stream flows.
Water and Wastewater Treatment Capacity
The primary source of domestic water in Vail is wells, supplemented by surface water sources on Gore
Creek and the Eagle River. Water diversion infrastructure and treatment facilities currently have excess
capacity to serve demands in Vail. Additional capacity to divert and treat water is planned and will be
implemented as demand for water increases.
Vail's wastewater effluent is treated at the Vail and Avon Wastewater Treatment Plants. Excess capacity
for treatment is currently available at both of these facilities. Additional capacity is planned and will be
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STATE OF VAIL
implemented as demand for treatment increases. In addition, a maintenance and replacement program
targeting sources of groundwater infiltration into sewer mains will regain existing capacity in mains and
treatment facilities, which can then serve increased demand.
Water Distribution and Sewer Collection System Capacity
Water and sewer main capacity in Vail has been studied and in general is adequate for current use and
project build-out of current zoning within the Vail service area. A replacement and upgrade program is in
place to address capacity issues and improve system efficiency. Replacement and upgrade programs
target sources of groundwater that limit existing sewer collection system capacity. Water main
replacement targets areas where inferior construction inhibits the reliability of water delivery. Upgrades
required fo meet increased demand from development are planned as specific development projects are
approved.
Relationship between Transportation, Infrastructure and Other Key Topics
Housing
• Transportation and infrastructure are tied to the provision of workforce housing. ,The cost of
providing housing and the impacts of that housing on adjacent streets; parking and other infrastructure
will be a consideration as new housing is proposed and evaluated.
Environment
• Vail's environment is impacted by transportation and other infrastructure. Some of the identified
environmental problems in Vail are directly attributable to automobiles including parking, runoff,
dust and noise. The relationship between providing services and the potential demands on the
environment will be an important consideration as Vail plans for the future.
Land Use
• Vail's land use patterns and the increase in population statewide will continue to influence the
demand for the full range of infrastructure. Transportation and parking will be particularly
challenging as Vail addresses the impacts of more people and cars resulting from more development.
A careful evaluation of infrastructure impacts from development will be important to planning efforts.
Recreation
• Recreation opportunities are critical to the Vail economy, community and quality of life. The
potential impacts. of infrastructure on recreation will be a consideration in the future. Automobiles, in
particular, will be an important consideration as facilities are planned. Also, protection of recreation
facilities from an environmental standpoint (including road noise and dust, runoff from streets, etc.)
will be significant considerations. `
Regional Considerations
The Master Transportation Plan recognized that transportation to and from Vail .involves multi-agency
cooperation throughout the Vail Valley, adjacent counties and-the Front Range and Grand Valley.
The Interstate 70 corridor is one of Vail's greatest assets, but it also poses challenges. The development
of the corridor allowed Vail to succeed. It provides convenient and safe access to the-major Front Range
population base and the connection to Denver International Airport (DIA). Demand and delays on the I-
70 corridor are forcing users to make difficult choices regarding making a trip or not. The Colorado
Department of Transportation has undertaken a programmatic environmental impact study to determine a
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STATE OF VAIL
preferred alternative to provide additional capacity. The Town of Vail has joined the I-70 corridor
coalition as there are concerns with the preferred alternatives presented in the draft release. Vail
continues to work with the other members of the coalition to guide CDOT in looking at solutions which
are beyond the 20-year horizon.
Currently regional transit is provided by the ECO transit system and is funded with a dedicated sales tax.
The current tax covers the current operation and capital replacements of the current fleet. The growth in
population and the need for workers to live farther and farther from their place of employment due to high
costs of housing will drive up the demand for expansion. In addition, eventually it will be a natural
progression to have joint service that connects the Summit Stage and the Roaring Fork Transit Agency
service areas, which today are separated by onlyl8 miles. Vail is also served by Greyhound and a Vail
Resorts-operated limited service between resorts in Summit County and Vail.
As a resort, Vail needs to be connected to convenient air service. Vail is served by two airports-DIA
and Eagle County Regional Airport. DIA has connections throughout the country and international direct
flights. Eagle County Regional Airport has high volumes of service during the peak winter season, and
has begun limited peak summer service. In the future the significance of where to relocate and where to
vacation depends on convenient air service. Vail expects to continue to support the expansion of the
Eagle County Airport and expansion of the air service to year-round.
Projections
The additional net gain in traffic due to the West Vail redevelopment will impact the West Vail
Roundabouts. However, other development and redevelopment throughout Town will also add traffic. to
this roundabout. As a result of the combined impacts, the West Vail roundabout's Level of Service
(LOS) will be reduced. At times when the weather is poor and traffic is near a peak, several of the
roundabout approaches will operate very poorly.
Adding significant capacity to the existing roundabout is not easily achievable (although an additional
approach lane along the southbound approach should be incorporated). Rather, acceptable traffic
operations are more readily achieved at the roundabout by removing traffic that would it would serve.
One possible means of doing this includes constructing a new .
I-70 crossing, perhaps in Simba Run area. Such an improvement would allow the northern West Vail
roundabout to at least function within its capacity during peak hours given less than ideal weather
conditions.
Based on the projections, according to transportation planners, the Town should consider:
An alternative means to cross I-70 between the West Vail and the Main Vail interchanges (like Simba
Run). As traffic volumes increase through Town due to all development activity, the interchange
intersections will become increasingly busy to the point of experiencing significant congestion at peak
times. This improvement will eventually be needed to serve the greater Vail community as growth
occurs; West Vail generates only a part of this need.
A major "featured" access intersection, such as a roundabout, onto the Frontage Road, preferably located
in the eastern side of the West Vail development frontage.
One or two other access points onto the Frontage Road from the West Vail area with turning movements
limited to right-in/right-out or three-quarter movement (no left out). Adequate spacing between accesses
and roundabout(s) would need to be provided (and can be determined through more study).
COMMUNITY PLAN TOPICS ^ TRANSPORTATION D-6
STATE OF VAIL: HOUSING
The supply of workforce housing in Vail has been strained by an increase in part-time residents as well as
rising real estate prices. Demand for housing has increased and will continue to increase alongside job
generation related to commercial and residential development in Vail. As more of the workforce.
commutes to Vail, additional burden is placed on local businesses for hiring and on local and regional
transportation systems for getting these employees to work. The local sense of community also erodes as
people only spend time in Vail to work. Without action, Vail may become solely a resort, while the
community exists elsewhere. Intervention by the Town will need to include both incentives and
requirements for creating and/or acquiring housing that will meet new demand and simultaneously
increase the much needed housing supply.
Current Situation
• Currently,. about thirty (30) percent of Vail's workforce lives within the Town of Vail. _
• There are currently 6,412 total dwelling units (Eagle County, 2005) in the Town of Vail. Of these, 9
percent or 624 are deed-restricted as employee housing units.
• There are 9,124 jobs in Vail held by 6,300 employees.
• The inventory ofdeed-restricted employee housing units in Vail shows 624 deed-restricted employee
. housing units. `.
• Current obligations from ongoing development will generate demand for approximately 257
employee beds.
• Last year, almost half (46 percent) of the lowest priced homes sold in Vail were purchased from
locals by out-of--area buyers: This percentage is expected to continue to increase.
• In the January 2006 Multiple Listing Service (MLS) there are 194 properties for sale within the Town
of Vail. Of these, 4 percent (9 units) are priced less than $500,000. All but one of the 9 units is a
one-bedroom condominium.
• There are approximately 1,520 households (owned and rented) that include one or more locally
employed individuals in Vail today. Two thirds of these units are not restricted in any way.
• According to the 2000 Census, 815 employees that live in Vail work elsewhere in Eagle County.
• Today, including projects that are currently under construction or approved within the Town, Vail
will lack 300 new beds that would be needed to maintain housing for 30 percent of Vail's workforce.
Current Mitigation Strategies
Currently the Town of Vail utilizes Commercial Linkage (a system that requires new development to
address housing for employment associated with the development) for large commercial projects
going through the Special Development District process and the Lionshead Master Plan Area. If a
development complies with zoning (Lionshead Master Plan Area) the Town requires it to mitigate
(provide housing) for 15 percent of the net new employees.
The Town provides Zoning Incentives by granting an additional 500 square feet to single-family or
two-family residential units which build an attached deed-restricted employee housing unit. Since the
early 1990's this prompted 148 deed-restricted employee housing units to be built throughout the
Town of Vail. Since 2000, with the current incentives, only 21 units have been built.
The Town has provided land to build new deed-restricted employee housing units. The Town has
successfully added 261 units ofdeed-restricted housing using this strategy. However, the Town has
limited land opportunities left that allow for this strategy to continue to be effective. Maximization of
the land at Timber Ridge and the Chamonix Properly are the two largest remaining opportunities for
the provision of employee housing units.
COMMUNITY PLAN TOPICS ^ HOUSING E-1
STATE OF VAIL
• The Town has purchased 215 existing housing units within the Town of Vail and preserved them as
permanent employee housing units. However, this has become an •extremely expensive strategy and
lacks a funding source aside from the Town budget.
Relationship between Housing and Other Key Topics
Transportation
• In 2000, 43 percent of Vail's workforce lived inside Eagle County but outside of the Town of Vail.
This means that 4,185 employees commute into Vail from elsewhere in Eagle County for work.
• In 2005, owners of Miller Ranch units in Edwards held 352 total jobs. Of those, 101 were held in
Vail or on Vail Mountain and involved daily commutes to Vail.
• A substantial transit system exists in Vail which should be optimized for both the seasonal and year-
round employee. The location of housing for Vail employees, whether in the Town or elsewhere in
the county, will have substantial transportation implications.
• Transit will need to be improved to connect new housing at Timber Ridge and West Vail to Vail
Village.
Recreation
• People who live in Town demand a certain level of recreational opportunities and amenities. Housing
developments, especially those that are deed-restricted employee.housing units, will continue to
demand recreation facilities and services.
• A recent recreation survey indicated that employees want these amenities>....
Culture
• The culture of the Town.of Vail should be created by local residents and employees as well as by
seasonal residents and visitors. Having employees that both live and work in Vail is desirable from a
social and community standpoint.
Land Use
• The Town must continue to provide incentives for existing units to be converted to employee housing
or deed-restricted units. Because remaining land is scarce, the option to provide housing on
undeveloped sites rarely exists. The Town recognizes the relationship between housing demand and
land use patterns; new development increases jobs and the demand for housing.
Economy
• The Town has purchased 215 existing housing units within the Town of Vail and preserved them as
permanent employee housing units (Timber Ridge, Creekside, and the Buy Down Program). A
specific funding source must be set aside for continued purchase of units, particularly as development
increases and real estate values continue to rise.
Environment
• Due to the large percentage of the workforce that commutes into the Town, increased environmental
impacts including pollution should be anticipated by the Town and the County as a whole.
Regional Considerations
Clearly, Vail is dependent on a workforce that lives in other communities.
• 30 percent of employees live in the Town of Vail,
• 37 percent live between Eagle-Vail and Edwards,
• 14 percent live in Lake County, and
COMMUNITY PLAN TOPICS ^ HOUSING E-2
STATE OF VAIL
• 5 percent live in Summit County.
• As Vail considers workforce housing issues, the range of programs will likely involve regional
cooperation.
• Encouraging down-valley workers to commute to Vail will become more of a challenge as workers
live down-valley and have attractive job alternatives closer to where they live.
• Real estate forces are changing the make-up ofdown-valley communities away from the "bedroom
communities" they once were. These communities are also experiencing large amounts of
commercial growth. While not quantified, the types of jobs moving or being added down-valley may
be more professional in nature rather than retail and service-oriented.
• The Town of Vail needs a combination of rental and for-sale housing. The mix and variety of the
housing created will have an impact on the make-up of the Vail community.
In the next five to ten years there will be an estimated 7,500 new jobs between Eagle-Vail .and
Edwards. These jobs will compete with Vail for the available workforce.
• In Gypsum and Eagle, increase in job generation will discourage people, from commuting to Vail.
Specifically, the approved Costco in Gypsum will add 200 to 300 jobs. Similarly, the Ginn
development near Minturn will also attract workers from Leadville (an estimated 1,000 jobs will be
created by the development).
Projections
The Town of Vail is considering a policy to maintain at a minimum the current 30% level of housing for
employees within the Town, 30% of employees housed within the . Considering approved new
development, this will require new housing units for at least 500 new employees over the next several
years. To achieve this goal, now and in the future, the methods for maintaining and providing additional
employee housing units will need to be varied and changing as opportunities present themselves. Vail is
part of a larger region that faces similar constraints in addressing local demand for housing. With an
increase in demand, the.ability for the Town to house 30 percent of the workforce within its boundaries
has become more challenging.
If Vail does nothing with respect to workforce housing the Town will experience:
• Loss of community
• Increased direct cost to employer to hire employees
• Inadequate staffing to maintain service levels
• Increased cost and demand for parking and transit
• 1,500 new jobs will be created from Vail's "Billion Dollar Renewal," which is currently underway.
• Looking further into the future, based on anticipated additional development/redevelopment in the
Town of Vail, 2,115 new jobs will be generated.
• The second home study completed by the NWCCOG indicates that there will be on-going demand for
services from second homeowners, many of whom plan to move to the area permanently. As a result,
there is likely to be an increasing year-round need for employees willing to work in service and retail
positions.
• There are approximately 1,520 employee households (owned and rented) in Vail today. Two thirds of
these units are not restricted in any way. Based on real estate trends, these units are likely to be sold
or rented to non-employees in the future.
COMMUNITY PLAN TOPICS ^ HOUSING E-3
STATE OF VAIL: RECREATION
The Town of Vail was founded upon the recreational opportunities that exist in the area. From its
inception in 1964 as a ski town, the mountain and the promise of time spent in snow and sun is what has
prompted its growth over the last forty years. In recent years, the community and visitors have also been
provided organized recreation opportunities through the following entities: Vail Resorts, through its
mountain operations; Vail Recreation District (VRD), a public agency that provides both indoor and
outdoor recreational opportunities and organizes races, youth programs and nature walks, among other
things, for guests and locals alike; and the Town of Vail (TOV), which currently oversees some limited
recreational opportunities within the Town.
With growing development in the area it is becoming increasingly important to strategically plan and
allocate funds to meet the changing needs of the community. The VRD and TOV are currently working
together to develop a joint Comprehensive Master Plan for Vail's parks and recreation facilities and
programs, with extensive public input from the community and key stakeholders, including Vail Resorts.
This Master Plan also includes an inventory of resources, a needs assessment, a findings report, and
recommendations- all of which will be included in the final plan, to be presented in September, 2006.
Current Situation
As part of the public input process to develop the Master Plan, six focus groups were conducted in May
of this year. The VRD and TOV identified the following as key issues; regarding the public's desires for
recreation:
• The wide variety of recreation resources, activities, and opportunities currently provided is highly
valued by the community;
• Partnerships and a regional approach to programming must be strengthened to improve or increase
recreational opportunities;
• The Town has limited quality public indoor recreational facilities. Substantial capital improvements
to existing facilities within the Town are needed, such as the Golf Course Clubhouse, the Nordic
Center, the Youth Services facility, and the Tennis Courts.
• There were requests for more significant public involvement and feedback regarding the allocation of
recreational funds, a balance of user fees and taxes, and transparency in financial reporting;
• Increased community awareness and marketing of recreation programs, resources, and facilities is
necessary to the economic vitality of the Town;
• Recreation programming must balance local needs with tourism, provide special events to increase ,
revenue, provide activities for an aging population, and be accessible to all demographics and income
levels;
• Ease of parking at the referenced facilities needs to be evaluated and remedied through collaborative
efforts between the TOV, VRD, and Vail Resorts.
Relationship Between Recreation and other Key Topics
Housing
• A sufficient number of opportunities and facilities should be contemplated to account for the
projected number of new employees generated by current/future construction and new jobs.
Transportation
• Current recreation facilities do not have sufficient parking (particularly at Ford Park), and
collaborative efforts to remedy this issue should be investigated. If new recreational facilities are
COMMUNITY PLAN TOPICS ^ RECREATION F-1
STATE OF VAIL
contemplated, traffic studies for proposed locations should verify that the proposed amenities are
feasible.
Culture
• The provision of recreational resources and opportunities is synonymous with the quality of life those
living in and visiting Vail so highly value. Therefore, protection and funding of these opportunities
needs to be a high priority for the Town.
Environment
• The care of the environment plays a key role in cultivating and retaining recreational opportunities
within the Town, since the large portion of recreation opportunities involve nature acid the outdoors.
Land Use
• The aspect of land use plays a primary role when dealing with the topic of recreation. Sufficient
space for recreational facilities, additional outdoor facilities, as well as preservation and maintenance - -
of parks and existing facilities must be considered and allocated in recreation planning efforts.
Regional Considerations
Outdoor recreation is prevalent within the Town of Vail boundaries.
There are limited public indoor recreational facilities within the Town of Vail boundaries.
Multiple public recreational facilities exist down-valley.
A number of high-cost private fitness facilities exist within the Town of Vail.
Projections
Based on observations from the current status of recreational opportunities within the Town, it is apparent
that attention must be paid to maintaining and improving the quality of the recreation resources and
opportunities provided to both residents and tourists. Due to the growth of neighboring communities, the
economic vitality of Vail is dependent on the continued focus on providing "world-class" outdoor
recreation opportunities, for which the Town is known, as well as giving special attention to providing
quality indoor recreation opportunities for all.
An evaluation of current recreation facilities and services suggests that residents feel that more aquatic,
fitness/wellness and senior facilities are a priority at the present time. Projecting into the future using
estimates of development from the Vail model, the demand for recreation facilities will increase greatly.
New residential development will increase the number of units in the Town by as many as 2,000
residences. New residents and seasonal residents will place demands on existing facilities and will
require new facilities as well. The model also suggests. the impacts of new residentially-driven recreation
demand will also be uneven-they will be greatest in West Vail and West Lionshead where the largest
increases in residential density will occur.
COMMUNITY PLAN TOPICS ~ RECREATION F-2
STATE OF VAIL: CULTURE AND SOCIAL ISSUES
Cultural offerings in Vail are quite extensive for a small mountain community and this is just one element
that greatly affects the social fabric of the community. Cultural offerings are an integral element of life in
the Vail Valley. In 1985, the Vail Valley Foundation agreed to spearhead the fundraising and
construction responsibilities for a new open-air amphitheater, located on land donated by the Town of
Vail in Ford Park. Two years later, the Gerald R. Ford Amphitheater officially opened its doors, ushering
in a new era for the performing arts in the Vail Valley.
Other cultural and entertainment enhancements have included the completion of the $9 million renovation
of the Gerald R. Ford Amphitheater in 2001, along with the creation of the Bud Light Street Beat free
winter concert series in Vail Village and the American National Bank Show DownTown, which brings
free weekly summer concerts to Eagle.
In 2003, the cultural umbrella and joint marketing effort of Prima was created in an attempt to centralize
the Vail Valley's entire summer cultural offerings. Prima, which is run by the Vail Valley Tourism and
Convention Bureau, initially included the Vail International Dance Festival, Bravo! Vail Valley Music
Festival, and the Beaver Creek Theatre Festival. The Theatre Festival was eliminated in 2005 and Prima
has added the Beaver Creek Film Series, the Vail Symposium and the Vail Jazz Festival.
The Town of Vail's Art in Public Places program was officially adopted in 1992 to promote and
encourage the development and public awareness of the visual arts. An eleven-member board oversees
the program, which takes responsibility for placing quality visual art in highly accessible and visible
public places for residents and guests to enjoy, and providing.an effective process for selecting,
purchasing, commissioning, placing, and maintaining public art projects.
The Town of Vail conducted a community survey of year-round and seasonal residents and second-home
owners in March of 2005. This was done to measure community perceptions and attitudes regarding
unmet needs and priorities for action, and satisfaction with services and programs currently offered by the
Town. In addition, focus groups made up of employees, permanent residents, second homeowners,
business owners, and Town staff were conducted in order to gather insights on current issues the
community is facing and major opportunities and challenges going forward. Together, the community
survey and focus groups provide a basis for understanding the current social issues facing the Town.
Current Cultural Situation
Music/Dance
• Bud Light Hot Summer Nights free summer concert series
• Annual 4`h of July patriotic concert.
• The Vail International Dance Festival
• Bravo! Vail Valley Music Festival
• Vilar Center for the Arts in Beaver Creek summer and winter seasons
• American National Bank ShowDown Town free concert series (down-valley)
• Bud Light Street Beat free winter concert series
• Vail Jazz Festival
Fine Art
• Thirty Art in Public Places (AIPP)-sponsored pieces within the Town
• Town playgrounds featuring AIPP pieces
• Annual summer sculpture exhibition in Ford Park
COMMUNITY PLAN TOPICS ^ CULTURE & ENTERTAINMENT/SOCIAL ISSUES H-I
STATE OF VAIL
• Town of Vail employee art exhibition
• Student art competition
• Artist visits to local schools
Film/Theater
• Beaver Creek Film Series
• Free family movies
• Local theater presentations
Following are some basic statistics derived from both Prima and Vail International Dance Festival
surveys conducted between 2003-2005:
• 31 percent of the overnight guests and day visitors came to Vail specifically for the cultural event
• 82 percent of event attendees travel specifically for cultural events
• 87 percent of guests had heard of the Vail International Dance Festival-81 percent had heard of
Bravo! Vail Valley Music Festival
• 49 percent of the guests had a household income of $150,000 or higher
• Average age of cultural event attendees was 53 years
• 45 percent of cultural event attendees were male-55 percent were female
• Guests were divided as follows: 31 percent overnight guests, 13 percent day visitors, 25 percent
seasonal Vail residents and 31 percent full-time Vail residents
• 58 percent of cultural event attendees planned to have dinner or drinks at a local restaurant
Current Social Situation
Over the past several years, the demographic profile and economic base of the Town of Vail has steadily
changed. The Town, benefiting from what is generally recognized as the premier mountain resort in
North America, has emerged as an international destination resort, primarily during the winter season and,
to a lesser extent, during the summer as well. While this evolution has been occurring, increased demand
by second-home investors has increased property values to the extent that a majority of year-round
residents have relocated from the Town to down-valley locations in Eagle Vail, Avon, Edwards, Eagle,
etc. Following this shift in year-round population has been a variety of retail and professional service
uses, employment opportunities, tourism-related centers, and support services. The Town of Vail, which
only 20 years ago represented over 65 percent of the population and retail activity of Eagle County, has
found its relative role within the region ,significantly diminished.
Sense of Community
In spite of changing demographics there remains support for the "sense of community" and a desire to see
this enhanced through programs like the Farmers' Market, special events and various recreational
facilities and opportunities. These types of programs are a part of what makes Vail special and are among
the characteristics that residents, part-time residents and visitors alike share and cherish. In fact, this idea
has been measured over time and the results show that sense of community is recognized by seasonal
residents as well as year-round residents. As part of the Community Survey conducted most recently in
2005, 17 percent of respondents indicated that the "sense of community" had improved in the past two
years, 21 percent felt it had gotten worse (a decrease from 31 percent in previous years), and 53 percent
said it had stayed the same. When asked if things in the Town of Vail are going in the "right direction," or
have they "gotten off on the wrong track," 70 percent indicated they were going in the right direction and
19 percent felt they had gotten off on the wrong track. In other words, by both measures, the Town's
sense of community. and general direction are headed in a positive direction. Yet there is clear room for
COMMUNITY PLAN TOPICS ^ CULTURE & ENTERTAINMENT/SOCIAL ISSUES H-2
STATE OF VAIL
improvement with 21 percent feeling that sense of community is getting worse, and 30 percent saying that
the Town is on the "wrong track."
One of the unmet needs in the Town is a community facility or programs that serve families and youth.
This would pertain to year-round residents as well as destination visitors, and might include ayear-round
pool or afull-service recreation center. These amenities were mentioned in the focus groups and were .
listed as the top two facilities or programs respondents would like to see added in Vail. Also among the
most mentioned needs in the community survey were affordable housing, better/affordable parking, a
conference center, and entertainment and activities for kids.
In a recent study conducted on the parks and recreation facilities in the Town and Vail Recreation
District, 57 percent of respondents rated Vail's recreation facilities as "mostly" or "completely" meeting
the needs of the community and 67 percent rated the programs and activities as meeting the needs of the
community. When asked which indoor recreation features could be included or expanded in facilities in
the Vail area, an indoor pool with lap lanes was the top choice, with 63 percent indicating that it was
"important" or "very, important" to them.
Shift Down-Valley
The loss of the middle class, including professionals, business people, and families in Town will continue
to affect the sense of community. While the population in Town has increased slightly over time, the total
number of residents registered to vote in the Town has seen a continual decline since 1996, an indication
of an increasing second-homeowner population and possible decreasing interest in the local community.
The total number of households and family households in Vail increased slightly between 1990 and 2000,
but the number of families with children at home decreased by 17 percent. In contrast, Eagle County as a
whole, Avon, and Eagle had significant increases in all three categories over the same time period.
Change in Household Characteristics
1990 vs. 2000 percent change
200%
167
150%
100% i
81% 80% 78%
t~.~,;,
50%
29% ,~
v
- 10%
't
0%
-50%
Total Households famiy Households
t8 Eagle County
^ Avon
© Ea91e
164%
- - 80
63% r~
~, ' ~,
-17
families with one or mae people under 18 years:
Source: US Census Bureau 1990 and 2000
Another indication that families are moving out of the Town of Vail is the declining enrollment in local
schools. Total enrollment at Red Sandstone Elementary (attended by students living in the Towns of Red
Cliff, Minturn, Vail, or the River Run Development) has slowly but consistently declined since 1999.
COMMUNITY PLAN TOPICS ^ CULTURE & ENTERTAINMENT/SOCIAL ISSUES H-3
STATE OF VAIL
Activities and social interactions of year-round residents are shifting down-valley along with the essential
day-to-day services and activities. The resident work force is selling out at high prices and moving their
residential equity down-valley,-where socializing, restaurants, and shopping needs are now being met.
The lack of "local-oriented" establishments or a solid retail base in the Town make it less inviting and
engaging than it previously was. As shown in the Economy and Town's Financial Condition Topic
Report, the county sales tax collected in the Town of Vail has decreased over the years from more than 65
percent of Eagle County's total sales tax collected in the mid-1980s to just over 30 percent in 2005.
Relationship between Culture and Other Key Topics
Cultural offerings are an extremely important aspect of the Vail Valley's overall fabric and, through
events such as the Vail International Dance Festival and the Bravo! Vail Valley Music Festival, have
created a new clientele for the valley. They have helped to turn the Vail Valley into a cultural destination,
primarily in the summer months. However, the Town may well be on the verge of witnessing a case of
there being too much to do on any given weekend during the summer, resulting in a cannibalization of
sorts, whereby promoters and event producers are carving up smaller portions of the same pie.
Relationship.between Culture and Social Issues and Other Topics
This shifting demographic profile of Vail and associated social changes are being felt in the Town and in
the neighboring Towns and County. Changes are impacting and impacted by a number of topics on a
regional and local level including: transportation and parking, affordable housing for the workforce, a
declining tax base relative to the Town's ability to meet fiscal needs of the community, and a changing
retail mix. In recent years, the shifts within the Town to a relatively more tourist-oriented and dominated
demographic, and a changing economic base, have created both opportunities and challenges which are
recognized and are being proactively addressed. In turn, these changes have affected other communities
in the region.
Clearly, the changing social structure of the Town and the increased rate ofdown-valley growth have
dramatically illustrated the need for regional cooperation among the various governmental jurisdictions to
collectively address the multitude of land use, transportation, housing, economic, and community/social
service needs which are beyond the capacity of any one community to solve.
Housing
• The Town should work to ensure that cultural offerings address the needs and desires of all residents
including the local workforce.
Transportation
• Current cultural activities often do not provide sufficient parking, and collaborative efforts to remedy
this issue should be investigated. If increased cultural opportunities are contemplated that create an
increase in traffic, traffic studies for proposed locations should verify that the proposed offerings are
feasible.
Recreation
• Recreation and cultural opportunities co-exist to make Vail a place that is enjoyed by visitors and
locals alike. The basis of Vail's economy rests equally on recreational and cultural events between
the summer and winter seasons.
Environment
• The care of the environment plays a key role in cultivating cultural opportunities within the Town.
Most of the cultural opportunities offered involve nature and the outdoors.
COMMUNITY PLAN TOPICS ^ CULTURE & ENTERTAINMENT/SOCIAL ISSUES H-4
STATE OF VAIL
Land Use
• The aspect of land use plays a secondary role when dealing with the topic of culture. Sufficient space
for cultural opportunities exists and should be maintained. Outdoor and public venues should
continue to be used for cultural events.
Regional Considerations
Vail continues to host one of the world's premier summer music festivals. Vail is the only community
within the Vail Valley which provides such artistic and musical- offerings. However, within 100 miles
west and east of Vail are two other communities that provide renowned cultural opportunities: Aspen and
Denver. Vail must continue to focus on maintaining a varied and high quality level of cultural influence
during both its summer and winter artistic offerings.
Projections
Booking fees for musicians will continue to be problematic in the formation of the Music/Dance
schedules. The possibility that patrons will not be able to afford to see major acts may result.
The lifeblood of the cultural opportunities, the Vail Valley Foundation, has an inability to incur
significant losses on events. Targeting the older segment of residents and guests to support artistic events
completely eliminates a great many of the younger residents and guests. Keeping prices low enough that
the younger population can afford to attend events will be important. Maintaining the trio of free concert
series must continue without incurring significant losses.
Projecting social trends out to 2020 suggests that the social condition of the Town and its sense of
community will undergo a variety of stresses. More homes and population, coupled with more
affluent/retired seasonal residents, will change the social environment. The Town of Vail is facing the
need to become even more proactive in establishing and meeting certain priorities to maintain a
reasonable balance between the objectives of a premier destination resort community and ayear-round
local and sustainable population.
Assuming the Town does little to change trends (for example, through housing, parking, transportation
and recreational facilities), Vail will be a very different place socially in 2020 because of dramatic
changes in the overall demographic profile of the community.
COMMUNITY PLAN TOPICS ^ CULTURE & ENTERTAINMENT/SOCIAL ISSUES H-5
Attachment B
Process Overview for
Vail 20120
July 18, 2006
I. GOALS:
• To identify commonly shared values in the community.
• To create a clear and vivid vision of Vail's future.
• To develop an integrated community plan that creates an effective coordinated
strategy for Vail's future.
• To create a final product that transcends the administrations of Town Council and
appointed Boards and Commissions.
• To build upon planning processes from other communities and processes already in
place in Vail.
• To create a participatory process focused on listening and community involvement.
II. OUTCOMES:
• A strategic plan which provides atopically-based vision for the next 10-15 years based
on a shared set of values and provides an integrated action plan to achieve that vision
• Coordinate decision making so that land use strategies compliment transportation,
housing, and economic strategies and vice versa. This will help save time and
money through more coordinated project management.
• Improve effectiveness and efficiency in capital and operational budgeting by ensuring
that the annual budget supports a strategic vision and the values that the community
already identified. In addition, this process has been proven to leverage other
private and public dollars to implement shared goals.
III.. PROCESS:
Phase 7: Project Planning
A. State of Vail Report
Objectives:
• Provide factual description of the state of the Town of Vail today in critical
areas: economics/TOV finance, demographics, land use, transportation,
.culture, recreation, environment, and housing.
• Project a baseline future (year 2020) scenario in each of these areas to
foster a meaningful discussion about Vail's future.
Strategies:
• Staff is currently preparing the "critical area" sections while RRC is
refining the overall document.
• Draft is to be completed by RRC for Staff review by June 30, 2006.
• Council receives draft on July 18tH
• Mail revised draft to institutional groups (and/or manually distribute at
August 2"d meeting).
B. Town Council Update (July 18tH)
Objectives:
• Evaluate timing and process with the Council.
• Gain support from Council as a whole on next steps.
C. Update Website (ongoing)
Objectives:
• Keep the public informed and increase involvement in the process.
Strategies:
• Weekly uploads using Staff and Design Workshop text
D. Institutional Meeting: August'3, 2006
Objectives:
• Review proposed process and solicit feedback
• Request input on institutional goals
• Request input on questions that should be considered in the community
planning process
Strategies:
• Mail letter to institutions and follow-up with phone calls on July 19tH
• Distribute State of Vail Report
• Request input on State of Vail Report by August Stn
Phase 2: Community Visioning Phase
A. First Community Visioning Workshop 8/22/06
Objectives:
• Introduce and build enthusiasm for the process.
• Gain 'buy-in' from the participants.
• Manage expectations of the process.
2
• Discuss tensions in a free-form yet highly facilitated manner.
• Review, revise and ratify value statements gained from Vail Tomorrow
and other processes.
• Analyze whether the Town of Vail is aligned with the values the
community has identified as important.
• Relieve community stress.
Strategies:
• Everyone in the community will be invited. Design Workshop will work with
Town staff in advance to ensure all community stakeholder groups are invited to
participate in the process.
• Step 1: To engage participants right away, they will be given Vail
postcards as they enter the meeting space. Facilitators at the door will
ask them to write a postcard to a friend as if it was the year 2020
describing what they love about the Town of Vail. They will be asked to
share those characteristics of Vail in 2020 that they liked. Participants will
then be encouraged to discuss their postcard with their neighbors. Later,
during the early portions of Step 3, they will be asked to look at the values
statements posted around the room and determine if the values
expressed in their post card are embodied in those values. (as people
enter the meeting)
Remote participation: Individuals. will have an opportunity on the .Town
website to create their own postcard and characteristics of Vail 2020 that
they want to see. Their comments will be recorded and posted in the
meeting space at the work session.
• Step 2: The process would begin with apresenter-led introduction/warm-
up aimed at establishing the reason for creating a new Community Plan
and the objectives, outcomes, schedule, and process for the work
session. This introduction will aim to generate participant buy-in for the
process. (Approx. 20 minutes)
Remote participation: Individuals who cannot attend the work session
will have an opportunity to voice their opinions on the Town website. The
website will provide the same information that was covered in the
meeting.
Step 3: Alignment Analysis. An initial discussion of where the values
statements came from will occur. Values are to be timeless and enduring
principles of a community and do not change often. However, ideas for
values that are not included in the list may be "discovered" as we work
through this analysis and we can discuss adding them, Individuals will
then have an opportunity in break out groups to complete a form of a
SWOT exercise on how the Vail community is performing as it related to
its values. Groups would be asked to fill in a worksheet with four major
questions.
o Identify how the community is in alignment with our values i.e our
strenghts. How have our actions SUPPORTED our values?
3
o Identify where we fall short in achieving our values. How have our
actions VIOLATED our values?
o What are opportunities for increasing alignment around our
values? What do we need MORE OF to support our values?
o Threats or behaviors that that unite and divitde us. What do we
need LESS OF to support our values?
Small groups would report out on major observations and will be asked
not to duplicate what had already been said (30 minutes for group work,
60 minutes of reporting).
• Step 4: As a group, develop some agreements on how we will conduct
ourselves to ensure that we uphold our values in this process. This:would
take the form of a short presentation of concepts including positions vs.
interests and consensus. At that point, one of three things could occur:
^ The Town Council's ground rules are presented and folks are
asked to follow.
^ Small groups are formed and allowed to create their own rules.
Then the group as a whole chooses the ones that should make it
on a list of ground rules
^ The Town Council's ground rules are a starting point and as a
large group we identify additional rules that need added.
(30 to 45 minutes depending on method).
Remote participation: Individuals will have an opportunity on the Town
website to complete their own SWAT analysis to be added to the overall
SWAT analysis for values.
• Step 5: Summarize and adjourn. Results for the evening would be
reviewed. Next steps would be presented. Participants thanked and the
meeting adjourned. (Approx. 15 minutes)
• Step 6: Give each person five dots to place on the lists of "MORE OF"
and "LESS OF" items discussed in Step 3 to indicate their priorities. This
is a first step of prioritizing future actions. (as they leave meeting)
(Total of 2 hours 35 minutes to 2 hours 50 minutes)
B. Second Community Visioning Workshop 8/24/06
Objectives:
• Review the outcomes of the First Community Visioning Workshop
• Establish the concept of "consensus"; inoculate participants to the idea
that disagreement is healthy and expected and not necessarily a barrier
to achieving consensus.
• Discuss the barriers to achieving consensus, including not feeling heard,
differences in values, unwillingness to consider the rights of others, etc.
4
• Review existing information (State of Vail Report, etc.)
• Reach consensus on a unified Vision
• Receive input on dislikes to be pursued and avoided in each critical area.
Strategies:
Step 1: We would begin by reviewing what was accomplished in the first
workshop, and confirm the objectives,. outcomes, ground rules, schedule,
and process for this second work session. Value statements from the first
workshop will be posted and referred to as well as summarized data from
the alignment analysis. This introduction will also include a brief
presentation on the concept of consensus, why it is important, and how it
is achieved. (Approx. 30 minutes)
Remote participation; Individuals participating remotely will have an
opportunity on the Town website to review the results of the first work
session.
Step 2: Using data, trends and projections, a baseline scenario will be
presented showing the status of the Town of Vail in the year 2020 if it
maintains its present course. This scenario will be described in both a
narrative and graphic form to the extent the information allows using "key
indicator" categories (growth, housing, economics, environment,
transportation, etc). (Approx. 45 minutes)
Remote participation: Individuals participating remotely will have an
opportunity on the Town website to review the baseline scenario and key
indicator information.
• Step 3: The group will be tasked with evaluating this baseline scenario.
The room will be set up in stations: Each station will have a facilitator, a
board expressing a particular topics manifestation in the baseline
scenario, and. tablets to record input. For an hour, folks will be allowed to
go from one station to the next to review the material and express their
feelings in the form of likes, dislikes and recommendations. The
recommendations can be used to create goals and objectives in the later
institutional groups. Likes, dislikes, and recommendations will only be
recorded once. No redundancies. (Approx. 60 minutes)
Remote participation: Individuals participating remotely will have an
opportunity on the Town website to provide input on the likes, dislikes and
recommendations of each key indicator area. Their comments will be
added to the Post-it tablets.
• Step 4: Summarize and adjourn. Results for the evening would be
reviewed. Next steps would be presented. Participants thanked,
encouraged to participate in working groups and the meeting adjourned.
(Approx. 15 minutes)
• Step 5: All tablets will be posted and participants will have the opportunity
to place green dots on the recommendations they most think should be
pursued in each key indicator area. (as they leave the meeting)
Remote participation: After the second work session, individuals
participating remotely will have an opportunity to review the compiled list
of likes and dislikes and identify the likes that should most.be pursued
and the dislikes to be avoided.
Phase 3 Development of a Strategic Plan
A. Staff compiles Institutional and Community input, beginning August 25,
2006.
B. Council meeting to review inpuf and desired process for action plans on
9/99/06 (or other date TBD).
C. Institutional Work Begins 9/20/06
Following the Community Meetings held in August, staff will summarize the input
received and make recommendations to the Town Council in September regarding
how to move forward with the development of a strategic plan. This allows time to
evaluate the input from the August meetings and ensure Council is comfortable
with the next steps. The Town Council will then be charged with reviewing the
findings and developing a process that will be used to address the issues and
ideas identified by the community. Staff has been encouraged to create a focused
process and respect the work that is already occurring by organized groups in
various topical areas such as the Economy (Economic Council), Recreation (VRD
focus groups and recreation planning), Housing (Housing Authority) and others. It
is envisioned that the following topics could be addressed in a strategic plan and
that these topics would be convened by the following groups (existing institutional
groups would be used were possible):
• Economic Strategy- Convened by Economic Council, Chair is Stan
Zemler
• Recreation Strategy- Convened by Recreation Master Plan Team
• Housing Strategy- Convened by Housing Authority, Chair is Mark Risto
• Land Use/Growth Management -convened by Community
Development
• Transportation & Infrastructure: Public Works, ECO, Eagle County,
CDOT
Environment- Convened by Town of Vail Environmental Health officer
Staff generally envisions the following process to complete a strategic plan:
• Each topical group will allow the Town to publicize the date and location
of meetings.
• Each topical group will allow public input, with their chair deciding how
to integrate such public input.
6
• Town Staff representatives will participate in each topical area, aid in
publicizing meeting dates, and help track progress of the different
groups, using the template below:
Goals of the group/community for this topical area
Objectives
Actions: Specific steps to reach main objectives
• Who should implement the action(s)?
• How should the action(s) be implemented?
• When should they be implemented?
• Which Partnerships should be developed to
successfully irnplemerit the actions?
• What are the resource needs to implement the
actions?
It should be noted that Council would be asked to review the input
from the community meetings and then decide on the final structure
and approach for addressing the topical areas discussed during the
community meetings. The Council may elect to delete or add topical
areas base on the input from the August meetings. Once those next
steps are approved, staff would communicate to the community the
opportunities to participate in those topical area discussions. Staff
believes that working groups could complete an action plan by
November and then communicate that draft plan to the community in
a final public meeting. Then Staff would propose that this plan
provide a foundation for the Town Council's next strategic planning
meeting in December or January.
Proposed Schedule:
^ Late October: Joint meeting among topical groups to discuss
trade-offs and resolve any conflicts. Design Workshop will
facilitate this meeting and any other meetings necessary to
work out issues between groups.
^ Early November: Rough draft action plan will be required of
each topical group.
^ Mid November: Institutional groups will refine their action
plans.
• Late November: Another joint meeting of topical groups, this
time to review public presentation
• Early December: Final public presentation of Strategic Plan
(compilation of topical groups' action plans) and verification of
actions.
7
^ December/January: Draft Strategic Plan will be used at a
Town Council retreat to provide a framework for creating the
strategic agenda for the Town Council in the next several
years.
D. Public presentation of draft action plan (November/December)
Objectives:
• Present topical area action plans and receive public feedback on action
plan.
• Educate the public about trade-offs and fiscal conditions
• Help public officials to understand the priorities of the public.
• Receive feed back on priority actions
Strategies:
• Recap values, vision, and goals.
• Action plans from each working group will be displayed in the room with
approximate prices for each action item to be carried out each group will
present action plan.
• Public will be asked to prioritize actions in the context of where limited
dollars should be used and whether new funding methods should be used
to help pay for high priority actions.
E. Staff/Design Workshop work with institutional groups to complete draft
community plan for adoption by Town Council.
II. ADOPTION AND IMPLEMENTATION PHASE (December/January)
F:\cdev\Community Plan\Facilitated Process Summary\Facilitated processes 071306ER.doc
8
Attachment C
Vail 20/2U
Communications Plan
Goal: Develop and implement a communications plan that builds widespread
awareness and diverse participation in the development of a comprehensive community
action plan for Vail. The result will be community-wide awareness, support and
enthusiasm, and ownership for the plan's immediate and long-term implementation.
Key Measurements:
o Unanimous ownership and support by current and future Vail Town Council (and
staff).
o Active, ongoing participation by institutional partners.
o Active participation by 300 or more residents/part-time residents/stakeholders at
the public meetings.
o Passive participation by 100 or more via web.
0 90% community awareness level as measured by 2007 Town of Vail community
survey.
o Implementation of actions by responsible parties.
o Elements of plan become repeated as "sound bites" in day-to-day conversation.
o Support on editorial pages.
Tools:
o Direct mail (post card) announcement.
o News releases. .
o Community calendar.
o Editorials, columns and letters to the editor.
o Public service announcements for TV and radio.
o Newsletter updates published in Vail Daily and mailed to participants.
o One-on-one contacts.
o Web site for remote participation and updates.
o Email correspondence via Vail-Mail and other databases.
o Institutional stakeholder correspondence to members, employees, etc.
o Speakers Bureau for Rotary and institutional stakeholders.
Tactics:
o Week of June 12
Shortlist project names (top 5)
Circulate draft of process overview for review and comment
Circulate draft of communications plan for review and comment
Complete estimated budget for communications plan
Circulate draft of talking points for review and comment
Review state of the town report and clarify intended distribution
o Week of June 19
Finalize working name of process
Begin process to develop project graphic and tag line
o Week of June 26
Continue process to finalize project graphic and tag line
Update, refine communications plan
o Week of July 3
Circulate revised draft of process overview for review and comment
Circulate draft of communications plan for review and comment
Revise estimated budget for communications plan
Circulate draft of talking points for review and comment
Clarify intended distribution and production of state of the town report
Clarify intended distribution of existing state of the town publication
Clarify Council packet content for July 18 meeting (process, project name, logo,
etc.)
o Week of July 10
Community attention focused on Crossroads election/Front Range media
Prepare Council packet information for July 18 meeting
Continue process to finalize project graphic
Prepare executive summary and final state of the town to go to print for
institutional meeting on August 3`d
o Week of July 17
Participate in Council process update at July 18 Council meeting; seek
approval of process, project name and logo
Work with team to finalize recruitment process for institutional stakeholder
meeting on August 3 and background materials needed
Collect database information at community picnic, July 20
Kris/Colleen/Jamie to consolidate email database, purging duplicates
Post election/approach Peter Knobel and Mark Cervantis to call upon their
communications network to promote process
Assign personal calls from key stakeholder list (Elisabeth's list)
o Week of July 24
Work with team to develop agenda and desired outcomes for institutional
stakeholders meeting
_ Complete background materials for institutional stakeholder meeting
One-on-one calls to key stakeholders (Elisabeth's list)
o Week of July 31
Final preparations for institutional stakeholders meeting on August 3
Develop list of follow up actions from August 3 stakeholders meeting
Elisabeth and Kris to create web plan with pages built and ready to post
Receive team approval for postcard invitation artwork
Draft news release announcing process and meeting schedule
Draft copy for and design one-page 20/20 newsletter for newspapers
Arrange to meet with newspaper editorial departments (Vail Daily and Vail Trail)
to provide background and request editorial support
o Week of August 7
Publicly announce process and meeting schedule for community plan
to include: news release, post card invitations printed and mailed to all Vail
residents and part-time residents, a-mail invitations to TOV data base, Vail-Mail,
TOV Weekly News, web, public service announcements, community calendar
Postcard invitations to printer.and mailing house
2'
Publish one-page newsletter in Vail Daily, Vail Trail announcing process
Solicit Vail Library to include materials in book bag or create a book mark
Move web info to more prominent place on TOV home page
Post remote participation on web for Aug. 22 & Aug. 24 public meetings
Determine distribution approach for revised state of the town report
Distribute materials during Aug. 10 community picnic
Draft news release with details about Aug. 22 and Aug. 24 meetings
o Week of August 14
Issue news release announcing Aug. 22 and Aug. 24 meetings
Prepare newsletter brief to be circulated by institutional stakeholders announcing
support and involvement of process and encouraging participation by stakeholder
members and employees
Republish one-page newsletter in Vail Daily, Vail Trail
Work with team to determine logistics for August 22 & 24 meetings (RSVP, food,
set up, materials, photography, videotaping, sign in sheets, etc.)
Distribute info to institutional stakeholders for dissemination to
members/employees
Enlist Kaye Ferry's assistance in discussing process in her column
Review RSVP count and make communications adjustments as necessary
Work with team to determine extent of using future scenario tidbits as a teaser
o Week of August 21
Final preparations for public meetings
Review RSVP count and make communications adjustments as necessary
Collect and package remote participation results from web for use Aug. 22 &
Aug. 24
Review RSVP count and make recruitment adjustments as necessary .
Attempt to place an editorial by Don Rogers describing future scenario
Republish one-page newsletter in Vail Daily
Update web with remote participation posting
Public meetings Aug. 22 ~ Aug. 24
Assess community participation to date and adjust strategy
Summarize public meeting results/next steps and post on web, distribute to email
list, issue news release
o .Week of August 28
Draft one page newsletter to be published in newspapers recapping process and
describing preferred future scenario
Adjust remote web participation steps, as needed
o Week of Sept. 4
Republish one-page newsletter in local papers
Follow up with editorial columnists to provide favorable coverage of process, to
date
Adjust remote web participation steps, as needed
Assess communications plan, as needed
Announce institutional meeting schedule for topical areas; set ground rules for
public participation
o Week. of Sept. 11
3
Assess community participation, to date, and adjust recruitment strategy
Work with institutional partners to keep communications flowing to constituents,
members
Adjust remote web participation steps, as needed
Publish institutional meeting schedule for topical areas
The following steps are subject to Council review in September:
o Week of Sept. 18
Adjust web as needed
o Week of Sept. 25
Adjust web as needed
Summarize activities to dates/next steps and post on web, distribute to email. list,
issue news release
o Week of Oct. 2
Publish institutional meeting schedule for topical areas
Evaluate communications plan and adjust as needed
Adjust remote web participation as needed
o Week of Oct. 9
Publish institutional meeting schedule for topical areas
Update web as needed
o Week of Oct. 16
Publish institutional meeting schedule for topical areas
Update web as needed
o .Week of Oct. 23
Publish institutional meeting schedule for topical areas
Update web as needed
o Week of Oct. 30
Publish institutional meeting schedule for topical areas
Update web as needed
o Week of Nov. 6
Work with team to determine logistics for Nov. 10 meeting (sign in sheets,
photography, video taping, etc.)
Update web as needed
Draft one page newsletter update to be published in the newspapers
Draft and issue news release announcing Nov. 14 -open house
o ~ Week of Nov. 13
Announce availability of draft community plan via email list, news release, Vail
Mail, newsletter
Mail draft to all previous participants
Post draft plan on web
Publish newsletter in the newspapers
4
Summarize results/next steps and post on web, distribute to email list, issue
news release
o Week of Nov. 20
Republish one page newsletter in newspapers
Update web as needed
o Week of Nov. 27
Modify communications plan as needed
Update web as needed
o Week of Dec. 4
Continued communications, as needed
Update web as needed
o Week of Dec. 11
Issue news release announcing Town Council consideration of community plan;
communicate to all parties involved and invited them to attend and/or comment
Update web as needed
o Week of Dec. 18
Town Council adoption Dec. 19
Send news release announcing adoption of plan
Draft one page newsletter update to be published in the newspapers
o Week of Dec. 25
Publish one page newsletter/thank you in newspapers
Update web as needed
Newsletters
1 Announce process
Republish process
1 Summarize August meetings
Republish summary
1 Announce draft
Republish announce draft
1 Celebrate completion
Republish
5
Vail 20/20
Key Messages
• We have some important choices to make about Vail's future.
How much redevelopment is too much? What is our threshold for added density? What
are appropriate traffic levels? What is the best solution to address our public parking
shortage? What is needed to sustain our economy? How will we preserve the qualities
that make Vail a special place? Where is the Town going to house new employees
generated by the redevelopment craze?
• Recognizing it would be difficult to make these decisions in isolation, the Vail Town
Council is inviting community stakeholders to join in a series of strategic discussions that
will be used to create an action plan for the next 20 years.
• The timing of this effort is critical. With decisions pending on master plans for West
LionsHead and West Vail, in addition to redevelopment possibilities for Timber Ridge
and the LionsHead parking structure, plus a master plan for recreation currently in the
works, the need for along-range strategy is essential in helping to guide decisions for
these and other projects.
• Given the critical timing, this community planning process has been tightly structured
and will take place between August and November of this year with Town Council
adoption of the long range plan slated for December. The process includes four
community meetings, opportunities for web participation and additional contributions by
anyone who wishes to serve on one of eight working groups to develop goals and
actions.
• The Vail Town Council and Town Staff will lead the planning effort and is seeking
widespread community participation as well as involvement by its institutional partners,
including Vail Valley Medical Center, Eagle Valley Water & Sanitation District, Vail Valley
Foundation, U.S. Forest Service, Vail Resorts and others.
• The process will based on a series of indicators and trends that will show what Vail's
future will be like if the trends continue their present course. By identifying key attributes
important to Vail's community, the goal of the community plan is to document a desired
future vision that is in keeping with the community's values. A series of prioritized action
steps that align with the future vision will be included in the plan for immediate and long-
term implementation. Once adopted, the document will serve as a~framework for future
budgeting and planning decisions not only for the Town of Vail but most likely for other
agencies and organizations, where appropriate. This plan will help develop a sustainable
financial plan for the future.
• It has been more than a decade since the last community planning process. Affordable
housing initiatives took root during Vail Tomorrow, as did the Donovan Park and
Pavilion. What was learned from Vail Tomorrow is that people care greatly about Vail
and are willing to work together to resolve community conflicts and look to the future for
the betterment of Vail. That same community passion and spirit exists today and will be
called upon during this process.
• Vail Tomorrow also taught us that we need to be especially diligent in creating a
community plan that will stand the test of time. As such, the Vail community plan will
continue to be used by future councils as a budgeting and general planning guide.
• The town has also gone through a significant redevelopment. What is next? How should
future development proposals be evaluated given the community's values?
• Together, this will be our legacy for Vail.
6
ORDINANCE NO. 18
SERIES OF 2006
AN EMERGENCY ORDINANCE AMENDING TITLE 5, CHAPTER 9, VAIL TOWN
CODE REGARDING WILDLIFE PROTECTION IN THE TOWN OF VAIL; AND
SETTING FORTH DETAIL IN REGARD THERETO.
WHEREAS, it is the Town Council's opinion that the health, safety and welfare of
the citizens of the Town of Vail, and the wildlife indigenous to this valley, would be
enhanced and promoted by the amendment of this ordinance; and
WHEREAS, maintaining a sustainable wildlife and bear population in the Vail
Valley depends upon minimizing human conflicts with bears and other forms of wildlife;
and
WHEREAS, the Council finds that the feeding of wildlife within the Town of Vail
constitutes a menace to property and to the health, welfare, peace and safety of the
citizens of Vail; and
WHEREAS, human refuse provides an abundant yet unhealthy supply of food for
wildlife, which supports artificially high populations and places an additional strain on the
supply of naturally occurring foods; and
WHEREAS, reported human-bear conflicts have dramatically increased over the
past several months; and
WHEREAS, the ordinance as currently drafted has been ineffective in the
protection of the health, welfare, peace and safety of the citizens of Vail.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE
TOWN OF VAIL, COLORADO, THAT;
Section 1. Section 5-9-8 of the Vail Town Code is hereby repealed and re-enacted to
read as follows:
PENALTY ASSESSMENT: Any person who violates any of the provisions of this
Chapter shall be subject to the penalties provided in Section 1-4-1 of this Code for each
offense. For purposes of this section, each day a violation is present shall be deemed a
separate offense.
Section 2. Section 5-9-9 of the Vail Town Code is hereby repealed in its entirety.
Section 3. Sections 5-9-10 and 5-9-11 of the Vail Town Code are hereby re-
numerated as Sections 5-9-9 and 5-9-10 respectively.
Section 4. If any part, section, subsection, sentence, clause or phrase of this
ordinance is for any reason held to be invalid, such decision shall not effect the validity
of the remaining portions of this ordinance; and the Town Council hereby declares it
would have passed this ordinance, and each part, section, subsection, sentence, clause
or phrase thereof, regardless of the fact that any one or more parts, sections,
subsections, sentences, clauses or phrases be declared invalid.
Ordinance No. 18, Series 2006
Section 5. The amendment of any provision of the Town Code as provided in this
ordinance shall not affect any right which has accrued, any duty imposed, any violation
that occurred prior to the effective date hereof, any prosecution commenced, nor any
other action or proceeding as commenced under or by virtue of the provision amended.
The amendment of any provision hereby shall not revive any provision or any ordinance
previously repealed or superseded unless expressly stated herein.
Section 6. All bylaws, orders, resolutions and ordinances, or parts thereof,
inconsistent herewith are repealed to the extent only of such inconsistency. This
repealer shall not be construed to revise any bylaw, order, resolution or ordinance, or
part thereof, theretofore repealed.
Section 7. Emergency Measure. Based upon all of the foregoing, the Council finds
and declares that there is reasonable justification for the adoption of this Ordinance as
an emergency measure; that this Ordinance is necessary for the immediate preservation
of the public welfare, and that this Ordinance shall therefore take effect immediately
upon adoption as provided by Section 4.11 of the Vail Home Rule Charter.
INTRODUCED, READ, PASSED, ADOPTED AS AN EMERGENCY MEASURE
BY THE UNANIMOUS VOTE OF COUNCIL MEMBERS PRESENT OR A VOTE OF
FIVE (5) COUNCIL MEMBERS, WHICHEVER IS LESS, AND ORDERED PUBLISHED
THIS 18th DAY OF JULY, 2006.
TOWN OF VAIL, COLORADO
Rod Slifer, Mayor
ATTEST:
By:
Lorelei Donaldson, Town Clerk
Ordinance No. 18, Series 2006
Memorandum
To: Vail Town Council
From: Community Development Department
Date: July 18, 2006
Re: Resolution No. 4, Series of 2006
Purpose
The purpose of this memorandum is to help facilitate a discussion regarding the most
appropriate way to amend the Lionshead Redevelopment Master Plan to ensure that
Policy Objective 2.3.3 of the Plan (Create a Stronger Economic Base Through Increased
Live Beds), is achieved.
In the memorandum staff has attempted to define the problem that currently faces the
Town and, then provides a number of options for the Town Council's consideration. It
should be understood that the options proposed are for discussion purposes only. If the
Council determines that one or more of the options has merit, staff recommends that
more detailed study of those options takes place prior to moving forward with any
possible amendments.
Problem Statement
The Town of Vail is experiencing an unprecedented amount of new construction in the
form of new development and redevelopment projects. Much of the new construction
activity is occurring in Lionshead. With that in mind, it could be said that the future of
Lionshead is being constructed today.
In anticipation of future new development and redevelopment opportunities in Lionshead,
the Vail Town Council adopted the Lionshead Redevelopment Master Plan on December
15, 1998. One of the six policy objectives of the Lionshead Redevelopment Master Plan
is to create a stronger economic base through increased live beds. To that end, the Plan
states,
"In order to enhance the vitality and viability of Vail, renewal and redevelopment
in Lionshead must promote improved occupancy rates and the creation of
additional bed base ("live beds " or "warm beds') through new lodging
products. "
While a clearly stated policy objective is presently in place, the current implementation
policies of the Plan (ie, Chapter 5 -Detailed Plan Recommendation, Overall Plan
Recommendations, Lionshead Mixed Use - 1 & . 2 zone districts, etc.) do little, if
anything, to ensure that the Plan's policy objectives are met; specifically Policy Objective
2.3.3. In fact, it could be argued that the adopted zoning regulations are in conflict with
the Policy Objective 2.3.3.
1
To that end, the Town Council finds it imperative that prior to accepting anymore
development applications for new development or redevelopment projects in Lionshead,
that a discussion occurs regarding the possible unintended consequences of continuing on
with the present Master Plan recommendations and/or Zoning Regulations. The intended
outcome of these discussions shall be the preservation and enhancement of the Town's
supply of "live beds". Regardless of the direction taken, the Town Council believes that
diversity in the Town's lodging products is the key to the future success of the Town and
Lionshead.
Opportunities for Change
The purpose of this section of the memorandum is to summarize several options that the
Town Council may wish to consider when evaluating opportunities for ensuring that
Policy Objective 2.3.3 of the Lionshead Redevelopment Master Plan is achieved.
1. Amend the LMU-1 & 2 zone districts to create a greater mix of uses
The Town could amend the Lionshead Mixed Use -1 and & 2 zone districts
whereby a greater mix of uses (ie, residential uses) is required. As presently
adopted, the Lionshead Mixed Use zone districts only require a mix of
commercial uses on the first floor or ground level of a building. To truly
achieve a mixed use development, amendments to the Zoning Regulations
could be adopted which require not only a "mix" of commercial uses on the
first floor or ground level, but also a mix of residential dwelling types
throughout a building.
2. Create a new dwelling unit type
The Town could create a new dwelling unit type that by definition requires
that the unit is rented for a minimum number of days per year. For example,
the Zoning Regulations could be amended to include. a "seasonal dwelling
unit" A "seasonal dwelling unit" could be defined as,
"Any room or group of rooms with kitchen facilities in a multiple family
building, containing a front desk which is operated seven days per week
24 per day providing registration and reservation services, and designed
for or used by the occupant as an independent housekeeping unit on a
seasonal basis only. The unit shall be made available for short term
rental a minimum of 180 days per year and no less than 60 consecutive
days. "
Further amendments to the Zoning Regulations would be needed to ensure
that these types of units are constructed.- Enforceability of any new
regulations is a key element to be considered.
2
3. Amend the definition of "Lodge Dwelling Unit"
The Zoning Regulations currently allow for the construction of "lodge
dwelling units " in the LMU-1 & 2 zone districts. A "lodge dwelling units " is
best described as a small dwelling unit in a hotel-type of building which can
be individually owned (ie, buy a hotel room/condotel). To date, the Town has
not seen a development application which proposes the use of a "lodge
dwelling unit". One possible reason for this may be the way it is presently
defined and regulated. Staff believes that opportunities exist to better
incentivize the use of lodge dwelling units which would result in positive
outcomes for both the Town of Vail and the property owners. For example, a
lodge dwelling is presently limited to 650 square feet in size. By increasing
the allowable size, it is likely that amulti-room unit could be constructed
which could then be further separated or divided into additional lock-off units.
4. Add language requiring the provision of hotel-types of services and amenities
in multiple family structures.
The Lionshead Redevelopment Master Plan and/or Zoning Regulations could
be amended which requires or encourages the provision of hotel-types of
services and amenities (ie, front desk, reservation/registration capabilities,
luggage storage, guest drop-off, on-site management, recreational amenities,
robes and slippers, etc.) in a multiple family structure. While the quality of
these services could vary greatly, their existence in the building would make it
more likely that individual dwelling units would be rented. when not in use by
the owner and more attractive to potential renters when considering their
lodging options.
5. Amend the Condominium Conversion Ordinance
Title .13, Subdivision Regulations, Vail Town Code contains provisions
prohibiting the conversion of lodges and accommodation units to
condominiums. According to Section 13-7-1, Purpose, in part, the purpose of
Chapter 7 of the Subdivision Regulations is,
"To ensure the rental pool of accommodation units is not depleted by the
conversion of lodges and accommodation units to condominiums. "
According to Seciton 13-7-.7, Condominium Conversion of Lodge or
Accommodation Units,
"There shall not be permitted any conversion of a lodge or
accommodation unit within the town to a condominium, except as
provided for the provision of employee housing units. Employee housing
units created .pursuant to this chapter are subject to the definitions,
requirements and provisions of title 12, chapters 13 and 16 of this code, as
3
amended. (Ord. 5(2000) ~ 1: Ord. 15(1995) ~ 1: Ord. 1(1995) ~ 4: Ord.
21(1987) ~~ 1-3: Ord. 2(1983) ~' 1) "
Additionally, Section 13-7-13, Applicability, states,
"The .terms of this Chapter shall be applicable to projects that are
commenced or converted after the effective date hereof. (Ord. 5(2000) ~ 1:
Ord. 2(1983) ~ 1) "
While it is clear from the language written that an existing lodge (ie, Tivoli
Lodge), in its present state, can not be converted to condominiums, it is not
unclear whether an existing lodge can be torn down and redeveloped to
another permitted or conditional use allowed by the zone district regulations.
The Vail Town Code could be amended to clarify these regulations- or _an
interpretation of the regulation as presently stated adopted could be made.
6. Rezone certain properties to the Public Accommodation zone district.
Section 12-3-7, Amendments, Vail Town Code, provides procedures for
considering amendments to the Official Zoning Map of the Town of Vail.
This option, if pursued, would require that the Town initiates an amendment
to the Zoning Map to rezone certain properties. Due to the limited permitted
and conditional uses allowed in the PA zone district and the requirement that
70% of the allowable development potential be devoted to the creation of
accommodation units, the net result would be additional accommodation units
in Lionshead. The PA zone district differs from the LMU-1 & 2 zone districts
in that while both districts allow lodges as a permitted uses,. only the PA zone
district limits the amount of development potential that can be ~ devoted to
dwelling unit development. As presently defined by the Vail Land Use Plan,
the most appropriate location for PA zoned properties in the Town of Vail are
those properties located at the periphery of the Town's identified commercial
core areas. Those properties in Lionshead currently containing
accommodation units (Lionshead Inn, Marriott, Lionshead Annex) are located
around the periphery of the Lionshead commercial core area.
7. Adopt Resolution No. 4, Series of 2006 as recommended by the Town of Vail
Planning & Environmental Commission on June 26, 2006.
4
r
12-7A-1 12-7A-3
CHAPTER?
COMMERCIAL AND BUSINESS DISTRICTS
ARTICLE A. PUBLIC ACCOMMODATION (PA) DISTRICT
SECTION:
12-7A- 1: Purpose
12-7A- 2: Permitted Uses
12-7A- 3: Conditional Uses
12-7A- 4: Accessory Uses
12-7A- 5: Lot Area And Site Dimensions
12-7A- 6: Setbacks
12-7A- 7: Height
12-7A- 8: Density Control
12-7A- 9: Site Coverage
12-7A-10: Landscaping And Site
Development
12-7A-11: Parking And Loading
12-7A-12: Exterior Alterations Or
Modifications
12-7A-13: Compliance Burden
12-7A-14: Mitigation Of Development
Impacts
12-7A-15: Addition Of Gross Residential
Floor Area To Existing PA
Properties
12-7A-1: PURPOSE: The public accommo-
dation district is intended to
provide sites for lodges and residential
accommodations for visitors, together with
such public and semipublic facilities arid
limited professional offices, medical facili-
ties, private recreation, commercial/retail
and related visitor oriented uses as may
appropriately be located within the same
district and compatible with adjacent land
uses. The public accommodation district is
intended to ensure adequate light, air, open
space, and other amenities commensurate
with lodge uses, and to maintain the desir-
able resort qualities of the district by estab-
lishing appropriate site development stan-
dards. Additional nonresidential uses are
permitted as conditional uses which en-
hance the nature of Vail as a vacation com-
munity, and where permitted uses are in-
tended to function compatibly with the high
density lodging character of the district.
(Ord. 23(1999) § 1: Ord. 30(1977) § 7: Ord.
8(1973) § 7.100)
12-7A-2: PERMITTED USES: The. follow-
ing uses shall be permitted in
the PA district:
Lodges, including accessory eating, drink-
ing, or retail establishments located within
the principal use and not occupying more
than ten percent (10%) of the total gross
residential floor area of the main structure
or structures on the site; additional acces-
sory dining areas may be located on an
outdoor deck, porch, or terrace. (Ord.
23(1999) § 1: Ord. 37(1980). § 7: Ord.
19(1976). § 8: Ord. 8(1973) § 7.200)
12-7A-3: CONDITIONAL USES: The
following conditional uses shall
be permitted in the PA district, subject to
issuance of a conditional use permit in
accordance with the provisions of chapter
16 of this title:
Bed and breakfast, as further regulated by
section 12-14-18 of this title.
Town of Vail
February 2004
F
12-7A-3
Churches.
Fractional fee club units as further regulat-
ed by subsection 12-16-7A8 of this title.
Hospitals, medical and dental clinics, and
medical centers.
Lodges, including accessory .eating, drink-
ing, or retail establishments located within
the principal use and occupying between
ten percent (10%) and fifteen percent (15%)
of the total gross residential floor area of
the main structure or structures on the site.'
Major arcade, so long as it does not have
any exterior frontage on any public way,
street, walkway, or mall area.
Private clubs and civic, cultural and frater-
nal organizations.
Professional and business offices
Public buildings, grounds and facilities
Public or commercial parking facilities or
structures.
Public or private schools.
Public park and recreational facilities
Public transportation terminals.
Public utility and public service uses.
Ski -lifts and tows.
Theaters and convention facilities.
Type III employee housing units as provid-
ed in chapter 13 of this title. (Ord. 13(2003)
§ 1: Ord. 5(2001) § 9: Ord. 6(2000) § 2:
Ord. 23(1999) § 1: Ord. 22(1996) § 2: Ord.
8(1992) § 19: Ord. 31(1989) § 7: Ord.
12-7A-6
3(1985) § 1: Ord. 27(1982) § 1(b): Ord.
6(1982) § 8(a): Ord. 8(1981) § 2: Ord.
26(1980) § 2: Ord. 8(1973) § 7.300)
12-7A-4: ACCESSORY USES: The follow-
ing accessory uses shall be
permitted in the PA district:
Home occupations, subject to issuance of a
home occupation permit in accordance with
the provisions of section 12-14-12 of this
title.
Meeting rooms.
Minor arcade.
Swimming pools, tennis courts, patios, or
other recreation facilities customarily inci-
dental to permitted lodge uses.
Other uses customarily incidental and ac-
cessory to permitted or conditional uses,
and necessary for the operation thereof.
(Ord. 23(1999) § 1: Ord. 6(1982) § 8(b):
Ord. 8(1973) § 7.400)
12-7A-5: LOT AREA AND SITE DIMEN-
SIONS: The minimum lot or site
area shall be ten thousand (10,000) square
feet of buildable area and each site shall
have a minimum frontage of thirty feet (30').
Each site shall be of a size and shape ca-
pable of enclosing a square area eighty feet
(80') on each side within its boundaries.
(Ord. 23(1999) § 1: Ord. 12(1978) § 3)
12-7A-6: SETBACKS: In the PA district,
the minimum front setback shall
be twenty feet (20'), the minimum side
setback shall be twenty feet (20'), and the
minimum rear setback shall be twenty feet
(20'). At the discretion of the planning and
i
C };
February 2004
Town of V¢i1
12-7A-6
environmental commission and/or the de-
sign review board, variations to the setback
standards outlined above may be approved
during the review of exterior alternations or
modifications (section 12-7A-12 of this
article) subject to the applicant demonstrat-
ing compliance with the following criteria:
A. Proposed building setbacks provide
necessary separation between build-
= ings and riparian areas, geologically
sensitive areas and other environmen-
tally sensitive areas.
B. Proposed building setbacks comply
with applicable elements of the Vail
village urban design guide plan and
design considerations.
C. Proposed building setbacks will pro-
vide adequate availability of light, air
and open space.
- D. Proposed building setbacks will pro-
i....: vide a compatible relationship. with
buildings and uses on adjacent prop-
erties.
E. Proposed building setbacks will result
in creative design solutions or other
public benefits that could not other-
wise be achieved by conformance with
prescribed setback standards. (Ord.
23(1999) § 1: Ord. 50(1978) § 2)
12-7A-7: HEIGHT: For a flat roof or man-
sard roof, the height of buildings
shall not exceed forty five feet (45'). For a
sloping roof, the height of buildings shall
not exceed forty eight feet (48'). (Ord.
23(1999) § 1: Ord. 37(1980) § 2)
12-7A-8: DENSITY CONTROL: Up to one
hundred fifty (150) square feet of
12-7A-9
gross residential floor area (GRFA) may be
permitted for each one hundred (100)
square feet of buildable site area. Final
determination of allowable gross residential
floor area shall be made by the planning
and environmental commission in accor-
dance with section 12-7A-12 of this article.
Specifically, in determining allowable gross
residential floor area the planning and envi-
ronmental commission shall make a finding
that proposed gross residential floor area is
in conformance with applicable elements of
the Vail village urban design guide plan and
design considerations. Total density shall
not exceed twenty five (25) dwelling units
per acre of buildable site area. For the
purposes of calculating density, employee
housing units, accommodation units and
fractional fee club units shall not be count-
ed towards density.
A dwelling unit in amultiple-family .building
may include one attached accommodation
unit no larger than one-third ('/3) of the total
floor area of the dwelling. (Ord. 5(2003)
§ 4: Ord. 31(2001) §§ 3, 5: Ord. 23(1999)
§ 1: Ord. 50(1978) § 19: Ord. 12(1978) § 2)
12-7A-9: SITE COVERAGE: Site cover-
age shall not exceed sixty five
percent (65%) of the total site area. Final
determination of allowable site coverage
shall be made by the planning and environ-
mental commission and/or the design re-
view board in accordance with section
12-7A-12 of this article. Specifically, in
determining allowable site coverage the
planning and environmental commission
and/or the design review board shall make
a finding that proposed site coverage is in
conformance with applicable elements of
the Vail village urban design guide plan and
design considerations. (Ord. 23(1999) § 1:
Ord. 17(1991) § 7: Ord. 8(1973) § 7.507)
February 2004
Town of Vail
12-7A-10
12-7A-10: LANDSCAPING AND SITE DE-
VELOPMENT: At least thirty
percent (30%) of the total site area shall be
landscaped. The minimum width and length
of any area qualifying as landscaping shall
be fifteen feet (15') with a minimum area
not less than three hundred (300) square
feet. (Ord. 23(1999) §.1: Ord. 19(1976) § 8:
Ord. 8(1973) § 7.509)
12-7A-11: PARKING AND LOADING: Off
street parking and loading shall
be provided in accordance with chapter 10
of this title. At least seventy five percent
(75%) of the required parking shall be locat-
ed within the main building or buildings and
hidden from public .view. No at grade or
above grade surface parking or loading
area shall be located in any required front
setback area. Below grade underground
structured parking and short term guest
loading. and drop off shall be permitted in
the required front setback subject to the
approval of the planning and environmental
commission and/or the design review
board. (Ord. 23(1999) § 1: Ord. 19(1976)
§ 8: Ord. 8(1973) § 7.510)
12-7A-12: EXTERIOR ALTERATIONS OR
MODIFICATIONS:
A. Review Required: The construction of
a new building or the alteration of an
existing building shall be reviewed by
the design review board in accordance
with chapter 11 of this title. However,
any project which adds additional
dwelling units, accommodation units,
fractional fee club units, any project
which adds more than one thousand
(1,000) square feet of commercial
floor area or common space, or any
project which has substantial off site
12-7A-12
impacts (as determined by the admin- 1 ` ::!
istrator) shall be reviewed by the plan-
ning and environmental commission
as a major exterior alteration in accor-
dance with this chapter and section
12-3-6 of.this title. Complete applica-
tions for major exterior alterations
shall be submitted in accordance with
administrative schedules developed
by the department of community de-
velopment for planning and environ-
mental commission and design review '
board review. The following submittal
items are required:
1. Application: An application shall be
made by the owner of the building or
the building owner's authorized agent
or representative on a form provided
by the administrator. Any application
for condominiumized buildings shall
be authorized by the condominium
association in conformity with all perti-
nent requirements of the condominium
association's declarations.
2. Application; Contents: The adminis-
trator shall establish the submittal
requirements for an exterior alteration
or modification application. A com-
plete list of the submittal requirements
shall be maintained by the administra-
tor and filed in the department of com-
munity development. Certain submittal
requirements may be waived and/or
modified by the administrator and/or
the reviewing body if it is demonstrat-
ed by the applicant that the informa-
tion and materials required are not
relevant to the proposed development
or applicable to the planning docu-
ments that comprise the Vail compre-
hensive plan. The administrator andlor
the reviewing body may require the
submission of additional plans, draw-
February 2004
Town of Vail
12-7A-12
ings, specifications, samples and
other materials if deemed necessary
to properly evaluate the proposal.
3. Work Sessions/Conceptual Review:
If requested by either the applicant or
the administrator, submittals may
proceed to a work session with the
planning and environmental commis-
sion, a conceptual review. with the
design review board, or a work ses-
sion with the town council.
4. Hearing: The public hearing before
the planning and environmental com-
mission shall be held in accordance
with section 12-3-6 of this title. The
planning and environmental. commis-
sion may approve the application as
submitted, approve the application
with conditions or modifications, or
-deny the application. The decision of
the planning and environmental com-
mission may be appealed to the town
council in accordance with section
12-3-3 of this title.
5. Lapse Of Approval: Approval of an
exterior alteration as prescribed by
this article shall lapse and become
void three (3) years following the date
of approval by the design review
board unless, prior to the expiration, a
building permit is issued and construc-
tion is commenced and diligently pur-
sued to completion. Administrative
extensions shall be allowed for rea-
sonable and unexpected delays as
long as code provisions affecting the
proposal have not changed. (Ord.
5(2003) § 5: Ord. 31(2001) § 7: Ord.
23(1999) § 1)
12-7A-13: COMPLIANCE BURDEN: It
shall be the burden of the appli-
12-7A-14
cant to prove by a preponderance of the
evidence before the planning and environ-
mental commission and the design review
board that the proposed exterior alteration
or new development is in compliance with
the purposes of the public accommodation
zone district, that the proposal is consistent
with applicable elements of the Vail village
master plan, the Vail village urban .design
guide plan and the Vail streetscape master
plan, and that the proposal does not other-
wise have a significant negative effect on
the character of the neighborhood, and that
the proposal substantially complies with
other applicable elements of the Vail com-
prehensive plan. (Ord. 23(1999) § 1)
12-7A-14: MITIGATION OF DEVELOP-
MENT IMPACTS: Property own-
ers/developers shall also be responsible for
mitigating direct impacts of their develop-
ment on public infrastructure and in all
cases .mitigation shall bear a reasonable
relation to the development impacts. Im-
pacts may be determined based on reports
prepared by qualified consultants. The
extent of mitigation and public amenity
improvements shall be balanced with the
goals of redevelopment and will be deter-
mined by the planning and environmental
commission in review of development pro-
jects and conditional use permits. Substan-
tial off site impacts may include, but are not
limited to, the following: deed restricted
employee housing, roadway improvements,
pedestrian walkway improvements,
streetscape improvements, stream tract/
bank restoration, loading/delivery, public art
improvements, and similar improvements.
The intent of this section is to only require
mitigation for large scale redevelopment/
development projects which produce sub-
stantial off site impacts. (Ord. 23(1999) § 1)
February 2004
Town of Vail
12-7A-15
12-7A-15: ADDITION OF GROSS RESI-
DENTIAL -FLOOR AREA TO
EXISTING PA PROPERTIES: For any
gross residential floor area added to a pub-
lic accommodation zoned property following
the effective date hereof, a minimum of
seventy percent (70%) of the added gross
residential floor area shall be devoted to
accommodation units, or fractional fee club
units subject to the issuance of a condition-
al use permit. This limitation shall not apply
to gross residential floor area being added
in accordance with sections 12-15-4 and
12-15-5 of this title. (Ord. 23(1999) § 1)
12-7A-15
February 2004
Town of Vail
12-7H-1
CHAPTER?
COMMERCIAL AND BUSINESS DISTRICTS
ARTICLE H. LIONSHEAD MIXED USE 1 (LMU-1) DISTRICT
SECTION:
12-7H- 1: Purpose
12-7H- 2: Permitted And Conditional Uses;
Basement Or Garden Level
12-7H- 3: Permitted And Conditional Uses;
First Floor Or Street Level
12-7H- 4: Permitted And Conditional Uses;
Second Floor And Above
12-7H- 5: Conditional Uses; Generally (On
AlI Levels Of A Building Or
Outside Of A Building)
12-7H- 6: Accessory Uses
12-7H- 7: Exterior Alterations Or
Modifications
12-7H- 8: Compliance Burden
12-7H- 9: Lot Area And Site Dimensions
12-7H-10: Setbacks
12-7H-11: Height And Bulk
12-7H-12: Density (Dwelling Units Per
Acre)
12-7H-13: Gross Residential Floor Area
(GRFA) .
12-7H-14: Site Coverage
12-7H-15: Landscaping And Site
Development
12-7H-16: Parking And Loading
12-7H-17: Location Of Business Activity
12-7H-18: Mitigation Of Development
Impacts
12-7H-1: PURPOSE: The Lionshead mixed
use 1 district is intended to pro-
vide sites for a mixture of multiple-family
dwellings, lodges, hotels, fractional fee
clubs, timeshares, lodge dwelling units,
12-7H-1 .
restaurants, offices, skier services, . and
commercial establishments in a clustered;
unified development. Lionshead mixed use
1 district, in accordance with the Lionshead
redevelopment master plan, is .intended to
ensure adequate light, air, open space and
other amenities appropriate to the permitted
types of buildings and uses and to maintain
the desirable 'qualities of the district by
establishing appropriate site development
standards. This district is meant to encour-
age and provide incentives for redevelop-
ment in accordance with the Lionshead
redevelopment master plan.
This zone district was specifically devel-
oped to provide incentives for properties to
redevelop. The ultimate goal of these incen-
tives is to create an economically vibrant
lodging, housing,- and commercial core
area. The incentives in this zone district
include increases in allowable gross resi-
dential floor area, building height, and den-
sity over the previously established zoning
in the Lionshead redevelopment master
plan study area. The primary goal of the
incentives is to create economic conditions
favorable to inducing private redevelopment
consistent with the Lionshead redevelop-
ment master plan. Additionally, the incen-
tives are created to help finance public off
site improvements adjacent to redevelop-
ment projects. With any development/rede-
velopment proposal taking advantage of the
incentives created herein, the following
amenities will be evaluated: streetscape
improvements, pedestrian/bicycle access,
,public plaza redevelopment, public art,
.October 2005
Town of V¢il
12-7H-1
roadway improvements, and similar im-
provements. (Ord. 3(1999) § 1)
12-7H-2: PERMITTED AND CONDI-
TIONAL USES; BASEMENT OR
GARDEN LEVEL:
A. Definition: The "basement" or "garden
level" shall be defined as that floor of
a building that is entirely or substan-
tially below. grade.
B. Permitted Uses: The following uses
shall be permitted in basement or
garden levels within a structure:
Banks and financial institutions.
Commercial ski storage.
Eating and drinking establishments.
Personal services and repair shops.
Professional offices, business offices
and studios.
Public or private lockers and storage.
Recreation facilities.
Retail establishments.
Skier ticketing, ski school, skier ser-
vices, and daycare.
Travel agencies..
Additional uses determined to be
similar to permitted uses described in
this subsection, in accordance with
the provisions of section 12-3-4 of this
title.
Conference facilities and meeting
rooms.
Liquor stores.
Lodges and accommodation units.
Major arcade.
Multiple-family residential dwelling
units, timeshare units, fractional fee
clubs, lodge dwelling units, and em-
ployee housing units (type III (EHU)
as provided in chapter 13 of this title).
Radio, TV stores, and repair shops.
Theaters.
Additional uses determined to be
.similar to conditional uses described
in this subsection, in accordance with
the provisions of section 12-3-4 of this
title. (Ord. 6(2000) § 2: Ord. 3(1999)
§ 1)
12-7H-3: PERMITTED AND CONDI-
TIONAL USES; FIRST FLOOR
OR STREET LEVEL:
A. Definition: The "first floor" or "street
level" shall be defined as that floor of
the building that is located at grade or
street level along'a pedestrianway.
B. Permitted Uses: The following uses
shall be permitted on the first floor or
street level within a structure: .
12-7H-3
C. Conditional Uses: The following uses
shall be permitted in basement or
garden levels within a structure, sub-
ject to issuance of a conditional use
permit in accordance with the provi-
sions of chapter 16 of this title:
:`
October 2005
Town of V¢il
12-7H=3
Banks, with walk-up teller facilities.
Eating and drinking establishments.
Recreation facilities.
Retail stores and establishments:
12-7H-4
Temporary business offices.
Additional -uses determined to be
similar to conditional uses described
in this subsection, in accordance with
the provisions of section 12-3-4 of this
title. (Ord. 26(2004) §§ 1, 2': Ord.
6(2000) § 2: Ord. 3(1999) § 1)
Skier ticketing, ski school, skier ser-
vices, and daycare.
Travel agencies.
12-7H-4: PERMITTED AND CONDI-
TIONAL USES; SECOND
FLOOR AND ABOVE:
Additional uses determined to be
similar to permitted uses described in A. Permitted Uses; Exception: The fol-
this subsection, in accordance with lowing uses shall be. permitted on
the provisions of section 12-3-4 of this those floors above the first floor within
title. a structure:
C. .Conditional Uses: The following uses
shall be permitted on the first floor or
street level floor within a structure,
subject to issuance of a conditional
use permit . in accordance with the.
provisions of chapter 16 of this title:
Barbershops, beauty shops and beau-
ty parlors.
Conference facilities and .meeting
rooms.
Financial institutions, other than
banks.
Liquor stores.
Lodges and accommodation units.
Multiple-family residential dwelling
units, timeshare units, fractional fee
clubs, lodge dwelling units, and em-
ployee housing units (type .III (EHU)
as provided in chapter 13 of this title).
Radio, TV stores, and repair shops.
Banks and financial institutions.
Conference facilities and meeting
rooms.
Eating and drinking establishments.
1. Ordinance 26, series of 2004, shall become null and void on December 31, 2008, and temporary business
offices shall cease to be a conditional use in the Lionshead mixed use 1 zone district on December 31, 2008.
Town of Vail
Lodges and accommodation units.
Multiple-family residential dwelling
units, timeshare. uriits, fractional fee
clubs, lodge dwelling units, and em-
ployee housing units (type III (EHU)
as provided in chapter 13 of this title).
Additional uses determined to be
similar to permitted uses described in
this subsection, in accordance with
the provisions of suction 1.2-3-4 of this
title.
B. Conditional Uses: The following uses
shall be permitted on second floors
and higher above grade, subject to the
issuance of a conditional use permit in
accordance with the provisions of
chapter 16 of this title:
October 2005
12-7H-4
Liquor stores.
Personal services and repair shops.
Professional offices, business offices
and studios. ~'
Radio, TV stores, and repair shops.
Recreation facilities.
Retail establishments.
Skier ticketing, ski school, skier ser-
vices, and daycare.
Theaters.
Timeshare units and fractional fee
clubs.
Additional uses determined to be
similar to conditional uses described
in this subsection, in accordance with
the provisions of section 12-3-4 of this
title. (Ord. 6(2000) § 2: Ord. 3(1999)
§ 1)
12-7H-5: CONDITIONAL USES; GENER-
ALLY (ON ALL .LEVELS OF A
BUILDING OR OUTSIDE OF A BUILD-
ING): The following conditional uses shall
be permitted, subject to issuance of a con-
ditional use permit in accordance with the
provisions of chapter 16 of this title:
Bed and breakfast as further regulated by
section 12-14-18 of this title.
Brew pubs.
Coin operated laundries.
Commercial storage.
12-7H-6
Private. outdoor recreation facilities, as a
primary use.
Public buildings, grounds, and facilities.
Public or private parking lots.
Public park and recreation facilities.
Public utility and public service uses.
Single-family residential .dwellings.
Ski lifts and tows.
Television stations.
Two-family residential dwellings.
Additional uses determined to be similar to
conditional uses described in this section,
in accordance with the provisions of section
12-3-4 of this title. (Ord. 36(2003) § 1: Ord.
3(1999) § 1)
12-7H-6: ACCESSORY USES: The follow-
ing accessory uses shall be
.permitted in the Lionshead mixed use 1
district:
Home occupations, subject to issuance of a
home occupation permit in accordance with
the provisions of section 12-14-12 of this
title.
Loading and delivery and parking facilities
customarily incidental and accessory to
permitted and conditional uses.
Minor arcade.
Offices, lobbies, laundry, and other facilities
customarily incidental 'and accessory to
hotels, lodges, and multiple-family uses.
~...
October 2005
Town of V¢il
12-7H-6
Outdoor dining areas operated in conjunc-
tion with. permitted eating and drinking es-
tablishments.
Swimming pools, tennis courts, patios or
other recreation facilities customarily inci-
dental to permitted residential or lodge
uses.
Other uses customarily
cessory to permitted or
and necessary for the
~::.<`.~• ~ (Ord. 3(1999) § 1)
incidental and ac-
conditional uses,
operation thereof.
12-7H-7: EITERIOR ALTERATIONS OR
MODIFICATIONS:
A. Review Required: The construction of
a new building or the alteration of an
existing building that is not a .major
exterior alteration as described .in
subsection B of this section shall be
.-_ -, reviewed by the design review board
~~ in accordance with chapter 11 of this
title.
1. Submittal Items Required.: The
submittal items required for a project
that is not a major exterior alteration
shall be provided in accordance with
section 12-11-4 of this title.
B. Major Exterior Alteration: The con-
struction of a new building or the alter-
ation of an existing building which
.adds additional dwelling units, accom-
modation units, fractional fee club.
units, timeshare units, .any project
which adds more than one thousand
(1,000) square feet of commercial
floor area or common space, or any
project which has substantial off site
impacts (as determined by the admin-
istrator) shall be reviewed by the plan-
ning and environmental commission
Town of Vail
12-7H-7
as a major exterior alteration in accor=
dance with this chapter and section
12-3-6 of this title. Any project which
requires a conditional use permit shall
also obtain approval of the planning .
and environmental 'commission in
accordance with chapter 16 of this
title. Complete applications for major
exterior alterations shall be submitted
in accordance with administrative
schedules developed by the depart-
. ment of community development for
planning and environmental • commis-
sion and design review board review.
1. Submittal Items Required, Major
Exterior Alteration: The following sub-
mittal items are required:
a. Application: An application shall
be made by the owner of the building
or ,the building owner's authorized
agent or representative on a form
provided by the administrator: Any
application for condominiumized build-
ings shall be authorized by the condo-
minium association in conformity with
all pertinent requirements of the con-
dominium association's declarations.
b. Application; Contents: The ad-
ministrator shall establish the submit-
tal requirements for an exterior alter-
ation or .modification application. A
complete list of the submittal require-
ments shall . be maintained by the
administrator and filed in the depart-
ment of community development.
Certain submittal requirements may
be waived and/or modified by the
administrator and/or the reviewing
.body if it is demonstrated by the appli-
cant that the information and materials
required are not relevant to the pro-
posed development or applicable to
the planting documents that comprise
February 2004
12-7H-7
the Vail comprehensive plan. The
administrator and/or the reviewing
body may require the submission. of
additiorial plans, drawings, specifiea-
tions, samples and other materials if
deemed necessary to properly evalu-
ate the proposal.
C. Work Sessions/Concceptual .Review: If
requested by either the applicant or
the administrator, submittals may
proceed to a work session with the
planning and environmental commis-
sion, a conceptual review with the
design review board, or a work ses-
sion-with the town council. ,
D. Hearing: The public hearing before the
planning and environmental commis-
sion shall be held in accordance with
section 12-3-6 of this title: The plan-
ning and environmental commission
may approve the application as sub=
mitted, approve the application with
.conditions or modifications, or deny
the application. The decision of the
planning and environmental commis-
sion may be appealed to the town
council in accordance with section
12-3-3 of this title.
E. Lapse Of Approval: Approval of an
exterior alteration as prescribed by
.this article shall lapse and become
void two (2) years following the date
of approval by the design review
board unless, prior to the expiration, a
building permit is issued and construc-
tion is commenced and diligently pur-
sued to completion. Administrative
extensions shall be :allowed for rea-
sonable and unexpected delays as
long as code provisions affecting the
proposal have not changed. (Ord.
5(2003) § 11: Ord. 8(2001) § 2: Ord.
3(1999) § 1)
12-7H-11
12-7H-8: COMPLIANCE BURDEN: It
shall be the burden of the appli-
cant to prove by a preponderance of the
evidence before the planning and environ-
mental commission and the design review
board that the proposed exterior alteration
or new development is in compliance with
the purposes of the Lionshead' mixed use 1
district, that the proposal is consistent with
applicable elements of the Lionshead rede-
velopment master plan and that the propos-
al does not otherwise have a significant
negative effect on the character of the
neighborhood, and that the .proposal sub-
stantially complies with other applicable
elements of the Vail comprehensive plan.
(Ord. 3(1999) § 1)
12-7H-9: LOT AREA AND SITE DIMEN-.
SIONS: The minimum lot or site
area shall be ten thousand (10,000.) square
feet of buildable area. (Ord. 3(1999) § 1)
12-7H-10: SETBACKS: The minimum build-
ing setbacks shall be ten feet
(10') unless otherwise specified in the
Lionshead redevelopment master plan as a
build to line. (Ord. 3(1999) § 1)
12-7H-11: HEIGHT AND BULK: Buildings
shall have a maximum average
building height of .seventy one feet (71')
with a maximum height of 82.5 feet, as
further defined by the Lionshead redevelop-
ment master plan. All development shall
comply .with the design guidelines and stan-
dards found in the Lionshead redevelop-
ment master plan.. Flexibility with the stan-
dard, as incorporated in the Lionshead
redevelopment master plan, shall be afford-
ed to redevelopment projects which meet
the intent of design guidelines, as reviewed
~~ `::
{: ~.<
February 20p4
Town of Vail
12-7 Fi-11
and approved by the design review board.
(Ord. 3(1999) § 1)
12-7H-12: DENSITY (DWELLING UNITS
PER ACRE): Up to a thirty three
percent (33%) increase over the existing
number of dwelling units on a property or
thirty five (35) dwelling units per acre,
whichever is greater shall be allowed. For
the purpose of calculating density, employ-
ee. housing units, accommodation. units,
timeshare units, and fractional fee -club
units shall not be counted as dwelling uhits.
Additionally, a "lodge. dwelling unit", as
defined herein, shall be counted as twenty
five percent (25%) of a dwelling unit for the
purpose of calculating density.
A dwelling unit in amultiple-family building
may include one attached accommodation
unit no larger than one-third ('/3) of the .total
floor area of the dwelling. (Ord. 31(2001)
§ 5: Ord. 3(1999) § 1)
12-7H-13: GROSS RESIDENTIAL FLOOR
AREA (GRFA): Up to two hun-
dred .fifty (250) square feet of gross resi-
dential floor area shall be allowed for each
one hundred (100) square feet of buildable
site area, or an increase of thirty three
percent (33%) over the existing GRFA
found on the property, whichever is greater.
Multiple-family dwelling units in this zone
district shall not be entitled to additional
gross residential floor area under section
12-15-5, "Additional Gross Residential Floor
Area (250 Ordinance)", of this title. .(Ord.
3(1999) § 1)
12-7H-14: SITE COVERAGE: Site cover-
age shall not exceed seventy
percent (70%) of the total site area, unless
12-7H-18
otherwise specified in the Lionshead rede-
velopment master plan. (Ord. 3(1999) § 1)
12-7H-15: LANDSCAPING AND SITE DE-
VELOPMENT: At least twenty
percent (20%) of the total site area shall be
landscaped, unless otherwise specified in
the Lionshead redevelopment master plan.
(Ord. 3(1999) § 1)
12-7H-16: PARKING AND LOADING: Off
street parking and loading shall
be .provided in accordance with chapter 10
of this title. At least one-half ('/z) the re-
quired parking shall be located within the
main building or buildings. (Ord. 3(1999)
§ 1)
12-7H-17: LOCATION OF BUSINESS AC-
TIVITY:
A. Limitations; Exception: All offices,
businesses and services permitted by
zone district, shall be operated and
conducted entirely within a building,
except for permitted unenclosed park-
. ing or loading areas, the outdoor dis-
play of goods; or outdoor restaurant
seating.
B. Outdoor Displays: The .area to be
used for outdoor display must be
located directly in front of the estab-
lishment displaying the goods and
entirely upon the establishment's own
property. Sidewalks, building entranc-
es and exits, driveways and streets
shall not be obstructed by outdoor
display. (Ord. 3(1999) § 1)
12-7H-18: MITIGATION OF DEVELOP-
MENT IMPACTS: Property own-
Town of Vail
February 2004
12-7H-18
ers/developers shall also. be responsible for
mitigating direct impacts of ~ their develop-
ment on public infrastructure and in all
cases mitigation shall bear a reasonable
relation to the development impacts. Im-
pacts may be determined based on reports
prepared by qualified consultants. The
extent of mitigation and public amenity
improvements shall be balanced. with the
goals of redevelopment and. will be deter-
mined by the planning and environmental
commission in review of development pro-
jects and conditional _use permits. Mitigation
of impacts may include, but is not limited _
to, the following: roadway improvements,
pedestrian walkway improvements, street-
scape improvements, stream. tract/bank
improvements, public art improvements,
and similar improvements. The intent of this
section is to only require mitigation for large
scale redevelopment/development projects
which produce substantial off site impacts.
(Ord. 3(1999) § 1)
~'"' ;
{:_ ~ .
February 2004
Town of Vail
12-71-1 12-71-1
CHAPTER 7
COMMERCIAL AND BUSINESS DISTRICTS
ARTICLE I.. LIONSHEAD MIXED USE 2 (LMU-2) DISTRICT
SECTION:
12-71- 1: Purpose
12-71- 2: Permitted And Conditional Uses;
Basement Or Garden Level
i2-71- 3: Permitted And Conditional Uses;
First Floor Or Street Level
12-71- 4: Permitted And Conditional Uses;
Second Floor And Above
12-71- 5: Conditional Uses; Generally (On
All Levels Of A Building Or
Outside Of A Building)
12-71- 6: Accessory Uses
12-71- 7: Exterior Alterations Or
Modifications
12-71- 8: Compliance Burden
12-71- .9: .Lot Area And Site Dimensions
12-71-10: Setbacks
12-71-11: Height And Bulk
12-71-12: Density (Dwel-ling Units Per
Acre)
12-71-13: Gross Residential Floor Area
(GRFA}
12-71-14: Site Coverage
12-71-15: Landscaping And Site
Development
12-71-16: Parking And Loading
12-71-17: Location Of Business Activity
12-71-18: Mitigation Of.Development
Impacts
12-71-1: PURPOSE: The Lionshead Mixed
Use 2 District is intended to
provide sites for a mixture of multiple-family
dwellings, lodges, hotels, fractional.. fee
clubs, time shares, lodge dwelling units,
restaurants, offices, skier services, light
industrial activities, and commercial estab-
lishments in a clustered, unified develop-
ment. Lionshead Mixed Use 2 District, in
accordance with the Lionshead Redevelop-
ment Master Plan, is intended to ensure
adequate light, air, open space and other
amenities appropriate to the permitted
types of buildings and. uses and to maintain
the desirable qualities of the District by
establishing appropriate site development
standards. This District is mearit to encour-
age and provide incentives for redevelop-
meat in accordance with the Lionshead
Redevelopment Master Plan.
This Zone District was specifically .devel-
oped to provide incentives for properties to
redevelop. The ultimate goal of these incen-
tives is to create an economically vibrant
lodging, housing, .and commercial core
area. The incentives in this Zone District
include increases in allowable gross resi-
dential floor- area, building height, and den-
sity over the previously established zoning
in the Lionshead Redevelopment Master
Plan study area. The primary goal of the
incentives is to create economic conditions
favorable to inducing private redevelopment
consistent with the Lionshead Redevelop-
ment Master Plan. Additionally, the incen-
tives are created to help finance public, off-
site, improvements adjacent to redevelop-
ment projects. Public amenities which will
be evaluated with redevelopment proposals
taking advantage of the incentives created
herein may include: streetscape improve-
ments, pedestrian/bicycle access, public
June 2000
Town of Vail
12-71-1
plaza redeveiopmerit, public art, roadway
improvements, and similar improvements.
(Ord. 3(1999) § 2)
12-71-2: PERMITTED AND CONDI-
TIOPIAL USES; BASEMENT OR
GARDEN LEVEL:
A. Definition: The "basement" or "garden
level" shall be defined as that floor of
a building that is entirely or substan-
tially below grade.
B. Permitted Uses: The following uses
shall be permitted in basement or
garden levels within a structure:
Banks and financial institutions.
Commercial ski storage.
Eating and drinking establishments.
Personal services and repair shops.
Professional ofifices, business offices
and studios.
Public or private lockers and storage
Recreation facilities
Retail establishments.
Skier ticketing, ski school, skier ser=
vices, and daycare..
Liquor stores.
Lodges and accommodation units.
Major arcade.
Multiple-family residential dwelling
units, time,-share units, fractional fee
clubs, lodge dwelling units, and em-
ployee housing units (Type 111 (EHU)
as provided in Chapter 13 of this Ti-
tle).
Radio, TV stores, and repair shops.
Theaters.
Additional uses determined to be
similar to conditional uses described
in this subsection, in accordance with
the provisions of Section 12-3-4 of
this Title. (Ord.. 6(2000) § 2: Ord.
3(1999) § 2)
12-71-3: PERMITTED AND CONDI-
TIONAL USES; FIRST FLOOR
OR STREET LEVEL:
Travel agencies.
Additional uses determined to be
similar to permitted uses described in
this subsection, in accordance with
the provisions of Section 12-3-4 of
this Title.
A. Definition: The "first floor" or "street
level'' shall be defined as that floor of
the building that is located at grade or
.street level along a pedestrianway.
~I" .
12-71-3
C. Conditional Uses: The following uses
shall be permitted in basement or
garden levels within a structure, sub-
ject to issuance of a conditional use
permit in accordance with the provi-
sions of Chapter 16 of this ,Title:
Conference facilities and meeting
rooms.
June 2000
Town o~'Vail
12-71-3
B. Permitted Uses: The following uses
shall be permitted on the .first floor or
street level within a structure:
Banks, with walkup teller facilities.
Eating and drinking establishments:
Recreation facilities.
Retail stores and establishments.
Skier ticketing, ski school, skier ser-
Additional uses determined to be
similar to conditional uses described
in this subsection, in accordance with
the provisions of section 12-3-4 of this
title. (Ord. 6(2000) § 2: Ord. 3(1999)
§ 2)
vices, and daycare. 12-71-4: PERMITTED AND CONDI-
TIONAL USES; SECOND
Travel agencies. ~ FLOOR AND ABOVE:
Additional uses determined to be A. .Permitted Uses; Exception: The fol-
similar to permitted uses described in lowing ,uses shall be permitted on
this subsection, in accordance with those floors above the first floor within
the provisions of section 12-3-4 of this a structure:
title.
C. Conditional Uses: The following uses.
shall be permitted on the first floor or
street level floor within a structure,
subject to issuance of a conditional
use permit in accordance with the
provisions of chapter 16 of this title:
Barbershops, beauty shops and beau-
ty parlors.
Conference facilities and meeting
rooms.
Financial institutions, other than
banks.
Liquor stores.
Lodges and accommodation units.
Lodges and accommodation units.
Multiple-family residential` dwelling
units, time share units, fractional fee
clubs, lodge dwelling units, and em-
ployee housing units (type III (EHU)
as provided in chapter 13 of .this title).
Additional uses determined to be
similar to permitted uses described in
this subsection, in accordance with
the provisions of section 12=3-4 of this
title.
B. Conditional Uses: The following uses
shall be permitted on second floors
and higher above grade, subject to the
issuance of a conditional use permit, in
accordance with the provisions of
chapter 16 of this title:
Multiple-family residential dwelling
units, time share units, fractional fee
clubs, lodge dwelling units, and em,-
Town of Vail
12-71-4
ployee housing units (type III (EHU)
as provided in chapter 13 of this title).
.Radio, TV stores, and repair shops.
Banks and financial institutions.
December 2001
12-71-4
Conference facilities and .meeting
rooms.
Eating and drinking establishments.
Liquor stores.
Personal services and repair shops.
Professional offices, busiriess offices
and studios.
Radio, TV stores, and repair shops.
Recreation facilities.
Retail establishments.
Skier ticketing, ski school, skier ser-
vices, and daycare.
Theaters.
Time share units and fractional fee
clubs.
Additional uses determined to be
similar to conditional uses described
in this subsection, in accordance with
the provisions of section 12-3-4 of this
title. (.Ord. 6(2000) § 2: Ord: 3(1999)
§ 2)
12-71-5: CONDITIONAL USES; GENER-
ALLY (ON ALL LEVELS OF A
BUILDING OR OUTSIDE OF A BUILD-
ING): The following conditional uses shall
be permitted, subject to issuance of a con-
ditional use permit in accordance with the
provisions of chapter 16 of this title:
Bed and breakfast as further regulated by
section 12-14-18 of this title.
Brew pubs.
Child daycare center
Coin operated laundries.
Commercial storage.
Gasoline and service stations.
Private outdoor recreation facilities, as a
primary use.
Public buildings, grounds, and facilities. ~`
Public or private parking lots.
Public park and recreation facilities.
Public utility and public service uses.
Ski lifts and tows
Television stations.
Vehicle maintenance, service, repair, stor-
age, and fueling.
Warehousing.
Additional uses determined to be similar to
conditional uses described in this section,
in accordance with the provisions of.section
12-3-4 of this title. (Ord. 17(2001) § 2: Ord.
3(1999) § 2)
12-71-6: ACCESSORY USES: The follow-
. ing accessory uses shall be
permitted in the Lionshead mixed use 2
district:
Home occupations, subject to issuance. of a
home occupation. permit in accordance with
the provisions of section 12-14-12 of this
title.
Loading and delivery and parking facilities
customarily incidental and accessory to
permitted and conditional uses.
l,. .
December 2001
.Town of Vail
12-71-6 12-71-7
~~ Minor arcade. chapter 16 of this title. Complete ap-
plications for major exterior alterations
Offices, lobbies, laundry, and other facilities shall be submitted in accordance with
customarily incidental and accessory to administrative schedules developed
hotels, lodges, and multiple-family uses. by the department of community de-
velopment for planning and environ-
Outdoor dining areas operated in conjunc- mental commission and design review
tion with permitted eating and drinking es- board review.
tablishments.
' B. Submittal Items Required: The follow-
Swimming pools, tennis courts, patios or ing submittal items are required:
other recreation facilities .customarily inci-
~
' dental to permitted residential or lodge 1. Application: An application shall be
uses. ~ made by the owner of the building or
the building owner's authorized agent
Other uses customarily incidental and ac- or representative on a form provided
cessory to permitted or conditional uses, by the administrator. Any application
and necessary for the operation thereof. ,for condominiumized buildings shall
(Ord. 3(1999) § 2) be authorized by the condominium
association in conformity with all perti-
Went requirements of the condominium
12-71-7: EXTERIOR ALTERATIONS OR association's declarations.
MODIFICATIONS:
,--.. 2. Application; Contents: The adminis-
~
A. Review Required: The construction of
~
`
`
,
trator shall establish the submittal
:.
:
:
--_ anew building or the alteration of an requirements for an exterior alteration
existing building shall be reviewed by or modification application. A com-
the design review board in accordance plete list of the submittal requirements
with chapter 11 of this title.. However, shall be maintained by the administra-
any project which adds additional for and filed in the department of com-
dwelling units, accommodation units, munity development. Certain submittal
fractional fee club units, timeshare requirements may be waived and/or
units, any project which adds more modified by the administrator and/or
than one thousand (1,000) square feet the reviewing body if it is demonstrat-
of commercial floor area or common ed by the applicant that the informa-
space, or any project which has sub- tiori and materials required are not
stantial off site .impacts (as deter- relevant to the proposed development
mined by the administrator)' shall be or applicable to the planning docu-
` reviewed by the planning and environ- ments that comprise the Vail compre-
mental commission as a major exteri- hensive plan. The administrator and/or
or alteration in accordance with this the reviewing body may require the
chapter and section 12-3-6 of this title. submission of additional plans, .draw-
Any project which requires a condi- ings, specifications, samples and
tional use permit shall also obtain other materials if deemed necessary
approval of the planning and environ- to properly evaluate the proposal.
mental commission in accordance with
February 2004
Town of Vail
12-71-7
C. Work Sessions/Conceptual Review: If
requested by either the applicant or
the administrator, submittals may
proceed to a work session with the
planning and environmental commis-
sion, a conceptual review with the
design .review board, or a work ses-
sion with the town council.
D. Hearing: The public hearing before the
planning and environmental commis-
sion shall be held in accordance with
section 12-3-6 of this title. The plan-
ning and environmental commission
may approve the application as sub-
mitted, approve the application with
conditions or modifications, or deny
the application. The decision of the
planning and .environmental commis-
sion may be appealed to the town
council in accordance with section
12-3-3 of this title.
E. Lapse Of Approval: Approval of an
exterior alteration as prescribed by
this article shall lapse and become
void two (2) years following the date
of approval by, the design review
board unless, prior to the expiration, a
building permit is issued and construc-
tion is commenced and diligently pur-
sued to completion. Administrative
extensions shall be allowed for rea-
sonable and unexpected delays as
long as code provisions affecting the
proposal have not changed. (Ord.
5(2003) § 12: Ord. 3(1999) § 2)
12-71-8: COMPLIANCE BURDEN: It
shall be the burden of the appli-
cant to prove by a preponderance of the
evidence before the planning and environ-
mental commission and the design review
board that the ,proposed exterior alteration
or new development is in compliance with
12-71-12
the purposes of the Lionshead mixed use 2
district, that the proposal is consistent with
applicable elements of the Lionshead rede-
velopment master plan and that .the propos-
al does not otherwise have a significant.
negative effect on the character of the
neighborhood, and that the proposal sub-
stantially complies with other applicable
elements of the Vail comprehensive plan.
(Ord. 3(1999) § 2)
12-71-9: LOT AREA AND SITE DIMEN-
SIONS: The minimum lot or site
area shall be ten thousand (10,000) square
feet of buildable area. (Ord. 3(1999) § 2)
12-71-10: SETBACKS: The minimum build-
ing setbacks shall be ten feet
(10') unless otherwise specified in the
Lionshead redevelopment master plan as a
build to line. (Ord. 3(1999) § 2)
12-71-11: HEIGHT AND BULK: Buildings
shall have a maximum average
building height of seventy one feet (71')
with a maximum height of 82.5 feet, as
further defined by the Lionshead redevelop-
ment master plan. All development shall
comply with the design guidelines and stan-
dards found in the Lionshead redevelop-
ment master plan. Flexibility with the stan-
dard, as incorporated in the Lionshead
redevelopment master plan, shall be afford-
ed to redevelopment projects which meet
the intent of design guidelines, as reviewed
and approved by the design review board.
(Ord. 3(1999) § 2)
12-71-12: DENSITY (DWELLING UNITS
PER ACRE): Up to a thirty three
percent (33%) increase over the existing
number of dwelling units on a property or
f, - - ,
,:;-" :.,
February 2004
Town of Vail
~:::..
12-71-12
thirty five (35) dwelling units per acre,
whichever is greater shall be allowed. For
the purpose of calculating density, employ-
ee housing units, accommodation units,
timeshare units, and fractional fee club
units shall not be counted as dwelling units.
Additionally, a "lodge dwelling unit", as
defined herein, shall be counted as twenty
five percent (25%) of a dwelling unit for the
purpose of calculating density.
A dwelling unit, in amultiple-family building
may include one attached accommodation
unit no larger than one-third ('/3) of the total
floor area of the dwelling. (Ord. 31(2001)
§ 5: Ord. 3(1999) § 2)
12-71-13: GROSS RESIDENTIAL FLOOR
AREA (GRFA): Up to two hun-
dred fifty (250) square feet of gross resi-
dential floor area shall be allowed for each
one hundred (100) square feet of buildable
site area, or an increase of thirty three
percent (33%) over the existing GRFA
found on the property, whichever is greater.
Multiple-family dwelling units in this zone
district shall not be entitled to additional
gross residential floor area under section
12-15-5, "Additional Gross Residential Floor
Area (250 Ordinance)", of this title. (Ord.
3(1999) § 2)
12-71-14: SITE COVERAGE: Site cover-
age shall not exceed seventy
percent (70%) of the total site area, unless
otherwise specified in the Lionshead rede-
velopment master plan. (Ord. 3(1999) § 2)
12-71-15: LANDSCAPING AND SITE DE-
VELOPMENT: At least twenty
percent (20%) of the total site area shall be
landscaped, unless otherwise specified in
12-71-18
the Lionshead redevelopment master plan.
(Ord. 3(1999) § 2)
12-71-16: PARKING AND LOADING: Off
street parking and loading shall
be provided in accordance with chapter 10
of this title. At least one-half ('/Z) the re-
quired parking shall be located within the
main building or buildings. (Ord. 3(1999)
§ 2)
12-71-17: LOCATION OF BUSINESS AC-
TIVITY:
A. Limitations; Exception: All offices,
businesses and services permitted by
zone district, shall be operated and
conducted entirely within a building,
except for permitted unenclosed park-
ing or loading areas, the outdoor dis-
play of goods; or outdoor restaurant
seating.
B. Outdoor Displays: The area to be
used for outdoor display must be
located directly in front of the estab-
lishment displaying the goods and
entirely upon the establishment's own
property. Sidewalks, building entranc-
es and exits, driveways and streets
shall not be obstructed by outdoor
display. (Ord. 3(1999) § 2)
12-71-18: MITIGATION OF DEVELOP-
MENT IMPACTS: Property own-
ers/developers shall also be responsible for
mitigating direct impacts of their develop-
ment on public infrastructure and in all
cases mitigation shall bear a reasonable
relation to the development impacts. Im-
pacts may be determined based on reports
prepared by qualified consultants. The
Town of Vail
February 2004
12-71-18
extent of mitigation and public amenity
improvements shall be balanced with the
goals of redevelopment and will be deter-
mined by the planning and environmental
commission in review of development pro-
jects and conditional use permits. Mitigation
of impacts may include, but is .not limited
to, the following: roadway improvements,
pedestrian walkway improvements, street-
scape improvements, stream tract/bank
improvements, public art improvements,
and similar improvements. The intent of this
section is to only require mitigation for large
scale redevelopment/development projects
which produce substantial off site impacts.
(Ord. 3(1999) § 2)
12-71-18
/~
f
February 2004
Town of Vail