HomeMy WebLinkAbout2009-01-20 Agenda and Support Documentation Town Council Evening Session VAIL TOWN COUNCIL
EVENING SESSION AGENDA
VAIL TOWN COUNCIL CHAMBERS
75 S. Frontage Road W.
Vail, CO 81657
6:00 P.M., TUESDAY, JANUARY 20, 2009
NOTE: Times of items are approximate, subject to change, and
cannot be relied upon to determine at what time Council
will consider an item.
1. ITEM/TOPIC: Citizen Input. (10 min.)
2. Stan Zemler ITEM/TOPIC: Town Manager's Report. (5 min.)
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• Skier Drop -off Update.
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• Vail Valley Medical Center Economic Impact Analysis.
ACTION REQUESTED OF COUNCIL: Discuss a possible study'
on the economic impact of the Vail Valley Medical Center on the
Town of Vail and provide staff with direction.
BACKGROUND RATIONALE: The objective of the study would
be to provide a quantification and characterization of VVMC's
economic impact on the Town of Vail. Beyond a technical analysis
quantifying economic contribution, this study should help the Vail
community better understand how WMC functions and where
their mutual interests coincide and diverge.
STAFF RECOMMENDATION: Provide direction to proceed with
the economic impact analysis.
3. ITEM/TOPIC: Consent Agenda. (5 min.)
A. Annual appointment of newspaper of record for Town of Vail
publications and notices for 2009.
ACTION REQUESTED OF COUNCIL: Appoint The Vail Daily as
the newspaper of record for 2009 for the Town of Vail publications
and notices.
BACKGROUND RATIONALE: The town annually establishes a
newspaper of record for all public notices. This year, we
requested a bid from Eagle Summit Publishers, owner of all the
newspapers in Eagle County, and requested a bid for The Vail
Daily publications. The bid has been opened and the attached
bid is the result of the bid proposal.
The newspaper of record will be appointed at the evening meeting
of January 20, 2009 at 6:00 p.m., or as soon thereafter as the
matter can be heard.
RECOMMENDATION: Appoint a The Vail Daily as the
newspaper of record for 2009.
4. Stan Zemler ITEMITOPIC: Update on Conference Center Funds Allocation. (30
min.)
BACKGROUND: The Staff has prepared a memorandum outlining
background, questions to help guide the information - gathering
process, a recommended process and information on election
scheduling in preparation for a renewed ballot effort for
reallocation of the Conference Center funds collected and is
requesting direction from Council on next steps. The balance
available for reallocation is expected to be .$9.7 million at the end
of 2009.
ACTION REQUESTED OF COUNCIL: Staff is seeking direction
from Council on criteria, recommended process and next steps in
preparation for a renewed ballot effort for reallocation of the
Conference Center funds collected.
STAFF RECOMMENDATION: Direct staff to proceed or not to
proceed with a renewed ballot effort for reallocation of the
Conference Center funds. If the direction is to proceed, confirm
criteria, process, and timing of an election.
5. ITEM/TOPIC: Adjournment. (7:20 p.m.)
(ALL TIMES ARE APPROXIMATE AND SUBJECT TO CHANGE)
THE NEXT VAIL TOWN COUNCIL REGULAR WORK SESSION
WILL BEGIN AT TBD, TUESDAY, FEBRUARY 3, 2009 IN THE VAIL TOWN COUNCIL
CHAMBERS.
MEMORANDUM
TO: Town Council
FROM: Stan Zemler, Town Manager
Judy Camp, Finance Director
Kelli McDonald, Economic Development Manager
DATE: January 20, 2009
SUBJECT: Update on Conference Center Funds Allocation
BACKGROUND
In 2006, Council made a decision that a future ballot issue for reallocation of the
Conference Center Funds should be used to "increase occupancy and increase
overall economic activity ". Since that time, several circumstances have occurred
which may impact how a ballot question is formulated.
• The town completed a fifteen -year capital plan, which shows a lack of
funds for maintaining existing facilities or adding new projects at a level
commensurate with our vision to be a premier resort community.
• The parks and recreation master plan has been completed, with a
significant need identified for facilities improvements including the
clubhouse.
• Major renewal projects have been completed (Arrabelle, Tivoli, One
Willow Bridge, Sonnenalp, Mountain Plaza, The Willows, Vail Plaza Hotel)
and are attracting new and returning guests as well as second home
owners.
• The current Town Council has identified three top priorities for the town —
parking, housing and environmental sustainability.
• The U.S. and some worldwide economies fell into recession. Although
negative impacts on Vail's revenue have been mitigated by redevelopment
to date, future impacts need to be considered and the town has
recognized the need to optimize use of its available resources.
• Construction costs have fallen as a result of lack of construction activity
and falling petroleum prices.
The balance available for reallocation is expected to be $9.7 million at the end of
2009.
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CRITERIA
The original intent of Council in 2006 was to develop a ballot issue that would
utilize the funds to "increase occupancy and overall economic activity ". In
preparation for a renewed ballot effort, staff has identified the following questions
for Council's consideration to help guide the information - gathering process:
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• Should the funds be utilized as originally intended?
• Should the funds be utilized to provide a long -term benefit to the Town of
Vail in the form of a capital asset?
o Capital plan list from August 19, 2008 (see attachment)
o Parks and recreation master plan list (see attachment)
o Council goals — parking, employee housing, environmental
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sustainability
• Should the funds be utilized in alignment with the Economic Development
strategic plan goals to:
o Increase the Town of Vail's economic activity as measured by sales
tax to exceed annual inflation?
o Focus on building a year -round economy; reducing the economic
seasonality by growing the summer economy at a rate greater than
the winter economy?
o Attract more overnight visitors during the May — October time
period?
■ Through channels such as VLMD, CSE, Vail All The Love.
• Other criteria
PROCESS
Staff is recommending the following process to move forward with the conference
center fund allocation ballot proposal:
• Staff to summarize 2006 results and previous public input — 1/20/09
• Staff to present considerations for criteria to Council — 1/20/09
• Staff to present considerations for election timing — 1/20/09
• Staff and Council to convene meeting(s) with stakeholders — to include
lodging community; VRD, VLMDAC, VEAC, Brain Bank, neighborhood
groups, merchants, business organizations, community at large. These
would be during evening sessions of Council meetings.
o Content of the meetings would include
■ 2006 summary results
■ Council criteria
■ Solicitation of new /missing ideas
■ Timing —late February and March 10 annual meeting
• Conduct public surveys — March (no budget exists for this effort)
• Staff to present top 3 -5 ideas and seek Council direction to conduct
feasibility /impact analysis on developed ideas relative to Council criteria —
March and April (utilize consultants where necessary — no budget exists
for this effort)
• Take public input on top ideas at evening Council session - April
• Council review developed ideas and feasibility study. Take public
comment at an evening Council session — May
Council identify additional steps needed and /or proceed with ballot
proposal for preferred reallocation — June
• Council solicit public input on proposed ballot initiative at evening session—
July
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• Staff to check in with Council regarding scheduling of election — August
ELECTION SCHEDULING
A ballot question for reallocation of the conference center funds can be
conducted either as a special election or as part of the regular municipal election
as established by the Vail Town Council. The two options have been reviewed
and verified by the town attorney.
Special Election
• A special election is permissible because the election would not be
governed by Article X, Section 20 of the Colorado Constitution, otherwise
known as the Taxpayer's Bill of Rights (TABOR).
• The latest a special election could be held during calendar year 2009
would be Tuesday, July 28.
C.R. S. 31 -10 -108: Special elections shall be held on any Tuesday
designated by ordinance or resolution of the governing body. No
special election shall be held within the ninety days preceding a
regular election. No special election shall be called within thirty j
days before the date thereof, nor shall any special election be held j
within the thirty -two days before or after the date of a primary,
general, or congressional vacancy election. A special election may
be held at the same time and place as a primary, congressional
vacancy, or general election as a coordinated election pursuant to
section _1 -7 -116, C. R. S., or may be conducted at the same time as
a mail ballot election pursuant to article 7_5 of title 1 C. R. S. Special
elections shall be conducted as nearly as practicable in the same
manner as regular elections
Under this scenario, the town clerk's office would request a three -month
timetable to prepare for a special election (required notices, ballot
preparations, etc.), which would require a targeted date for setting the
ballot by April 28 or sooner. Given the information - gathering process
outlined above, a special election scenario for 2009 would be difficult to
achieve.
• The last special election conducted by the town was in July 2006
regarding the Crossroads /Solaris redevelopment. The election cost was
$10,254. (Note: funding for the election and any information - gathering
costs need to come from the General Fund operating budget; Conference
Center Fund money may not be used for this or any purpose without an
election.)
• In 2010, the earliest a special election could be scheduled would be
Tuesday, February 9.
Regular Municipal Election
• The town's regular municipal election for 2009 will take place Tuesday,
November 3 and will include election of four council members as well as
any other matters brought forward for an election.
• The unofficial election calendar for setting the November 3, 2009 election
is as follows:
3
o Tuesday, August 4 — Latest date for first reading to approve any
ballot issues to be placed on election ballot.
o Tuesday, August 18 — Latest date for second reading to approve
any ballot issues to be placed on election ballot.
ACTION REQUESTED OF COUNCIL
Staff is seeking direction from Council on next steps. Those steps include:
• Direction on criteria
• Direction on recommended process
ATTACHMENTS
• April 18, 2006 memorandum on update on process to gather community
concepts for disbursement of conference center tax collections.
• 15 -year capital plan list presented to Council August 19, 2008
• Parks and recreation capital plan list
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MEMORANDUM
TO: Town Council
FROM: Stan Zemler, Town Manager
Pam Brandmeyer, Assistant Town Manager
Judy Camp, Finance Director
DATE: April 18, 2006
SUBJECT: Update on Process to Gather Community Concepts for Disbursement of
Conference Center Tax Collections
BACKGROUND
In November 2005, Vail's electorate defeated an increase in the lodging tax to
supplement taxes approved in 2002 to build and operate a conference center. The ballot
question also contained a provision to rescind the 2002 taxes if the issue failed, which it
did. As a result, on December 20, 2005, the Vail Town Council approved second
reading of Ordinance No. 27, Series of 2005, which rescinded the 2002 taxes, a half -
cent sales tax and 1.5 percent lodging tax, effective January 1, 2006. To bring
closure to the matter, the Council was presented with the option to either determine
a refund methodology for disbursement of the remaining conference center funds or
prepare a ballot question to determine how such revenues shall be used.
On February 7, 2006, after reviewing Conference Center Fund disbursement options,
Council provided staff with the following direction:
• Refund mechanism will not be pursued as a viable option due to
the
complications involved and loss of an overall community benefit.
• Reallocation must be used to reflect the original intent of the conference center
taxes to "increase occupancy and increase overall economic activity."
• A community outreach process is required to build community consensus
regarding a preferred reallocation concept to be considered by Vail's electorate in
November 2006; ballot language must be finalized by mid - August.
CONFERENCE CENTER FUND
As of December 31, 2005, the Conference Center Fund had an estimated balance of
$8.2 million available for disbursement. During the three years the conference center
taxes were in effect, an estimated $5.5 million was generated by the sales tax and $5.1
million collected from the lodging tax. Approximately $2.2 million was spent on research,
planning, design, engineering and financing of the proposed conference center and
$239,000 on management fees net of earnings on investments. Overall, the lodging tax
represented 48% of the total conference center taxes collected. Another 16% of the total
was generated from the half -cent sales tax levied on overnight accommodations and
approximately 3% from restaurants in the town's four largest hotels. Thus, approximately
67% of the total tax was generated from guests at hotels and lodges.
5
COMMUNITY IDEA - GATHERING PHASE
Using Council's direction as a framework, a series of community meetings took place
during March and April to solicit ideas from the community to identify a new use for the
revenue that would increase occupancy and increase overall economic activity. The
meetings involved representatives from community sectors facilitated by town staff and
attended by several Council members:
Lodging Group March 8 16 participants
Community Partners March 14 15 participants
General Public Workshop March 15 6 participants
Neighborhood Group March 22 7 participants
Retail/Restaurant Group April 4 6 participants
In addition, town staff solicited ideas from the Vail Local Marketing District, Vail
Chamber & Business Association, Vail Valley Chamber & Tourism Bureau, Commission
on
Special Events, Planning and Environmental Commission, Design Review Board,
Construction Mitigation Group and the Vail Recreation District Board.
Lastly, the town solicited ideas and concepts from individuals who were unable to
attend the community sector meetings. The town's web site collected 22 responses
while feedback from a half dozen others were forwarded via email or telephone.
Summary of Ideas & Themes
Attachment A is a summary documenting all concepts submitted during the idea -
gathering phase. The ideas have been divided into two overall groupings. Section 1
outlines ideas generated during the community sector meetings in which facilitators
sought consensus from the participants, while Section 2 documents ideas generated by
individuals who offered their ideas independently without the benefit of a group
discussion. In each section, the concepts have been sorted to reflect "capital" ideas, or
those requiring construction, as well as "non- capital" ideas. Additionally, staff has
provided a preliminary ranking of high, medium and low for concepts generated by the
consensus - driven community sector groups. A high ranking, for example, means the
idea would bring destination visitors for multiple -day stays with spending across all
economic sectors while having the potential for a favorable cost- benefit ratio. Please see
Attachment A for description of the remaining rankings. While this prioritization is
cursory, at best, the exercise was used to identify the following themes, all of which have
been identified in the "high" category:
• A Year -round indoor event venue was named by four of the five community
sector groups as a top priority.
• Specifically, re- purposing Dobson Arena to house a year -round indoor event
venue was mentioned by four of the five community sector groups.
• Building upon the theme to use or renovate resources already in place, two
of the five sector groups identified the Golf Course Clubhouse as a facility
that should be re- purposed to meet additional community needs.
6
Four of the five community sector groups expressed support for additional emphasis on
group sales and marketing and /or special events funding as a top priority, with the
remaining sector identifying the activity as an important consideration.
RECOMMENDED NEXT STEPS
As a next step, staff recommends further analysis of one or more of the themes
identified from the community meetings. Some of the analysis could be performed
by
staff, however, outside resources will be necessary depending upon which options are of
interest. Staff could return to Council on May 2 with a recommended process, timeline
and estimated cost for the analysis of options chosen by Council. Possible research
scenarios include:
• Re- purposing Dobson Arena to house a year -round indoor event venue.
Research would include potential programming and spatial requirements,
estimated cost of building modification, parking requirements, operational
impacts, private partnership opportunities, etc.
• Construction of a stand -alone year -round indoor event venue.
Two possible locations were mentioned during discussions: charter bus lot
and Vail Golf Course Clubhouse area. Research would include
potential programming and spatial requirements, estimated cost to build,
parking requirements, operational impacts, private partnership
opportunities and other sources of funding, etc.
• Increase the amount of funding available for group marketing.
Research would draw on analyses already done by VLMDAC, WCTB, HVS
International and others to develop a spending proposal and estimate the
potential impact on occupancy and spending in town. It should be possible to
pursue both group marketing and special events with the funds available. The
analysis would be done separately to provide the option to do one or both.
• Increase the amount of funding available for special events.
Research would draw on analyses already done by CSE, event producers
and others to develop a spending proposal and estimate the potential
impact on occupancy and spending in town. It should be possible to
pursue both group marketing and special events with the funds available.
The analysis would be done separately to provide the option to do one or
both.
A second possible option is as follows:
• Do nothing for now and allow time for the Vail Community Plan and the Vail
Recreation Master Plan to take shape. Then use the plans to identify the
community need and take to voters at that time, even if it means a one -or two-
year delay. While not a theme voiced consistently during the meetings, staff is
intrigued by this approach which surfaced during the Neighborhood Group
meeting.
ACTION REQUESTED OF COUNCIL
Staff is seeking direction from Council on next steps. Those options include:
• Identify concepts that are likely to meet the criteria of increased occupancy
and
increased overall economic activity for additional analysis. To be considered by
VaH's electorate in November 2006,- ballot must be finalized -by -mid
August. -- and /or --
• Adjust timetable for election; November 2007 at earliest. Renew the process
7
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upon the conclusion of the Vail Community Plan and the Vail Recreation Master
Plan for integrated community consensus building.
ATTACHMENTS
• Summary Document of Reallocation Ideas
Notes from Community Sector Discussions
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Revenue Ovsr Under Ex - 595013 11883 1,52128 1,{]i1395 3,840,08 1,{12,000 5750,112 33W,629 3,796,841 4,907408 9,66]561 2,800,1 {T 9,BSC,1391 8988316 8843,090 12,711,781
BeYrnn F dB la 10258,6 10064.12 2�950t 2493950 23TJ 22] - 855955 2_330250(1,305.986z� (2]17,988) 3032128 X422755 1 0,21 9 6961 'io,t2i 103 24194,685 27585 G12 3)249 - 551 44 217861 53,060,957
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U funded C R I Proiacta
C-32'i Wesl Vail FUe StaOOn 119,7 8 ; 329,229 240 0,000 2780000 ' _ 7,780 000. - - - - - - - - -
C 32 E. Vail F' S18t R otl - - - 775.M - - - - - - -
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Creeksltle HOUaln Im menis - 588,000 262500 315.000
rid Buflning HVAC Renovation 2
11 -,l Palk Hau an Im vemenis - - - - _ __ -_- _ - - - _ 3750D0 -
':Sim" Run Li-pass
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Fren eROatl L'onsheatl -� - -� - - - - - 8,815,OM - - -� - 915,000 - - - - - - -
600,000
H MVail Ro,n Sand
atjor 2 00
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E ai Vail R.0 o Ma or Recanslruc[ron - - - -
OUrld- eMei Reconatmdlm
W %t Vatl Roundabo Malor Reconslruc ton
LHAUtlIII Build Renovation - _. �. -- - J -_
LH Inlorm.I. Gaoler Renovation -- - --
TolalUnfundedProa 119,788 329,729 2400,000 2,760,000 2, 760,000 9,173,0 41480,500 10,225,000 2,116,000', 6,600,0 2,616,000 375,000 6]5,000 7,500,000
Ending, Fund Balance Ind. UniurMed list 10,064, a 2,1 610282 - 1712002 _�93,2� f1_2e6)�978 (ST B� 0 - 8,715 fi94 66 71 j10_236039 (85,310826 (58098086 . 153817317) (4 8858,1)8 39,889882] 31 pW ,TT2 18,134,991
V AIL RECOMMENDATIONS AND MANAGEMENT TOOLS V
e. Implementation: Effo
Objective: Achieve the Master Plan's Vision Statement and Goals
Vision Statement:
Through a partnership between the TOV and the VRD, assure a comprehensive offering of park and
recreation services for residents, visitors and workers. This is accomplished by being both a direct
provider of facilities, activities and services, and extending the partnership to include other public,
private, and non - profit organizations that are better able to generate additional capital funding and
provide specific activities and services open to the general public by working with the TOV and the
VRD.
Goals:
• Provide a basic level of core parks and recreation services for the residents of the VRD and the
TOV
• Provide recreation activities to attract and accommodate visitors to Vail and to encourage visitors
to stay in Vail, complementing the alpine skiing opportunity and recreational on -site resort
opportunities provided by the private sector
• Offer quality programs and activities commensurate with the fee charged
Strategies:
Increase communication and collaborations between the two entities to prioritize and
implement the recommendations of the master plan using the following steps:
1. Assign staff
2. Identify specific actions
3. Gain Town Council and Board input (as needed)
4. Identify outside partners and actions
5. Set timeframe and deadlines
6. Identify key decision points
7. Assess resources needed for implementation
8. Identify timing for funding approval
9. Incorporate into agency annual work plan
10. Assign tasks for department's annual work plan
11. Assess department workloads, roles, and responsibilities
12. Incorporate tasks into individual personnel goals and annual evaluations
Objective: Inform and Empower Staff to Implement Master Plan Recommendations
Assure that all levels of staff are informed of and are set up to work together to implement the
recommendations and strategies of the master plan.
Strategies:
• Inform all levels of staff of the direction of the master plan and allow for staff input,
encouraging buy -in and knowledge from all staff members.
• Provide cross - departmental staff teams /team members (as appropriate) with education,
development opportunities, necessary equipment and supplies.
fail Porks and Recreation Afoster Plon 69
Objective: Jointly Identify and Implement the Top Goals of the Master Plan
Strategies:
• Formalize the joint VRD/TOV Committee for the continued evolution of the relationship to
provide and promote a strong park and recreation program and implementation of this plan.
• Create a Memorandum of Understanding between the TOV and the VRD, with approval by
the Vail Town Council and the VRD Board of Directors, identifying committee process, top
goals and objectives, and target dates for implementation of the master plan by early 2007.
• Task the joint committee with identifying start and end dates for addressing and .
implementing the top goals and objectives.
Objective: Provide Staff the Resources Necessary to Implement the Master Plan
The VRD currently does not have a computerized recreation registration system. Investing in a
system like this will allow the VRD to streamline customer enrollment for class activities via a
variety of registrant entry methods. It will also improve the daily information available to those
programming leagues, classes, special events, etc. Many registration systems may be used
simultaneously from a number of locations and are able to produce demographic trend analysis for
planning future recreation programs.
Strategies:
• Investigations into the cost of a registration system (used for recreation and potentially space
scheduling) should be undertaken by the VRD.
• If purchased, a six month evaluation should be administered to assess staffs' use of and
satisfaction with the program.
• All new recreation staff members should be trained on the program within the first month of
employment.
Goal: Address Deferred Capital Maintenance and Funding Sources
Objective: Quantify Current Deferred Capital Maintenance Backlog for Facilities
Strategies:
• Fund effort through the VRD to quantify the current deferred capital maintenance backlog
through assessments.of the Golf Club clubhouse, Dobson Ice Arena, Youth Services Facility
and the Vail Tennis Center. (This effort was begun prior to the adoption of this plan through
the Borne Engineering capital inventory assessment, with initial information available in
January 2007 influencing specific recommendations in this plan.)
Objective: Establish Funding Sources for Deferred Capital Maintenance
Strategies:
• Initiate policy discussions between the TOV and the VRD regarding appropriate funding
sources for deferred and future capital maintenance that align with residents, visitors, users,
or some combination thereof, paying for the capital improvements.
• Pursue a collaborative effort between the VRD Board and the Vail Town Council regarding
use of RETT funds, reallocation of golf course lease fees and recreation impact fees along
with other potential revenue sources, e.g., mil levy, special assessments, etc., based on the
recommendations of the master plan and recommended outcomes and priorities of the Borne
Engineering capital inventory assessment.
• Work together toward a ballot measure for capital improvements supported by both the TOV
and the VRD presenting a coordinated approach for funding to provide for capital
improvements (both deferred and anticipated).
• Ensure that all construction standards are approved by the TOV to avoid deferred
maintenance in the future.
Objective: Fund Deferred Capital Maintenance through Partnerships and Alternative Funding
Strategies:
• Investigate alternative means to address capital maintenance issues (i.e. — initiate dialogue
with the TOV, Eagle River Water and Sanitation District, and other potential partners about
investing in a new irrigation system at the golf course).
• Increase partnerships and collaborative efforts to leverage resources.
• Pursue alternative funding from the listed sources in Appendix V to implement the master
plan.
G oa l;
Objective: Use the Borne Engineering capital inventory assessment as a working guide to
renovate /upgrade or consider replacement of priority facilities.
This assessment of existing conditions identifies and provides cost estimates for immediate physical
needs as well as repairs, replacements and significant maintenance items which will be needed over
the next 20 years.
Strategies:
• Take appropriate and immediate action to address and fund improvements identified as
immediate needs in the preliminary findings of the Borne Engineering report including most
seriously:
o Bridges at holes 11 and 17 on the golf course
o Tee box for holes 3 and 7 at the golf course
o Storage facility at the golf course maintenance facility
• Renovate /upgrade the Golf Club clubhouse to function for golf, cross country skiing, and
other community uses giving strong consideration to facility replacement in light of the
magnitude of deterioration and functionality issues including ADA accessibility issues.
• Take appropriate action to address and fund other high priority improvements identified in
the Borne Engineering report, giving consideration to replacement where warranted
including:
• Ford Park restrooms
• Youth Services Facility
Objective: Renovate, upgrade or acquire new indoor facilities
Strategies:
• Establish adequate new space for Youth Services through development or redevelopment
projects and/or consider within a feasibility study for indoor recreation space.
• Renovate /upgrade Dobson Ice Arena to fully address large event need and ice skating.
I
Objective: Renovate /upgrade parks and outdoor facilities
Strategies:
• Initiate a joint transportation, access and parking plan for all of Vail's parks and recreation
facilities between the TOV and the VRD.
• Establish short-term transportation and parking solutions through increased marketing of
alternatives to driving. These should include:
■ promote the Vail bus system and bicycling
■ provide shuttles to special events
■ improve amenities such as bus stops, trail waysides, etc.
• Continue conversations between the TOV, the VRD, Vail Resorts, Inc., Vail Valley
Foundation and the Betty Ford Alpine Gardens to establish collaborative efforts through a
revised master plan for Ford Park that incorporates active, passive, cultural and educational
aspects to create a world -class park. This plan should address:
• access and parking (discussing the potential of a layered parking system, with
recreation facilities placed on top of the parking structure)
• more efficient layout of field facilities and amenities on the site and, including the
addition of spectator /player seating and the potential of artificial turf
renovation or repurposing of the tennis courts at Ford Park, considering facilities and
activities that can be used in both the winter and summer season and that serve the
primarily young adult population (25 -34 age group).
■ incorporation of public art, design, and creativity to make the park a special and
unique place
• Continue effort to move trails off street wherever possible. Opportunities may include during
future redevelopment of existing streets and/or adjacent properties.
• Bring recreation paths up to American Association of State Highway and Transportation
Officials (AASHTO) safety standards.
• Increase LOS and accessibility of Booth Creek and Bighorn parks by replacing aged
playground equipment that is not ADA accessible. Increase LOS by adding a park at
Lionshead seeking developer participation in the provision and development of the park site.
• Improved Nordic skiing facilities through improvements to grooming.
• Increase the number of custom components throughout Vail's parks to create a unique
experience for users. For example, the concept of customized playgrounds in Vail's parks
could be expanded to include customized park components, such as benches, bike racks,
shelters, and other furnishings.
Objective: Plan for future park and recreation facilities
Strategies:
• Work to meet the Vail 20/20 Vision and Strategic Plan statement of vision: "Vail will be the
premier mountain resort community." These plans and future facilities should be provided
through collaborations and partnerships:
o A revised master plan for redevelopment of Ford Park (see RenovatelUpgrade Parks and
Outdoor Facilities objective) to maximize opportunity for new facilities
o Outdoor ice rink — (will potentially be addressed through Crossroads development)
Feasibility study addressing indoor recreation space including at a minimum aquatics,
gymnasium space, fitness and wellness and activity space for youth and teens.
• Research and create facilities design standards guidelines that address near and long term
operational and maintenance costs and promote environmentally sound building principles.
P P Y gp p
Identify best management practices, standardizing construction and replacement materials,
72 Vail Parks and Recreation Master Pla�i
compliance with ADA, and strive for LEED or similar certifications. Continue to monitor the
green industry for new practices.
i
Goal; Balance Recreation Programmin
i
Objective: Bring More Revenue - Producing Special Events to Vail
Strategies:
0 Establish a streamlined special events plan through collaborative efforts between the TOV,
the VRD and the CSE, anchored to common goals.
• Work to streamline special events permitting processes between the TOV, the VRD and Vail
Fire Department.
• Work to reestablish and create new relationships to attract revenue - generating special events
to Vail (i.e. — Ride the Rockies, etc.) This will involve commitment to temporary areas,.
facilities and services necessary to support these types of events.
Objective: Continue to Provide a Wide Variety of Park and Recreation Services
The wide variety of recreation resources, activities and opportunities currently provided is highly
valued by the community. Some of the activities that were mentioned often were the Vail running
and mountain bike series, Vail Golf Club, tennis, hockey, ice skating, and adult softball.
Strategies:
• Allocate resources to provide quality recreation programming, based on community input.
• Continue to gain input from recreation participants and the community as to what programs
are desired and popular.
• Initiate collaborations to provide a greater quantity of diverse, cost effective recreation
programs and activities.
• Pursue a permanent home for the popular Camp Vail program.
Objective: Make Available More Recreation Alternatives to Skiing and Summer Activities
As identified through focus group and survey input and the Vail Visioning Project, it is the Vail
community goal to provide a "world - class" resort experience. As stated in the Vail 20/20 Vision and
Strategic Plan, "Vail will be the premier mountain resort community." Vail is a place where all age
groups can indulge in a diversity of outdoor and indoor recreational activities throughout the year.
With the continued dominance of Vail Mountain as a ski mountain and a strong regional system of
recreational facilities which complement each other, the Vail Valley is a premier destination for the
recreation enthusiast. However, with changing demographics and recreation trends, it will be
important to provide more recreation alternatives to skiing, so as to continue to draw a wide variety of
recreation enthusiasts to Vail.
I
Strategies:
• Work with local tourism organizations and Vail Resorts, Inc., to attract more private guides
and outfitters to the Vail area to provide alternative winter activities such as avalanche
courses, backcountry tours, a casino shuttle, environmental/wildlife education, tours to
nearby attractions, sleigh rides and snowcat tours. Also work with these groups to attract
additional summer activities such as alpine slides; backcountry tours, balloon play structures,
glider instruction and rentals, historical tours, obstacle courses, a luge,, outdoor aquatics,
paragliding, paintball, rock climbing, summer skiing and snowboarding, wagon rides, zip
Vail Parks w7d Recreatioii Master Plan 73
r
lining, guiding hiking, dog hikes, mountaineering, motorized recreation, environmental
education and ecotourism.
• Initiate dialogue between the TOV, the VRD, and Vail Resorts, Inc. to increase tourism by
providing a more accessible summer use of Vail mountain for mountain biking, hiking, and
use of Adventure Ridge by running lifts more often (i.e. - during the month of June) and for a
lesser or free cost.
• Work with cultural and arts organizations and hotels and lodging establishments to provide
seasonal progr (for residents) and drop -in, single- session activities (for residents and
visitors), such as art workshops, culinary instruction, gallery tours, instructional dance
classes, drama classes, and theatre /film viewings.
• Initiate conversations between the VRD, the TOV, Vail Resorts, Inc., and other community
organizations about building a multi - purpose event and community center that provides
recreation activities such as aquatics, teen activities, indoor rock climbing, and health and
fitness opportunities.
• Establish relationships with the following partner organizations to implement the
recommendations of this master plan and to provide an increased number of and high quality
recreation programs, activities, and services:
• Avon Parks and Recreation
• AXS Vail Valley
• Betty Ford Alpine Gardens
• Bravo! Vail Valley Music Festival
• Colorado Mountain College
• Colorado Ski Museum
• Commission on Special Events
• Eagle County Government
• Eagle County School District
• Eagle River Watershed Council
• Eagle River Youth Coalition
• Eagle -Vail Metropolitan District
• Eagle Valley Alliance for Sustainability
• Eagle Valley Child Care Association
• Eagle Valley Land Trust
• Economic Council of Eagle County
• Gore Range Natural Science School
• Meet The Wilderness
• Prima Ski & Snowboard Club
• Vail Chamber and Business Association
■ Vail Jazz Foundation
• Vail Leadership Institute
• Vail Local Marketing District
■ Vail Resorts, Inc.
■ Vail Snowboard Outreach Society
■ Vail Symposium
■ Vail Valley Chamber and Tourism Bureau
Vail Valley Charitable Fund
■ Vail Valley Community Television - Channel 5
■ Vail Valley Foundation
■ Vail Valley Medical Center Foundation
■ Western Eagle County Metropolitan Recreation District (WECMRD)
■ The Youth Foundation
74 Vail Parks awl Recreation Afastcr Plan___
Objective: Strategically Meet the Community's Demand for New Programs and Services
Provide a variety of recreational opportunities to meet the various needs of the community; and
expand recreation program offerings to meet the changing needs of the community.
Strategies:
• Expand the number of community -wide, regional and national special events which should be
located in parks and/or facilities best suited to accommodate the activity /event (i.e. - Ride the
Rockies, Triple Bypass, concerts, etc.)
• Expand fitness and wellness programs for the entire community, with a focus on aquatics and
adult programs and opportunities.
• Expand indoor activities for youth (i.e. - cultural and arts programs, indoor playground,
and/or a family fun center at the base of the mountain).
• Create additional opportunities for "recreational" sports activities (recreation hockey and
soccer, tennis lessons, sports camps).
• Provide more opportunities for instructional classes for alternative sports (kayaking, rock and
ice climbing, inline skating, and skateboarding).
Objective: Provide affordable recreation programs and packages for seasonal workers and
residents with moderate income levels.
Based on community input, providing affordable programs and packages for seasonal workers and
residents with moderate income levels is very important to the quality of life and attractiveness of
living and working in Vail. One means of accomplishing this goal is applying the Pyramid
Methodology. This methodology develops and implements a refined cost recovery philosophy and
pricing policy based on current "best practices" as determined by the mission of the organization and
the program's benefit to the community and /or individual.
Critical to this philosophical undertaking is the support and understanding of elected officials and
ultimately citizens. Whether or not significant changes are called for, the agency wants to be certain
that it is philosophically aligned with its residents. The development of the core services and cost
recovery philosophy and policy is built on a very logical foundation, using the understanding of who
is benefiting from parks, recreation, and natural resources service to determine how the costs for that
service should be paid. Ali overview of the Pyramid Methodology is provided in Appendix VI.
Strategies:
• It is suggested that the VRD utilize the Pyramid Methodology to further refine and define a
consistent cost recovery philosophy and pricing policy.
• Fees for programs should acknowledge the full cost of each program (those direct and
indirect costs associated with program delivery) and where the program fits on the scale of
who benefits from the program of service to determine appropriate cost recovery target.
• Define direct costs as those that are typically costs that exist purely because of the program
and change with the program.
• Define indirect costs as those that are typically costs that would exist anyway (like full time
staff, utilities, administration, debt service, etc.)
• Reevaluate the Resident/Non- Resident user fee policy to reward the tax paying community of
Vail, using the Pyramid Methodology.
• Define ability to pay as an implementation concern to be addressed through a fee reduction or
scholarship program.
• Continue to encourage the pursuit of alternative funding for the VRD.
Goal: and Between the TOV and the VRD
Objective: Rectify Existing and Missing VRD and TOV Contracts and Agreements
Rectifying the existing or missing contractual agreements will be critical to the success and vitality of
both the VRD and the TOV in providing quality recreation facilities, programs, and services for both
residents and tourists.
Strategies:
• Task the joint committee with identifying the general terms of rectifying the lease terns for
all contracts listed in the TOV and the VRD Contracts and Agreements recominendations.
• Incorporate a 50 year lease term for all new and rectified leases between the TOV and the
VRD.
• Gain the VRD Board of Directors and Vail Town Council's approval on the revised terms of
these agreements.
• Incorporate the revised terms into the VRD and TOV's legal documents, utilizing the
necessary legal expertise and services.
• Establish a clear lease and maintenance agreement between the TOV and the VRD regarding
the Vail Golf Club, including:
• Vail Golf Club (18 -hole)
• Golf Club clubhouse
• Starter Shack
• Maintenance Facility
• Driving Range
• Reach an agreement regarding specific actions to bring all amenities up to a world -class
standard (using the interior of restrooms at Donovan Park, with the addition of tile wall
covering, as the benchmark), through a collaborative effort of the TOV and the VRD.
• Clarify responsibility for major investments into renovation or replacement for the facilities
included in the 1993 Master Lease Agreement (terminating in 2015). Consider extension of
lease to coincide appropriately with desired responsibilities. Facilities incorporated in this
agreement include:
• John Dobson Ice Arena and Environs
• Nature Center and Environs
• Upper Bench of Ford Park
• Public Tennis Courts
• Athletic Fields
• Youth and Teen Center (now known as the Youth Services Facility)
• Office space in the Vail Tennis Center
• Delete office space in Vail Public Library used at the time of execution
• Revisit the VRD's maintenance responsibilities for the Red Sandstone Athletic field, due to
its limited use and capacity for the active recreation program.
• Establish a written agreement regarding the VRD's use of the TOV -owned soccer field at
Donovan Park.
• At the time a permanent location for a skatepark facility is designated, an agreement should
be written following the model of the Vail Gymnastics Center agreement. At this time a
temporary skatepark agreement is anticipated in May 2007.
76 Vail Pavks and Recreation M(tster Plaii
Goab Increase Alternative Fu nding and Reven
Objective: Pursue Alternative Funding to Implement the Master Plan
Strategies:
• Identify opportunities to increase community support and revenue opportunities such as
grants, partnerships, sponsorships, volunteers and earned income. Investigate the possibility
of utilizing volunteer efforts to apply for such funding.
• Aggressively research and apply for grant opportunities.
• Expand and formalize a Volunteer Program to include standards, recruiting, training,
retaining, and rewarding volunteers in all program areas.
• Create new and formalize existing Sponsorships (see Sample Sponsorship Policy in Appendix
VII) with equity agreements that are reviewed annually.
• Develop an annual sponsorship manual listing all the opportunities for the year and distribute
in a menu format that creates a sense of urgency within the business community.
• Seek developer participation to include recreation projects in development and
redevelopment projects.
Objective: Increase Participation and Revenue from Current Services
Strategies:
• Utilize the previously mentioned marketing strategies to work to increase golf rounds
annually.
• Evaluate participation numbers of current programming, so as to increase marketing and
participation in programs that are not at capacity.
I
G oal- , and Marketing of the VRD and the TO
Objective: Generate Awareness and Credibility about Current VRD and TOV Offerings
Strategies:
• Increase the VRD's annual marketing budget to five percent of its annual operating budget.
• Work with business and merchant organizations to develop information packets that promote
the VRD and the TOV recreation and special events services to tourists and new residents.
• Update the VRD's marketing plan on an annual basis.
• Increase marketing to down valley residents to increase participation numbers in current
programs.
Objective: Continue and Increase Marketing Research through Dedicated Staffing
Strategies:
• As needs in both organizations grow, explore dedicated staffing and continue to utilize the
Vail Local Marketing District, where appropriate, for marketing the VRD and the TOV
programs and events.
• Develop a tracking and evaluation process for marketing media . such as newspaper, seasonal
brochures, web site, direct mail, targeted e- mails, radio, and television advertising to
continuously determine effectiveness of marketing dollars.
• Record participation numbers and demographics to assess program success, as well as
missed marketing opportunities.
• Track participation associated with responses to direct mailings.
Vail Parks awl.Recreatioi7 Master Plaii 77
• Formalize an evaluation and annual in -house benchmarking program to solicit participant
feedback and drive programming efforts.
• Collect feedback data from participants that support the expressed desire for improvements to
programs and activities.
• Make use of the Vail Valley Chamber and Tourism Bureau's Platinum Service Program to
evaluate services.
Objective: Strategically Increase Communications and Marketing Efforts
Strategies:
• Increase marketing and promotional efforts by working with the business community, local
hotels, newspapers, and radio stations to increase the community and local business'
knowledge and use of the Golf Club. (i.e. - corporate and lodging "coupons," host corporate
tournaments and special events, trade free golf rounds for newspaper /radio advertising, etc.)
• Utilize community demographics from this master plan to increase marketing to adults for
cultural, fitness, and wellness programs.
Objective: Create a Cohesive Customer Service Delivery System
Strategies:
• Use program tracking and evaluation tools to identify life cycle of programs, identify
programs not meeting minimum capacity (review all program minimums for cost
effectiveness), identifying waiting lists, etc.
• Develop a comprehensive training program for all staff and instructors including knowledge
of all program areas as well as customer service.
Objective: Promote the Credibility of the TOV, the VRD, the VRD Board of Directors, and Vail
Town Council
Strategies:
• Increase public awareness and credibility to develop, define market, educate, and in the future
pass a bond referendum for the major capital projects in the master plan.
• Continue the annual "Year in Review" newsletter highlighting the VRDs' services, efforts
and accomplishments, with an opening letter from the VRD Board of Directors.
• Increase the VRD Board of Directors and Vail Town Council's visibility at community
special events and public meetings.
Objective: Continue to Increase the VRD's Financial Transparency
I
Strategies:
• Continue the preparation of an annual report providing information to the public about parks
and recreation funding, stewardship of tax dollars and fees and charges and distribute the
report as widely as possible.
• Place this report on the VRD's website and promote public review.
I
b
Goal. i Partnerships I I Regional Recreation
Objective: Increase Partnerships and Collaborative Efforts
Build partnerships within the conununity to take advantage of existing facilities, share new facilities
and help maintain community facilities.
Strategies:
• Initiate dialogue between the VRD and the TOV about increasing taff sharing for
g g
responsibilities such as turf management, landscaping and flowers.
• Work with private hotels and lodging to provide aquatic programming for Vail residents.
• Address the town -wide issue of parking through-joint efforts between the TOV, the VRD, and
Vail Resorts, Inc.
• Create new and fornialize existing Partnerships (see Sample Partnership Policy in Appendix
VII) with equity agreements that are reviewed annually.
• Strengthen existing and expand to establish new Intergovernmental Agreements (IGAs) with
schools for use of fields, gyms and multipurpose spaces.
• Explore the possibilities of revising and promoting an adopt -a -park program to help with park
maintenance, beautification and civic pride.
• Create a "Park Ambassador" Program where residents living adjacent to parks are trained in
inspecting parks and filing a weekly report for a nominal fee or pass.
i
Objective: Adopt a Regional Approach to Programming through Cooperative Efforts
Strategies:
• Consider an inclusion election for non - district areas and /or initiate discussions with Eagle
County about establishing a special recreation tax for "non - included areas" that would get
passed through to the VRD.
• Establish non - resident fees as appropriate for those living outside the VRD boundaries, taking
into consideration any collaborative programming efforts with other neighboring providers.
• Increase collaborative programming with WECMRD, maximizing the use of all facilities.
G oal: 1 into the Vision and Strategic Plan
i
Objective: Incorporate the Master Plan with the Vail 20/20 Vision and Strategic Plan
The objective of the Vail 20/20 Vision and Strategic Flan is to develop a roadmap for the TOV as it
faces a critical turning point, from development and expansion to redevelopment and enhancement.
Vail's park and recreation resources are an important part of the TOV's past and future. Findings and
recommendations from the master plan should align with the Vail 20/20 Vision and Strategic Plan, so
that efforts between the TOV and the VRD are coordinated and effective,
Strategies:
• Share the findings of the master plan with those participating in the Visioning process.
• Align the recommendations of the master plan with the Vail 20/20 Vision and Strategic Plan.
Vail P Recreation Plan 79
January 13, 2009
Members of the Town Council:
A small committee of lodge owners and operators, medical center executives 9 p t es and Vail businesspeople
has met several times over the past couple months concerning the allocation of the roughly ten million
dollars of the Town of Vail's "conference center funds ".
We believe the intent was always to utilize these funds to attract visitors to the town. Consequently, in
focusing on attracting destination visitors, we have zeroed in on advanced medical learning and
integrative medicine.
Although we are in the early stages of setting the foundation for this idea, we recommend forming an
entity with assistance and representation from the Vail Valley Medical Center, Vail Local Marketing
District and the Lodging Community to attract branded medical institution partner to develop a permanent
presence in Vail focusing on medical education and lifestyle issues, including continuing medical
education, and programs for people who are interested in improving their own health and habits.
It is imperative to develop the best idea and solution for this money. We believe this is the right path and it
will take time to develop and evolve. This Committee will be meeting on a regular basis and welcome any
input.
Please contact any of us with questions.
Thank you,
Keith Odza
Frank Johnson
Johannes Faessler
Greg Moffet
Beth Slifer
Jack Eck
John Cassin