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HomeMy WebLinkAbout2009-07-21 Agenda and Support Documentation Town Council Work Session VAIL TOWN COUNCIL WORK SESSION AGENDA 7 m *Vk" VAIL TOWN COUNCIL CHAMBERS 75 S. Frontage Road W. Vail, CO 81657 12:15 P.M., JULY 21, 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. Public comments on work session item may be solicited by the Town Council 1. ITEM/TOPIC: Four Seasons Determination of Similar Use / Site Visits Site visits to the Hong Kong Cafe building located at 227 Wall Street and the Cordillera Club (Vista Bahn Building) located at 333 Hanson Ranch Road. (45 min.) PRESENTER(S): Warren Campbell 2. ITEM/TOPIC: PEC/DRB Update (15 min.) PRESENTER(S): Warren Campbell 3. ITEM/TOPIC: Presentation of the Vail Valley Medical Center Economic Impact Study. (20 min.) PRESENTER(S): Ford Frick / BBC Research ACTION REQUESTED OF COUNCIL: Listen to the presentation, ask questions and provide direction for follow-up. BACKGROUND: Town Council approved an economic impact study to be conducted to determine the following objectives: -What is the economic impact of the Vail Valley Medical Center (VVMC) on the Town of Vail? -How does VVMC function in the Vail economy? -What are the implications for the town with possible operational changes at VVMC? Ford Frick of BBC Research will present the results of the study, which are attached under separate cover. STAFF RECOMMENDATION: Listen to presentation, ask questions and provide direction for follow-up. 4. ITEM/TOPIC: CSE Event Partnerships. (20 min.) 7iz uzoo9 PRESENTER(S): Sybill Navas ACTION REQUESTED OF COUNCIL: Approve, deny or provide feedback on the policy recommendation developed by the CSE for the allocation of funding requested by special events that are proposed to be held in partnership with other communities. BACKGROUND: Approve, deny or provide feedback on the policy recommendation developed by the CSE for the allocation of funding requested by special events that are proposed to be held in partnership with other communities. Under what circumstances is expansion/collaboration with other communities in the best interest of Vail? Vail will receive increased benefit from incremental heads in beds; resulting in increased lodging tax revenues, food and beverage sales and sales tax generated. Expanded activities and events will provide additional benefit to Vail. There is a greater opportunity for the event to become an event of national or international stature. The event could not occur within the confines of a single community because of infrastructure and venue limitations. There is increased potential to attract sponsorships and media exposure, thereby increasing the impact of public funding. If the event is an existing event, the "Vail" brand and identity will be preserved. STAFF RECOMMENDATION: Approve the policy recommendation as presented. 5. ITEM/TOPIC: Town of Vail Strategic Work Plan Update. (15 min.) PRESENTER(S): Stan Zemler 6. ITEM/TOPIC: Update on 2009 Code Revision Project. The purpose of this worksession is to provide an update on current status, progress, and next steps. (15 min.) PRESENTER(S): Rachel Friede ACTION REQUESTED OF COUNCIL: Listen to the presentation, ask any pertinent questions, and provide Staff with feedback. BACKGROUND: On January 22, 2009, the Vail Town Council directed Staff to proceed with the 2009 Code Revision Project. The purpose of this project is to amend the development-related portions of the Vail Town Code in order to provide clarification, coordination, ease of use and to implement green building standards. STAFF RECOMMENDATION: Because this is a worksession, Staff will not make a recommendation at this time. 7• ITEM/TOPIC: Proposed Town of Vail Charter amendments addressing terms and term limits. (30 min.) PRESENTER(S): Matt Mire ACTION REQUESTED OF COUNCIL: Direction from Council regarding three (3) options for potential amendements to the Town of Vail Charter regarding term limits, terms, and opting out of the election amendment to the Colorado Constitution; Article XVIII, § II. 7iz uzoo9 BACKGROUND: This memorandum presents three potential amendments to the Town of Vail Charter (the "Charter") to address the ambiguities and conflicts previously identified regarding the Town's terms and term limits provisions for councilmembers as currently set forth in Section 3.2 of the Charter. Three Proposed Amendment Options for the Council to Consider include: A. Establish four-year terms for all Councilmembers, with a term limit of two (2) consecutive four-year terms. This change would eliminate the two-year terms that are currently awarded on a routine basis to the candidate receiving the fourth highest number of votes. Phrased as a ballot question, this Charter amendment would read as follows: Councilmembers shall be elected to serve four-year terms. No councilmember shall serve more than two (2) consecutive four-year terms. Partial terms of less than four (4) years in duration shall not count toward this term limit. Terms shall be considered consecutive unless they occur more than one regular municipal election cycle apart. B. Establish four-year terms for all Councilmembers, and eliminate term limits altogether. Phrased as a ballot question, this Charter amendment would read as follows: Councilmembers shall be elected to serve four-year terms. No term limits shall apply to restrict service to the Town, and the Town hereby expressly exempts itself from the term limits set forth in Article XVIII, § II of the Colorado Constitution, as amended. C. Preserve the two-year terms that are currently awarded to the candidates receiving fewer votes, but impose a term limit of three (3) consecutive full terms, no matter the length of such terms. Phrased as a ballot question, this Charter amendment would read as follows: Candidates for the office of councilmember receiving the three (3) highest vote totals shall be elected to serve four-year terms, and candidates receiving less than the third highest number of votes shall be elected to serve two-year terms. No councilmember shall serve more than three (3) consecutive terms of office, whether those terms are four (4) years in length or two (2) years in length. Partial terms of less than two (2) years in duration or four (4) years in duration, depending on the term being filled, shall not count toward this limit. Terms shall be considered consecutive unless they occur more than one regular municipal election cycle apart. A resolution setting a ballot question needs to be adopted on or before August 18, 2009 to make it on the November 3, 2009 ballot. 8. ITEM/TOPIC: Discussion of the 15 year capital plan. (40 min.) PRESENTER(S): Kathleen Halloran ACTION REQUESTED OF COUNCIL: Approve long-term capital plan for inclusion in the 2010 Budget. BACKGROUND: Capital maintenance and replacements are a major portion of the five-year plans included in the 2010 budget. While the 2010 capital plan will be 7iz uzoo9 approved as a part of the Town Manager's budget, the 5 year capital plan is published in the annual budget book. The 15-year plan provides a snapshot of the town's long-term capital maintenance and replacement needs. STAFF RECOMMENDATION: Provide feedback regarding capital expenditures and projects. 9. ITEM/TOPIC: Information Update. a. 2009 Summer Vail Valley Athlete Commission The Vail Valley Athlete Commission, composed of the Beaver Creek Resort Company, Town of Vail, Vail Resorts, and the Vail Valley Foundation, met July 14 to award funding allocations for summer athletes. The awards are as follows: -Jay Henry Mountain Bike Racing (Cross Country/Marathon) + Multi-Sport Level: Elite $2,000 -Josiah Midaugh Triathlon, Multi-Sport Level: Pro $2,000 -Henry Reed Ironman Triathlon Level: Amateur $1,000 -Gretchen Reeves Mountain Bike Cross Country/Adventure Racing Level: Pro $2,000 b. Eagle River Water & Sanitation District Invitation. (15 min.) PRESENTER(S): Pam Brandmeyer 10. ITEM/TOPIC: Matters from Mayor & Council. (15 min.) PRESENTER(S): Town Council 11. ITEM/TOPIC: Executive Session, pursuant to: 1) C.R.S. §24-6-402(4)(a)(b) (e) - to discuss the purchase, acquisition, lease, transfer, or sale of property interests; to receive legal advice on specific legal questions; and to determine positions, develop a strategy and instruct negotiators, Re: Discussion concerning negotiations regarding Timber Ridge Redevelopment. (20 min.); 2) C.R.S. § 24-6-402(4)(b) - to receive legal advice on specific legal questions; Re: Update from Town Attorney on various pending Town legal matters (10 min.); 3) C.R.S. §24-6-402(4)(a)(e) - to discuss the purchase, acquisition, lease, transfer, or sale of property interests; and to determine positions, develop a strategy and instruct negotiators Re: Potential real estate acquisition (10 min.) (Total Executive Session Time scheduled - 40 min.) PRESENTER(S): Matt Mire 12. ITEM/TOPIC: Adjournment. (4:45 p.m.) NOTE UPCOMING MEETING START TIMES BELOW: (ALL TIMES ARE APPROXIMATE AND SUBJECT OT CHANGE) THE NEXT VAIL TOWN COUNCIL REGULAR WORK SESSION WILL 7iz uzoo9 BEGIN AT TBD, TUESDAY, AUGUST 4, IN THE VAIL TOWN COUNCIL CHAMBERS. 7iz uzoo9 . ~ VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 21, 2009 ITEM/TOPIC: Four Seasons Determination of Similar Use / Site Visits Site visits to the Hong Kong Cafe building located at 227 Wall Street and the Cordillera Club (Vista Bahn Building) located at 333 Hanson Ranch Road. PRESENTER(S): Warren Campbell 7iz uzoo9 . ~ VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 21, 2009 ITEM/TOPIC: PEC/DRB Update PRESENTER(S): Warren Campbell ATTAC H M E NTS : July 1, 2009 DRB Meeting Results July 15, 2009 DRB Meeting Results July 13, 2009 PEC Meeting Results 7iz uzoo9 DESIGN REVIEW BOARD AGENDA ~ PUBLIC MEETING ~ ' July 1, 2009 , Council Chambers 75 S. Frontage Road - Vail, Colorado, 81657 PROJECT ORIENTATION 2:15pm M EM BERS PRESENT M EM BERS ABSENT Pete Dunning Mike Dantas Tom DuBois Brian Gillette Libby Plante SITE VISITS 2:30pm 1. Vail Nature Center, 841 Vail Valley Drive 2. Big Bear Bistro, 304 Bridge Street PUBLIC HEARING - TOWN COUNCIL CHAMBERS 3:00pm 1. Vail Nature Center DRB090191 / 10 minutes Bill Final review of new construction (greenhouse) 841 Vail Valley Drive/Unplatted Applicant: Vail Recreation District ACTION: Approved MOTION: DuBois SECOND: Plante VOTE: 4-0-0 2. Big Bear Bistro DRB090215 / 10 minutes Rachel Final review of a sign (menu display) 304 Bridge Street/Lots E, F, Block 5A, Vail Village Filing 1 Applicant: Michael Gehl ACTION: Approved with condition(s) MOTION: DuBois SECOND: Gillette VOTE: 4-0-0 CONDITION(S): 1. The applicant shall install the menu box facing south and parallel to the building fagade. STAFF APPROVALS Godwin Residence DRB080429 Rachel Final review of a minor exterior alteration (grading) 586 Forest Road/Lot 3, Block 1, Vail Village Filing 6 Applicant: Donald & Carmen Godwin, represented by Peak Properties Bridgewater Residence DRB090156 Bill Final review of a minor exterior alteration (re-roof and deck) 303 Gore Creek Drive, Unit 11/1-ot 11, Block 5, Vail Village Filing 1 Applicant: Robinson Contracting Page 1 7/2l/2009 2-1-1 Henston Family LLC Residence DRB090157 Bill Final review of changes to approved plans (windows, deck) 4126 Columbine Drive, Unit B/Lot 16, Bighorn Subdivision Applicant: John G Martin, Architect 789 Potato Patch LLC Residence DRB090162 Bill Final review of changes to approved plans (landscaping) 789 Potato Patch Drive/Lot 23, Block 1, Vail Potato Patch Applicant: JP Sunderland Clarke Residence DRB090166 Warren Final review of an addition (hallway, living room, and windows) 1881 Lions Ridge Loop, Unit 40/Lot 1, Block 3, Lions Ridge Filing 3 Applicant: Adam Harrison Meadowlark Development Residence DRB090167 Rachel Final review of changes to approved plans (facade, windows) 4852 Meadow Lane/Lot 11, Block 7, Bighorn 5th Addition Applicant: Shane Maullin Rams-Horn Lodge DRB090173 Warren Final review of changes to approved plans (landscaping) 416 Vail Valley Drive/Lot A, Block 3, Vail Village Filing 1 Applicant: Rams-Horn Lodge Riverbend Condominiums DRB090184 Nicole Final review of a sign (subdivision entrance) 4800 Meadow Drive/Unplatted Applicant: Steve Ankerholz Smith Residence DRB090187 Warren Final review of a minor exterior alteration (landscaping and driveway) 2892 Kinnickinnick Road/Lot 1, Innsbruck Meadows Applicant: Nancy Adam Post Residence DRB090188 Nicole Final review of a minor exterior alteration (bay window) 4254 Columbine Way/Bighorn Terrace Applicant: Christopher Neilson Gore Valley Water District DRB080189 Bill Final review of a minor exterior alteration (fence) 5004 Snowshoe Lane/Recreation Area, Vail Meadows Filing 1 Applicant: Dennis Gelvin Roman Residence DRB090190 Bill Final review of a minor exterior alteration (windows) 1761 Alpine Drive, Unit 1/Lot 32, Vail Village West Filing 1 Applicant: John Roman Page 2 7/2l/2009 2-1-2 Johnson Residence DRB090192 Bill Final review of changes to approved plans (entry) 2570 Bald Mountain Road/Lot 33, Block 2, Vail Village Filing 13 Applicant: Doug Johnson Hollis Residence DRB090193 Nicole Final review of a minor exterior alteration (re-rooo 5032 Prima Court/Unplatted Applicant: Horizon Roofing Snowflake/Hughes Residence DRB090194 Nicole Final review of a minor exterior alteration (rooo 3110 Booth Creek Drive/Lot 9, Block 3, Vail Village Filing 11 Applicant: Kevin Grimes Vail Golf Course Townhomes DRB090195 Warren Final review of a minor exterior alteration (balcony) 1557 Golf Terrace, Units 27-60/Sunburst Filing 3 Applicant: Jay Nobrega Arford Residence DRB090196 Warren Final review of a minor exterior alteration (deck) 2962 Bellflower Drive/Lot 16, Block 6, Vail Intermountain Applicant: Craig Arford Holiday Inn DRB090197 Bill Final review of a sign (building identification) 2211 North Frontage Road/Lots 1, 2, Vail Das Schone Filing 3 Applicant: Vanquish Vail LLC Golden Peak DRB090198 Warren Final review of a minor exterior alteration (temporary parking lot) 458 Vail Valley Drive/Tract F, Vail Village Filing 7 Applicant: Jeff Babb Town of Vail DRB090199 Nicole Final review of changes to approved plans (landscaping) West Meadow Drive Right-of-Way Applicant: Town of Vail Centre V Restaurant DRB090202 Nicole Final review of a sign (business identification) 675 Lionshead Place/Resubdivision of Lot 1, Lionshead Filing 6 Applicant: Vail Corp Dubrow Residence DRB090203 Bill Final review of a minor exterior alteration (re-rooo 3956 Lupine Drive, Unit 1/1-ot 4, Block 2, Bighorn 1 st Addition Applicant: Linda Roy Page 3 7/2l/2009 2-1-3 Town of Vail DRB090204 Jen Final review of a minor exterior alteration (landscaping) 4500 Block of Bighorn Road, Town of Vail Right-of-Way Applicant: Tom Talbot, Fire Dept Town of Vail DRB090205 Warren Final review of a minor exterior alteration (landscaping) Along Bighorn Road from I-70 Interchange to East End, Town of Vail Right-of-Way Applicant: Tom Talbot, Fire Dept Hall Residence DRB090208 Warren Final review of a minor exterior alteration (re-paint) 2612 Cortina Lane/Lot 3, Block B, Vail Ridge Applicant: Greg Hall Timber Ridge DRB090210 Warren Final review of a minor exterior alteration (landscaping) 1280 North Frontage Road West/Lots 1-5, Block C, Lion's Ridge Filing 1 Applicant: Timber Ridge Booth Falls Mountain Homes DRB090211 Rachel Final review of a sign 3094 Booth Falls Road/Lot 1, Block 2, Vail Village Filing 12 Applicant: Susan Fritz Mountain View DRB090214 Bill Final review of changes to approved plans (landscaping) 442 South Frontage Road West/Lot D, Vail Village Filing 5 Applicant: Ron Constien Gordon Residence DRB090217 Warren Final review of a minor exterior alteration (re-paint) 4997 Juniper Lane/Lot 1, Block 4, Bighorn 5th Addition Applicant: Shane Maullin Cohagen Residence DRB090218 Bill Final review of a minor exterior alteration (doors & windows) 385 Gore Creek Drive/Lot K, Block 5A, Vail Village Filing 1 Applicant: John Cohagen Parliament Residence DRB090221 Warren Final review of a minor exterior alteration (re-rooo 3241 Katsos Ranch Road/Lot 6, Block 1, Vail Village Filing 12 Applicant: Casey Parliament Ferguson Residence DRB090222 Warren Final review of a minor exterior alteration (re-paint) 1250 Westhaven Circle/Lot 30, Glen Lyon Subdivision Applicant: John Ferguson Page 4 7/2l/2009 2-1-4 Vail Mountain School DRB090223 Warren Final review of a minor exterior alteration (re-paint) 3000 Booth Falls Road/Lot 12, Block 2, Vail Village Filing 12 Applicant: Vail Mountain School, represented by Janet Refior Vail Mountain School DRB090224 Warren Final review of a minor exterior alteration (re-paint) 3214 Katsos Ranch Road/Tract C, Vail Village Filing 12 Applicant: Vail Mountain School, represented by Janet Refior The applications and information about the proposals are available for public inspection during regular office hours in the project planner's office, located at the Town of Vail Community Development Department, 75 South Frontage Road. Please call 479-2138 for information. Sign language interpretation available upon request with 24 hour notification. Please call 479-2356, Telephone for the Hearing Impaired, for information. Page 5 7/2l/2009 2-1-5 DESIGN REVIEW BOARD AGENDA ~ PUBLIC MEETING ~ ' July 15, 2009 , Council Chambers 75 S. Frontage Road - Vail, Colorado, 81657 PROJECT ORIENTATION 1:30pm M EM BERS PRESENT M EM BERS ABSENT Mike Dantas Libby Plante Tom DuBois Pete Dunning Brian Gillette SITE VISITS 2:00pm 1. Arosa Duplex - 2657 Arosa Drive 2. Arrabelle Roof - 675 Lionshead Circle 3. Dobson Ice Arena - 321 East Lionshead Circle 4. Jadlos Remodel - 2810 Aspen Court PUBLIC HEARING - TOWN COUNCIL CHAMBERS 3:00pm 1. Arosa Duplex DRB090213 / 30 minutes Nicole Final review of new construction (two-family dwelling) 2657 Arosa Drive/Lot 8, Block C, Vail Ridge Applicant: Vail Local Housing Authority, represented by VAg Inc. ACTION: Tabled to August 5, 2009 MOTION: Dantas SECOND: Gillette VOTE: 4-0-0 2. Arrabelle DRB090254 / 5 minutes Nicole Final review of change to approved plans (rooo 675 Lionshead Place/Lot 1 Lionshead 6th Filing Applicant: Vail Resorts, represented by Zehren and Associates ACTION: Approved MOTION: Dantas SECOND: Gillette VOTE: 4-0-0 3. Jadlos Residence DRB090241 / 15 minutes Bill Conceptual review of an addition (family room, bedroom, rec room, entry) 2810 Aspen Court/Lot 13, Block 4, Vail Village Filing 11 Applicant: KH Webb Architects ACTION: Conceptual, no vote 4. Dobson Ice Arena DRB090253 / 15 minutes Bill Final review of a minor exterior alteration (re-rooo 321 East Lionshead Circle/Lot 5, Block 2, Vail Lionshead Filing 2 Applicant: Vail Recreation District ACTION: Approved with a condition(s) MOTION: DuBois SECOND: Gillette VOTE: 4-0-0 CONDITION(S): Page 1 7/2l/2009 2-2-1 1) The applicant shall install the Sandstone CR color metal roofing from the Garland color palette. 5. West Vail Fire Station DRB090177 / 30 minutes Bill Conceptual review of new construction (fire station) 2399 North Frontage Road West/Vail Das Schone Filing 1 Applicant: Town of Vail, represented by Belford Watkins Group ACTION: Conceptual, no vote STAFF DENIALS Valbruna DRB090231 Bill Final review of a sign (business identification) 100 East Meadow Drive/Lot O, Block 5D, Vail Village Filing 1 Applicant: Stephen Stafford STAFF APPROVALS White Rock Beaver Dam LLC Residence DRB090103 Bill Final review of changes to approved plans (landscaping) 184 Beaver Dam Road/Lot 24, Block 7, Vail Village Filing 1 Applicant: Reslock and Sullivan Gingrich Residence DRB090152 Nicole Final review of an addition (patio and dormer) 4887 Juniper Lane, Unit A/Lot 7A, Block 4, Bighorn 5th Addition Applicant: Jim Jose, Architect Howenstine Residence DRB090185 Bill Final review of changes to approved plans (windows and rooo 2754 South Frontage Road West/Lot B-2, Stephens Subdivision Applicant: Peter Cope Coldstream Condos DRB090200 Nicole Final review of a sign (building identification) 1476 Westhaven Drive/Lot 53, Glen Lyon Subdivision Applicant: Tom Warzecha Pinos Del Norte DRB090206 Nicole Final review of changes to approved plans 600 Vail Valley Drive/Unplatted Applicant: Fritzlen Pierce Architects Williams Addition DRB090207 Bill Final review of changes to approved plans (windows and wall) 2570 Bald Mountain Road/Lot 3, Block 2, Vail Village Filing 13 Applicant: Bill Hein Station Two, Vail Fire DRB090209 Warren Final review of a minor exterior alteration (stucco) 42 West Meadow Drive/Lot H, Vail Village Filing 2 Applicant: Town of Vail Page 2 7/2l/2009 2-2-2 Groe Residence DRB090220 Bill Final review of a minor exterior alteration (re-roof & landscaping) 5045A Main Gore Drive/Lot 34A, Block 19, Vail Meadows Filing 1 Applicant: Lonnie & Jackie Groe, represented by KH Webb Architects Ferguson Residence DRB090222 Warren Final review of a minor exterior alteration (repaint) 1250 Westhaven Circle/Lot 30, Glen Lyon Subdivision Applicant: Dan Walcher The Wren DRB090225 Nicole Final review of changes to approved plans (pool guard) 500 South Frontage Road East/Unplatted Applicant: Ago Studios White Rock Beaver Dam LLC Residence DRB090226 Bill Final changes to approved plans (floor plans) 184 Beaver Dam Road/Lot 24, Block 7, Vail Village Filing 1 Applicant: Reslock and Sullivan Bernstein Residence DRB090227 Bill Final review of a minor exterior alteration (landscaping) 1183 Cabin Circle/Lot 1, Block 1, Vail Valley Applicant: Bill Sargent Jakobsons Residence DRB090228 Bill Final review of a minor exterior alteration (landscaping) 4273 Spruce Way/Lot 16, Block 9, Bighorn 3rd Addition Applicant: A Cut Above Forestry Reigel Residence DRB090229 Nicole Final review of a minor exterior alteration (deck) 2488 Garmisch Drive/Lot 26, Block A, Vail Das Schone Filing 1 Applicant: Craig Reigel Chapin Residence DRB090230 Nicole Final review of a minor exterior alteration (deck) 2618 Larkspur Lane/Lot 6, Block 1, Vail Intermountain Applicant: Dave Chapin Gunion Residence DRB090232 Rachel Final review of changes to approved plans (DRB extension) 4284 Columbine Drive/Lot 1, Bighorn Subdivision a re-subdivision of Lot 20 Applicant: Chris Gunion La Necedad LLC Residence DRB090233 Bill Final review of an addition (loft) 641 West Lionshead Circle, Unit 422/1-ot 8, Block 1, Vail Lionshead Filing 3 Applicant: SRE Builders Page 3 7/2l/2009 2-2-3 Maruyama Residence DRB090234 Nicole Final review of a minor exterior alteration (landscaping) 2925 Basingdale Boulevard/Lot 6, Block 8, Vail Intermountain Applicant: Henry Maruyama Cohen Residence DRB090235 Bill Final review of a minor exterior alteration (landscaping) 265 Beaver Dam Road/Lot 40, Block 7, Vail Village Filing 1 Applicant: Josh Hubacher Bridge Street Jewelers DRB090236 Nicole Final review of a sign (business identification) 286 Bridge Street/Lot A, Block 5A, Vail Village Filing 1 Applicant: George Emmett Boillot Residence DRB090237 Bill Final review of a minor exterior alteration (door) 303 Gore Creek Drive, Unit 3A & B/Lot 3, Block 5, Vail Village Filing 1 Applicant: Boillot Family LLC, represented by Snowdon & Hopkins Architects Webster Residence DRB090240 Rachel Final review of a minor exterior alteration (landscaping) 1825 Sunburst Drive/Lot 4, Vail Valley Filing 3 Applicant: Deborah Webster, represented by Brush Creek Landscaping The applications and information about the proposals are available for public inspection during regular office hours in the project planner's office, located at the Town of Vail Community Development Department, 75 South Frontage Road. Please call 479-2138 for information. Sign language interpretation available upon request with 24 hour notification. Please call 479-2356, Telephone for the Hearing Impaired, for information. Page 4 7/2l/2009 2-2-4 PLANNING AND ENVIRONMENTAL COMMISSION ~ July 13, 2009 1:OOpm TOWN~FY~1I, ' TOWN COUNCIL CHAMBERS / PUBLIC WELCOME 75 S. Frontage Road - Vail, Colorado, 81657 MEMBERS PRESENT MEMBERS ABSENT Michael Kurz Bill Pierce Susie Tjossem Sarah Paladino Rollie Kjesbo Scott Lindall David Viele arrived at approximately 1:25 Site Visits: 1. Arosa Duplex, 2657 Arosa Drive 30 minutes 1. A request for a final review of a variance from 12-6D-6, Setbacks, Vail Town Code, pursuant to Chapter 12-17, Variances, Vail Town Code, to allow for the construction of a new two-family dwelling, located at 2657 Arosa Drive/Lot 8, Block C, Vail Ridge, and setting forth details in regard thereto. (PEC090021) Applicant: Vail Housing Authority, represented by VAg, Inc. Architects & Planners Planner: Nicole Peterson ACTION: Approved with condition(s) MOTION: Kurz SECOND: Lindall VOTE: 4-0-1 (Viele recused) CONDITIONS: 1. This approval shall be contingent upon the applicant obtaining Town of Vail approval of a design review application. 2. The applicant must obtain final review and approval of a site specific hazard study (As described in Section 12-21-13, Restrictions in Geologically Sensitive Areas, Vail Town Code), by the Town of Vail Community Development Department, prior to the issuance of a building permit. 3. The applicant shall record a plat of the property, including an approved drainage easement, prior to the issuance of a Temporary Certificate of Occupancy, or Certificate of Occupancy. Nicole Peterson gave a presentation per the staff inemorandum. David Viele arrived and recused due to the fact that he is involved with the proposed construction. Stephanie Lord-Johnson, architect with VAg, representing the applicant, stated that she was available to answer questions, but felt the memorandum covered the facts. Bob Armour, adjacent property owner, suggested that it may be appropriate to request the applicant to remove the man-made earthen dam located on the western end of the property. George Ruther, representing the Town as the applicant, stated that he would speak with Public Works about removing the dam, which should be removed regardless of the proposed construction on site. Pa e 1 7/2l/2Y )09 2-3-1 The Commissioners expressed their support for the variance application. Commissioner Kjesbo stated that due to the fact that other setback variances have been approved in the neighborhood and the site constraints, listed in the Staff inemorandum, he believed the request complied with the criteria 5 minutes 2. A request for a work session to discuss the adoption of the Frontage Road Lighting Master Plan, an element of the Vail Transportation Master Plan, and setting forth details in regard thereto. (PEC090014) Applicant: Town of Vail, represented by Tom Kassmel Planner: Bill Gibson ACTION: Table to July 27, 2009 MOTION: Kurz SECOND: Lindall VOTE: 4-0-0 5 minutes 3. A request for a work session to discuss a conditional use permit, pursuant to Section 12-9C-3, Conditional Uses, Vail Town Code, to allow for the construction of public buildings and grounds (fire station), located at 2399 North Frontage Road/Parcel A, Resub of Tract D, Vail Das Schone Filing 1, and setting forth details in regard thereto. (PEC090019) Applicant: Town of Vail Planner: Bill Gibson ACTION: Table to July 27, 2009 MOTION: Kurz SECOND: Lindall VOTE: 4-0-0 5 minutes 4. A request for a work session to discuss prescribed regulations amendments, pursuant to Section 12-3-7, Amendment, Vail Town Code, to Title 12, Zoning Regulations, Vail Town Code, and setting forth details in regard thereto. (PEC090017) Applicant: Town of Vail Planner: Rachel Friede ACTION: Table to July 27, 2009 MOTION: Kurz SECOND: Lindall VOTE: 4-0-0 5. Approval of June 22, 2009 minutes MOTION: Kurz SECOND: Tjossem VOTE: 4-0-0 6. Information Update The PEC was informed that the Vail Row House had resubmitted an application for the establishment of a SDD. 7. Adjournment MOTION: Tjossem SECOND: Lindall VOTE: 4-0-0 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 10, 2009, in the Vail Daily. Pa e 2 7/2l/2~09 2-3-2 . ~ VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 21, 2009 ITEM/TOPIC: Presentation of the Vail Valley Medical Center Economic Impact Study. PRESENTER(S): Ford Frick / BBC Research ACTION REQUESTED OF COUNCIL: Listen to the presentation, ask questions and provide direction for follow-up. BACKGROUND: Town Council approved an economic impact study to be conducted to determine the following objectives: -What is the economic impact of the Vail Valley Medical Center (VVMC) on the Town of Vail? -How does VVMC function in the Vail economy? -What are the implications for the town with possible operational changes at VVMC? Ford Frick of BBC Research will present the results of the study, which are attached under separate cover. STAFF RECOMMENDATION: Listen to presentation, ask questions and provide direction for follow-up. ATTAC H M E NTS : 07.21.09 VVMC Memo VVMC Economic Impact Study Final Report VVMC Economic Impact Study Presentation 7iz uzoo9 MEMORANDUM To: Vail Town Council From: Kelli McDonald, Economic Development Manager Date: July 21, 2009 In January 2009, Town Council approved an economic impact study to be conducted to determine the following objectives: -What is the economic impact of the Vail Valley Medical Center (WMC) on the Town of Vail? -How does the WMC function in the Vail Economy? -What are the implications for the town with possible operational changes at the VVMC? Listen to the presentation, ask questions and provide direction for follow up reports. 7iz uzoo9 3 - i - i mma RESEARGH & CC)N5LILTING 3773 Cherry Geek North Drive Suite 850 Denver, Colorado 80209-3868 303.321.2547 fax 303.399.0448 www.bbcresearch.com bbc@bbcresearch.com July 6, 2009 Mr. Stan Zemler Town Manager Town of Vail 75 S. Frontage Road Vail, Colorado 81657 Re: Vail Valley Medical Center Economic Impact Analysis Dear Stan, In January 2009, the rown of Vail, Colorado, with the cooperation of the Vail Valley Medical Center (WMC), retained BBC Research & Consulting (BBC) to analyze and docutnent the economic impact of Vail Valley Medical Center operations on the Vail cotnmuniry. This report was prepared for use by the Vail Town Council as they consider the effects of the potential redevelopment or market repositioning of rhe VVMC faciliry. Background The Vail Valley Medical Center is a private, not-for-profit organization offering general health care services for a resident population of over 50,000 persons as well as visitors and part-rime residents in a 6 counry area centered around Vail, Colorado. Since its inception in 1962, situated in the back of a local restaurant, VVMC has grown to a 58-licensed bed faciliry, providing medical care far over 4,000 admitted or observation patients and over 30,000 emergency room and outpatient clinic patients per year. WMC supports, and is supparted by, a web of affiliated locations and organizations, including: ■ Vail Valley Surgery Center ■ Vail Valley Women's and Children's Center ■ Avon Urgent Care Center ■ Affiliated physician groups, including: ■ Beaver Creek Medical Center > Steadman Hawkins ■ Edwards Medical Catnpus, including: > Howard Head Sparts Medicine > Shaw Regional Cancer Center > Vail-Sutnmit Orthopedics > Sonnenalp Breast Center > Mountain Surgical Associates > Jack's Place > Colorado Mountain Medical Group > Eagle Care Clinic > Narthstar Urology ■ Eagle Healthcare Center > Vail Anesthesiology ■ Vail Valley Hotne > Avanti Cardiology Health & Mountain Hospice 7/2l/2009 3-2-1 Page 2 VVMC has gained special recognition in arthopedics and sparts tnedicine by its affiliation with the Vail-Summit Orthopedics and Sports Medicine Group, the Steadman Hawkins Clinic and six Howard Head Sports Medicine Centers that offer specialized services in orthopedic rehabilitation. A map of Vail Valley Medical Center's properties and locations are shown below in Exhibit 1. Exhibit 1. Map of Vail Valley Medical Center - Properties and Locations = ao L i, ~..~y, cm:.•an~r;~: e \ Vail Vall'ey Meclica4 Center, V41I1 VaEley F{oward Fls I5p ort s ~ Adniiii. r3Fflcec Medic~l Center,r Mnd rina Cesafe 2 Ecfwarrds M7eclical . ' . t.a,n zuc Vail Varlcy :0 taI A r; 6rrit ! Suryery Cen[er M4clicn l C.n; r .If+•~Eagle Heallli Haward Head SpoRs Ca.reCen[er Avvn vrgent . futcYiiriMOr C nte~r.~ Cam Centce L;ypsuni E~ecreatian ~ •~r lioward II art ~ Ceitler BeaverCreek SponsM -diciite - Merli[a6Cwnt r ~ C-t r KeysCane ap Ir7ediealtcn[er Horvard lieael • ,d,r,H SFr.ets Mer_3idrre CeiNter yI~ ~ Rr~:4crrrrAi7• F! Ph.°l P,f J r.4n Jlivrr 8u uif q d-r 6.' 1 91 • ai . WoadyG.eeF AF- [mdville Fairplu}. ~ J.iGr.i r • B ~ 52 ~ r The Vail Valley Medical Center faciliry is the only full service hospital in the VVMC collection of facilities. Study Objectives Regional hospitals and affiliated services can be impartant contributars to a communiry's economic base as a result of a variery of functions: ■ Hospitals serve overnight, emergency and scheduled patients. Patients and family members may stay tempararily in the communiry in association with medical care, with related spending on lodging, food, retail and local services. ■ Hospitals provide full-time, part-time and seasonal jobs for town residents, and the communiry receives some benefits from spending by persons who wark at the hospital but live elsewhere in the area. 7/2l/2009 3-2-2 Page 3 ■ Hospitals often utilize local businesses and contractors far various services and supplies; ■ The availabiliry of well-regarded local health care services supports the second home cominuniry, which tends to place high value on convenient medical services. In the same manner, the availabiliry of a local health care services suppart ski area and summer visitation in situations where emergency services are required. ■ In resart communities, hospital operations can help diversify and balance an otherwise highly seasonal econotny, and the regional hospital faciliry reinfarces the perception of Vail as a regional center. Over the past several decades, WMC's sernice area has expanded and a growing share of WMC business is generated outside of the town of Vail. Over the same period, Eable Counry's resident population has migrared further down valley reinfarcing a need for medical services elsewhere in the Vail Valley. In FY 2008, over half of all VVMC outpatient visits occurred at WMC facilities outside the town of Vail. Operating a large faciliry in a physically constrained area such as Vail, with housing, parking and weather limitations, is challenging. The WMC Board has discussed transferring sotne health care services to other locations in the Vail Valley and potentially creating oppartuniry far other functions at the present WMC Vail faciliry. The objective of this study is to provide a better understanding of how WMC functions within rhe Vail economy as a basis for communiry discussions about VVMC's role in the Vail communiry and the institution's long-term development and operational plans. Economic Impact Model The Vail Valley Medical Center is the care of an inter-dependent network of affiliated health care services, which include affiliared physician practices, specialized service providers (e.g. privare imaging services) and two notable private clinics. Exhibit 2 on the following page diagratns the manner in which patient and insurance dollars enter the WMC hospital system and eventually contribute to local spending and the broader Vail economy. 7/2l/2009 3-2-3 Page 4 Exhibit 2. VVMC Economic Impact Model Vail Valley Medical Center Economic Impact on the Town of Vail 1 $ Patients and Families $ i ~ Hospital and Clinic ; Based Foundations , ; Vail Valley Medical Center Affiliated Physician Pradices H oward Steadman Head Hawkins Physical Clinic Therapy Clinic Residual Local Spending in Vail I Employee ' I Hospital Patient & Family I Hospital Local Spending Affiliated Vail Spending Purchases Contractors Residents ' Example: Lunch Employees Lodging Iiicidental Snowremoval materials Vail Retail, Servicesand Lodging Community Source: BBC Research & Consulting, 2009. Hospital operations are paid far by fees for services and insurance reimbursements, alonb with a relatively small amount of grant and gift revenue from health care affiliated foundations. Howard Head Sparts Medicine Center and the Steadman Hawkins Clinic are two of the most prominent WMC affiliated institutions, but there are a number of other medical practices that also draw patients to Vail and participate in WMC operations. A patienr associated with WMC or its affiliated institutions will not only generate immediate service fees and charges but may return for follow-up treatment at VVMC ar the Howard Head Physical Therapy Center. Additionally, VVMC patients, along with their spouses or families, may stay in the Vail area far multiple days in association with their treatment and spend dollars at local lodging, retail stares and restaurants. 7/2l/2009 3-2-4 Page 5 Economic Impacts of VVMC From a communiry perspective, the direct economic impacts of the Vail Valley Medical Center are those new dollars brought into the Vail communiry as a result of WMC operations and the affiliated network of health care providers. As noted in prior Exhibit 2, virtually all VVMC dollars originate as patient payments, although the VVMC Foundation also receives personal and corparate donations that support local operations. Within WMC, patient and insurer expenditures support employee salaries and hospital functions as well as capital invesanent and faciliry renovation. Patients. In FY 2008, the Vail Valley Medical Center and its affiliated care centers in the region treated nearly 31,000 patients on an outpatient basis and nearly 4,000 patients as inpatients.' Approximately 16,000 patients engaged rhe WMC faciliry in Vail at some point in their medical care. VVMC's relationship with Steadman Hawkins complicates this characterization of patient care volume because Steadman Hawkins generates some of its own patients, many of whom have no interaction with VVMC, while others also use VVMC services for portions of their health care needs. Net Revenue. After allowances far bad debt and contractual write-offs, VVMC collected approxiinately $162 inillion in revenue from patients and insurers. Employment. The Vail Valley Medical Center employs approximately 600 regular2 employees and 100 seasonal' employees. In FY 2008, VVMC paid $59 million in salaries and benefits. VVMC also offers etnployee housing to qualifyinb seasonal employees, approximately 43 leased housing units accommodate employees in Vail, Minturn, Edwards, and Avon. Excluding benefits, VVMC estimates overall average employee salary is $66,000. Exhibit 3 below shows total etnployment data by work location and residence location. Exhibit 3. Regular WMC Employment by ' Residency and Work Location ' ~ ~ ~ Work in Vail 437 91 Work at non-Vail location 1 76 24 source: Total Employees 613 115 VVMC, BBC Research & Consulting. Total who live in Vail 137 24 Total who work in Vail but don't live in Vail 300 67 As shown above, approximately 137 regular and 24 seasonal employees reside in the town of Vail. Assuming that Vail resident employees mirror the distribution of average salaries at VVMC, this suggests nearly $10 million in resident income'. ~ Inpatients are persons spending the night and these figures include approximatelj, 1,000 observation patients. ~ Regular employees are dehned as year round, full-time or part-time employees. ,3 Seasonal employees are defined as pool, traveler, or seasonal employees. ~ For this calculation, average annual salary data is halved for seasonal employees, assuming a 6-month contract period. 7/2l/2009 3-2-5 Page 6 Typically, about 30-35 percent of family income is spent on retail goods. In Vail, because of limited local shopping oppartunities and considerable nearby competition, this capture rate is likely to be lower than national averages. Assuming 15 percent of resident family income is spent on retail goods in Vail, VVMC resident employees will spend about $1.5 million annually within Vail. Employee purehases. Vail retail establishments also benefit from non-resident WMC employee spending. Even employees who do not live in Vail will make occasional local purchase for meals, groceries and incidental retail goods. As shown in prior Extiibit 3, 300 regular and 67 seasonal employees are employed at WMC's Vail facilities, but do not live in the communiry. Assuming each regular and seasonal employee spends approximately $20 per week on food and incidentals, VVMC employees will generate $322,800 in town of Vail retail spending. This calculation is shown in Exhibit 4: Exhibit 4. Regular Non-Vail Resident VVMC ~ ~ ~ Pr. ee f. a Employee Purchases Number of weeks at work 50 20 (times) Avg. purchases per week $20 $20 (equals) Annual purchases per employee $1,000 $400 (times) Number of Employees 300 67 (equals) Annual Purchases $300,000 $26,800 Medieal eenter purehases. The Vail Valley Medical Center purchases supplies and inventaries, hospital-related services, and capital equipment each year. In FY 2008, total purchases for services and supplies totaled nearly $80 million. However, the economic itnpact far the town of Vail is only those purchases made throubh Vail companies, which in turn may re-circulate through the Vail economy. According to VVMC records, as much as $5.0 million dollars per year is directly paid ro Vail companies, although review by BBC suggests that many of these entities simply hold Vail post office boxes or maintain Vail business licenses without a large Vail presence. Based on our discussions with WMC representatives, we estimate that roughly one percent ($800,000) of WMC's purchased services and supply expenditures are spent within the Vail communiry. Patient and fiamily eommunity spending. In the same manner that the Vail Ski Area attraccs destination, day and local-resident skiers, VVMC draws destinarion, day and local-resident patients. Some VVMC patients stay for a very shart visit, perhaps a simple consultation, while others stay for many days or even weeks and return for multiple follow-up treatments. This later category is a majar source of revenue for town businesses and for local government. The town of Vail supparts seasonal populations of transient guests and second homeowners that far exceed the town's small resident population. The presence of a high qualiry medical center offers guests the securiry and convenience of obtaining emergency medical care in town, and when required remaining in Vail far their tnedical care needs, rather than returning to their home cities. Often visitors using medical services will be accompanied by family ar friends who reyuire local food and lodging during the patient's stay. 7/2l/2009 3-2-6 Page 7 In addition to extended stays associated with medical care, certain physicians and group practices affiliated with WMC offer highly regarded services and attract "destination patients" who travel to Vail specifically for their medical needs. These patients can require multiple visits far diagnosis, surgery and rehabilitation, and sotnetitnes will be accompanied by family ar friends, resulting in spending on Vail area lodging, retail, and food services. The Steadman Hawkins Clinic in particular has had success in attracting destination patients and those patients, particularly surgical patients, may receive a portion of their care through VVMC operations. The following analysis captures the hospital associated economic activiry generated when Steadman Hawkins patients proceed with surgery, but does not fully account for the potentially significant impact of Steadman Hawkins patients' pre- and post-op surgical visits and affiliated local expenditures. Visitor days - inpatient aetivity. In FY 2008, Vail Valley Medical Center provided inpatient (overnight stay) hospital services to nearly 4,000 patients. Surgical patients made up approximately one quarter of VVMC's inpatient utilization. BBC analyzed residence data from inpatient surgical recards to determine patient geographic distribution. Patients from the five counties surrounding Vail Valley Medical Center, including Eagle, Summit, Pitkin, Lake, and Park, were defined as "locaP" patients. These patients were assumed to have little or no economic impact on Vail, since the patient and any accompanying family ar friends would likely return home after receiving medical services. Approximately half of all inpatients were determined to be "local." Patients from outside the five counry area but within the State of Colorado were deemed "Other Colorado" patients. In these cases, a fatnily member or friend is assumed to accompany the patient, thereby generating visitor days equal to the number of days an average inpatient spends at the faciliry, or 2.7 days. Finally, visirarion behavior data for patients from outside the state or outside the counrry were examined. A higher accompaniment rate was assumed far these patients, based on the greater likelihood that the patient would bring additional family members ar friends. Also, the number of visitor days generated was based on the average inpatient length of stay plus one day, assuming that the patient and family/friends would either arrive a day prior to checking in to the hospital, or stay an additional day prior ro traveling to their home state or country. Exhibit 5 illustrates rhe generation of family and friends visitor days from inpatient hospital utilization. 7/2l/2009 3-2-7 Page 8 Exhlblt S. Inpatient VVMC Inpatient Discharges Ut1lIZat1011 bT 3,270 Annual Visitor Days I~ Note: Local Other Out-of-State/ Colorado Patients Colorado Patients Out-of-Country Distribution of patients by Patientr location was based on an analysis Total Inpatients: 7,595 940 735 of all inpatient surgeries performed at WMC in FY 2008. , X X X Non-surgical inpatientr were assumed to have the same distribution of pa[ient locations. Patient Accompaniment Rate: 0.0 1.0 1.35 Source: Family/Friends with patient: 0 940 992 VVMC Inpatien[ Surgery by patientzipcode,FY2008WMC ~:~fctiay} x Utiliza[ion Statistics, BBC Research & Consulting. Length of5tay (days): 2.7 2.7 3.7 Fa m i ly/frie nds Visitor Days: 0 2,538 3,670 = 6,208 As can be seen above, the prevalence of out-of-town patients at Vail Valley Medical Center generates approximately 6,200 visitor days annually. Visitor days - outpatient surgeries. Based on 4,700 outpatient surgeries performed at the Vail Valley Medical Center or Vail Valley Surgery Center, and rhe same residential location assumptions described above far inpatients, Exhibit 6 below calculates visitar days generated as a result of outpatient surgeries. In mosr metropolitan areas, outpatient surgeries would nor generate many new out of hospital visitor days, but VVMC completes a high percentage of orthopedic surgeries, which generally require some post-op recuperation. VVMC, in part because of its association with Steadman Hawkins, and in part because of its tourism arientation, attracts a very high percentage of out-of-state patients who are more likely ro recuperate locally befare returning home. Exhlblt 6. Outpatient VVMC Outpatient Surgeries' Surgeries Si Annual 4,700 Visitor Days ~ Note: Local Other Out-of-State/ Colorado Patients Colorado Patients Out-of-Country Distribution of patients by location Patients was based on an analysis of all Total Patients: Z+632 987 1,081 outpatientsurgeries performed at VVMC in FY 2008. Oulpztient surgeries performed aL WSC were - , assumed to have the same distribution of patient locations. Patient Accompaniment Rate: 0.0 OJS 1.0 Source: Family/Friends with patient: O 740 1,081 BBC Research Sc Consulting. db X x Length of Stay (days): 0.0 1.0 2.0 Family/Friends VisitorDays: 0 740 2,762 . 2,902 1. Includesall ouLpatienLSUryeriesperformedaL VVMCand VVSC. 7/2 1/ZU09 3 ' Z " 8 Page 9 The accompaniment rate for non-local Colarado patients is .75, recognizing that in some cases the patient and family member ar friend may choose to return home the same day as the outpatient surgery is performed. Similarly, out-of-state and out-of-countiy patients may choose to bring along fewer family members or friends and stay in the cotnmuniry far a mare limited period of time, as compared to patients that require inpatient stays. Based on these assumptions, ourpatient surgeries performed at VVMC or WSC generate nearly 3,000 visitar days per year. Lodging, restaurant, and retail spending. Affiliated overnight lodging and retail and restaurant spending can be calculated based on the sum of inpatient and outpatient generated visitor days calculated in Exhibits 5 and 6. A small portion of these visitors is assumed ro stay with friends or in private homes, or outside the town of Vail. Estimated lodbinb expenditures are calculated in E~ibit 7. Exhibit 7. Lodging Expenditures based on Visitor Days Nale: Calcula[ion of visitor days indudes accompaniment rates Total Number of Visitor Days 9,110 between JS and 135. Persons per room is assumed to average one person. (times) Percent of Visitors commercially lodged 90% (times) Lodging costs per night $250 source: (equals) Lodging expenditures $2,049,750 BBC Research & Consulting. The $2.0 million in family and friends lodging supports hospitaliry employment and personal income, and generates lodging tax revenue for the town of Vail. In addition to lodging, visitors to Vail will likely dine and purchase retail goods during their stay. Exhibit 8 below details expected retail and restaurant contributions to the town of Vail economy. Exhibit 8. Retail Si Restaurant Family/Feiends Expenditures based ' e ' Accompaniment on Visitor Days Total Number of Visitor Days 9,110 source: (times) Average retail and restaurant spending per day in Vail $100 asc Researcn & cor,suieng. (equals) Family and Riends spending $911,000 In total, family and friends accompanying patients are estimated to contribute over $900,000 each year to rhe Vail retail and restaurant economy. 7/2l/2009 3-2-9 Page 10 Vail Tax Impacts Vail Valley Medical Center is a not-for-profit corparation; as such, tax revenue generation direcdy from VVMC is very limited. A very modest amount of properry and sales tax is paid directly from VVMC related to their Vail physician office building and cafeteria sales. However, the many economic impacts discussed previously in this section have a measurable impact on sales and lodging tax generation for the town of Vail. Property taxes. Vail Valley Medical Center owns two separate parcels of land in the town of Vail. The first parcel is nearly 4 acres, valued by Eagle Counry at $36.3 million, and contains the VVMC inpatient hospitaL This parcel is 100 percent taY exempt and therefare generates no properry taYes. The second parcel owned by VVMC is one half an acre, valued ar $6.2 million, and holds a professional services building. This properry is not taY exempt and in 2008 generated $83,000 in town properry taxes Vail Valley Medical Center also owns several other parcels of land outside the town of Vail, all of which are tax exempt. Lodging tax. The town of Vail charges a lodging taY of 1.4 percent on all shart term lodging accommodations. Based on the lodging expenditures estimated in Exhibit 7 above, Vail would collect and additional $29,000 annually on WMC patients, family and friends' lodging requirements. Sales tax. The town of Vail charges a 4 percent sales tax on all retail purchases. Eahibit 9 below shows estimated sales tax collections from WMC cafeteria sales and from W1VIC economic impacts. Exhibit 9. Sales Tax Revenue WMC Cafeteria $172,387 source: Employee Purchases $322,800 sac Research & coj,suiimy. WMC Employee Resident Purchases $1,500,000 Medical Center Purchases $800,000 Lodging $2,049,750 Patient Family/Friend Purchases $911,000 Total Taxable Sales $5,755,937 Town of Vail Sales Tax Rate x 4% Total Sales Taxes $230,237 As can be seen in Exhibit 9, Vail Valley Medical Center economic impacts generate an estimated $5.8 million in annual purchases and $230,000 in sales tax revenue. 7/2l/2009 3-2- 10 Page 11 Summary of Economic Impacts The economic impact of VVMC is principally the annual amount of spending by employees, patients and the hospital corparation within the town of VaiL The largest category of VVMC associated spending involves lodging, rerail and restaurant sales associated with patienrs, family and friends staying in the communiry in association with medical care. The full array of WMC associated spending in Vail is summarized in Exhibit 10: Exhibit 10. Summary of WMC Economic Impacts on the Town of Vail Residual Local Spending in Vail Employee I WMC Patient & I Hospital I Local Spending Employees - i Family Purchases i Contractors Vail Residents ~ Spending i Included in $322,800 $1.5 million I $3.0 million $800,000 hospital i purchases i Source: BBC Research Si Consulting. In total, VVMC supports approximately 160 town resident employees and generates about $5.8 million of annual local spending. The majoriry of this economic infusion comes from local by families accompanying a hospital patient ar by patients staying overnight locally for pre or post surbical recuperarion. Other Economic Impacts The most significant value of the Vail Valley Medical Center to the town of Vail may be in intangible benefits that are not fully captured in a standard economic impact analysis. Steadman Hawkins Clinie and Howard Head Clinie. The Steadman Hawkins Clinic is a separately owned and operated entiry that shares some operational facilities and patients with VVMC. Patients usinb only Steadman Hawkins physicians and services are not included in this VVMC analysis but because of some shared services, it is not possible to entirely separate institutional accounts. Operations of the Howard Head Physical Therapy Center presents similar challenges in that Howard Head patients may ariginate at either Steadman Hawkins or VVMC, or independently. Further, the Howard Head Clinic is wholly owned by VVMC and there is considerable patient integration between the five Howard Head locations, such that some patients may originate at the VVMC Vail faciliry, but eventually receive their therapy at Howard Head facilities elsewhere in the region. The Steadman Hawkins Clinic is internationally recognized for arthopedic care and generates a large destination market. Many patients use Steadman Hawkins Clinic services by admittance through the VVMC emergency center while Steadman Hawkins clinic physicians are on call. Other Steadman Hawkins patients seek out the clinic's orthopedic services because of the practice's reputation. Although the Steadman Hawkins Clinic may attract destination patients into the local health care system, the Vail Valley Medical Center, the Howard Head Physical Therapy Center and orher local health service providers, may also be part of the patient's service provision network. 7/2l/2009 3-2- 11 Page 12 Virtually all surgery cases and the majarity of non-surgical cases generated by the Steadman Hawkins Clinic also utilize the Howard Head Physical Therapy Center. The Howard Head Center also serves patients who are not affiliated with either Steadman Hawkins or VVMC. In 2004, Steadman Hawkins reported that approximately 77 percent of Steadman Hawkins patients had at least one session at the Howard Head Center. Many surgical patients will have multiple visits, with some patients returning many times over the course of years far extensive follow-up suppart. The Steadman Hawkins Foundation is funded through public donations, corparate sponsors, grants and special events and provides clinical research, biomechanics, information technologies, a Fellowship program, and education seminars. Foundation spending supports professional research and an administrative suppart staff of 20 persons-all located at the Vail Valley Medical Center. These impacts are nor included in the analysis of VVMC economic affects but the ongoing affiliation just like the Steadman Hawkins Clinic-should be acknowledbed. In sum, VVMC, the Steadman Hawkins Clinic and the Howard Head Clinic have a mutually beneficial and synergistic business relationship. A change in operational status of any of these three entities would affect the financial well being of the others and this institutional co-dependence should be considered when evaluating communiry effects of operational changes at WMC. Support of seeond home market. In recent years, the Vail comtnuniry has matured to include many second homeowners and retirees who spend all or part of the year in VaiL The presence of a full service hospital and affiliated clinics undoubtedly provides suppart to this important segment of the local economy and allows second homeowners to remain a part of the Vail communiry for an extended period. This same effect very likely carries over to support real estate and home values and to give Vail a competitive advantage over other similar communities. Although difficult to quantify, loss of full service medical care would undermine rhis competitive advantage. Support of Vail Resorts. A large share of WMC patients are admitted through ski patrol as a result of Vail Mountain ar Beaver Creelc accidents. Although medical services are unlikely to be a factor in a visitor's resart choice decision, inany guests have benefited from the hospitaPs close proximiry and extended range of services. Charity eare. In FY 2008, Vail Valley Medical Center provided nearly $4 million in unreimbursed chariry care services. It is reasonable to assume that a large share of this chariry care was provided ro low-income support services workers in Vail and the surrounding resort communities. Delivering high qualiry medical care to this population undoubtedly helps to create a sustainable suppart sernices employment base in the area, which is to the benefit of the town and its employers. Conclusions As a rule, hospital operations can bring broad economic benefit to a host communiry, pritnarily by the acquisition of local goods and services, rhe attraction health care associated visitars and services, and by providing well-paid employment for local residents. The Vail Valley Medical Center is part of a large netwark of integrated medical sernice providers. WMC attended to nearly 40,000 patients in 2008 of which approximately 16,000 used the Vail hospital facilities. 7/2l/2009 3-2- 12 Page 13 VVMC patient characteristics are varied. Some patients arrive far a medical consultation and leave iinmediately thereafter with very litde impact on the town; others have chronic conditions that require multiple visits. Some patients are local residents, who are attracted by high qualiry, convenient services; others are non-local visitors who may arrive with family or friends and stay for multiple nights in association with surgery ar consultations. This later category of "destination" patients, who generate sales in lodging, restaurants and retail, is the most impartant catebory in terms of Vail economic development conditions. Hospital generated offsite sales from recuperating patients and associated visitors represent about $3.0 million in annual sales. VVMC operates on an annual budget of over $150 million, but very little of those funds remain in the communiry because the town has very few businesses that have direct economic ties with VVMC. Including seasonal employees, VVMC employs over 500 persons at the Vail faciliry and about 161 live in the communiry. The direct impact of VVMC spending for all reasonably attributable retail activiry is about $2.8 million annually. The combination of WMC associated visitor spending, VVMC employee spending and VVMC business to business sales is about $5.8 million annually. WMC brings other benefits to the Vail besides direct economic stimulation. Second homeowners and guests have access to high qualiry medical services, which is an unusual attribute for a small, relatively isolated communiry and provides some competitive market advantage. The proximiry of emergency services is also a highly valued guest ameniry and WMC's operations help counter the town's strong seasonaliry. Finally, it should be noted that WMC helps support the Steadman Hawkins Clinic and the Howard Head Clinic, the benefits of which are not fully captured in this analysis. Steadtnan Hawkins in particular is very successful in attractinb destination patients who are likely to stay in the area for multiple days and produce significant economic benefits. I hope this analysis is helpful in your considerarions of how best to manage WMC's operations in the town. I loolc forward to further discussions with staff and council. Sincerely, ; i G~- Ford C. Frick Managing Director 7/2l/2009 3-2- 13 , ' ^ + c 41~~ y . ~ . . - _ S°~ s• _ . Y . 5 TiT: ~ r 1 4~.,~~ _1~ ~4, . y~ ' • • r~4, = . 4, `~~n,s .~R!►~~ '~tt~~~ . , ~R°.`~~ ::w., .,~y~. ~ ~ . + Of ~ . ~ ~ t : , ~ ~ J. f! tit~~ ~ - . • ;o &L+ ~ , : . RL . ' . ~Oj~af rx it,. . ~ . . F, r k, •Y ~ < t~" ] ~ - ' ~ •~k l~n. N . ~ ~ I Vail Valliey • Center Economic 1 . Analysis Preserrted by~ Prvsenred ro: Ford Frick, Managing Director RUSLAKCH& Kristyn Ulrich, Associate CoNsut:nNc BBC Research Sr Consulting "MO~ nvip VNL 7;" 2009 J u ly 21, 2009 3-3-1 ii Study Objectives F What is the economic impact of Vail Valley Medical Center (WMC) on the town of Vail? , ~ ~sr How does Vail Valley ~ Medical Center function in the Vail economy? ~ ~ What are the implications for the town with possible operational changes at VVMC? 7/z 1 ,z00» ;_3_2 ~ Vail Valley Medical Center Properties and Locations _ "•lL7C~6y i T3dl]Cl~I'rJ:t ,`73j) Sfnie 8redge Va i l'Val l ey ~r , Medical Center, woJcorz Vail VaIIey Moward Heafi•Sport3 Admin. Offices • Meelical CeEIter/ Meci'rcine Center ° Eciwards Medicad Vail Alalle~ ~ Silverthonle Campus Sur er enter r,f~„<<r, ! Y MerliealCeriter Y ~ frY~'s~ rivar3 Sifvertha~ure , 'a~Eagle Health '•"rr ~ t?r;~t~,r 6 Haward Heac1 Sports Care Center Avon Uryent Meciicine CQnter C~ CarQ Center Flvwarcl Nead Gypsum Recreation 11 „ • Center 8eaver Creefc Sports Medicine N1edical Cemter ~ Cenier Keystone Merlica~l tenter Howard Head Sports Medicine Center L ed 2d + Kakorrto fl ~'e6e! j Riu-er ~ 2 . Bas<rlr ~ `Climcr. 82 . ~ 91,~... ~C . ~ ~ Vail Hospital is part of a regional system: 35,000 annual patients system wide Vail Valley Medical Center supports and relies on a number of affiliated organizat~ions. 2 Vail Valley Medical Center Economic Impact Model $ Patients and Families $ ($162 million) VVMC attracts money ' to the Vail economy. Hospital and Clinic Based Foundations Vail Valley Med ica I VVMC has an important % Center relationship with Affiliated Pnysician Steadman Hawkins Clinic. Practices Howard Steadman Head There is additional Hawkins Physical Clinic Therapy intangible value. ciinic Residual Local Spending in Vail - , Employee Hospital Patient bt Hospital Local Spending Affiliated Vail Family Purchases Contractors Residents Spending Example: Lunch Employees Lodging Incidental materials Snow removal I Vail Retai1, Services and Lodging Community 3 Vail Valley Medical Center Employment by Residency and Work Location Regular Seasonal Employees Work in Vail 437 91 Work at non-Vail location 176 24 Total Employees 613 115 Total who live in Vail 137 24 Total who work in Vail but don't live in Vail 300 67 VVMC: IL Employs 613 persons plus an additional 115 seasonal workers. 1= Employs 137 Vail residents (24 seasonal). Attracts 437 workers each day to Vail (91 seasonal). Resident + worker spending in Vail =$1.8 million each year. 7/z~~200» ;-;-s 4 Summary of VVMC Economic Impacts on the Town of Vail Residual Local Spending in Vail loyee VVMC Patient Sr Hospital Local Emp I Spending Employees-Vail Family Purchases Contractors i Residents Spending Included in $322,800 $1.5 million $3.0 million $800,000 hospital purchases Total spending in Vail is about $5.8 million. Patient and accompanying family spending is the key source of economic stimulation. 7/z1 ,200» 3-3-t, 5 i Sales Tax Revenue . VVMC Cafeteria $1 72,387 Employee Purchases $322,800 VVMC Employee Resident Purchases $1,500,000 Medical Center Purchases $800,000 Lodging $2,049,750 Patient Family/Friend Purchases $911,000 Total Taxable Sales $5,755,937 Town of Vail Sales Tax Rate x 4% Total Sales Taxes $230,237 Annual town VVMC related sales tax collections are $230,237. ~ Very little property tax revenue ($80,000). Modest lodging tax revenue ($30,000). ~ ~ 7 6 ~l • Obse~"~latlons ~ WMC is a large organization with fairly modest direct economic impact on the town of Vail. ~ Intangible impacts of WMC are substantial: Support of second home community; ` Image and prestige; Support of Vail resorts/guests; Resident service convenience; and - Charity care. IF Steadman Hawkins Clinic is inextricably tied to VVMC and SHC has significant financial impacts on the town. 7/z 1 ,z00» 3-3-s 7 ii Imnlications ~ The objectives of VVMC and the town are not necessarily in conflict: VVMC site is constrained but facility expansion is necessary; VVMC financial success requires additional services outside of Vail; ~ VVMC will likely maintain a substantial presence in Vail; and Emergency services and a focus on orthopedics appears a likely future WMC positioning for Vail facility. B Steadman Hawkins is an important contributor to Vail's economy and requires synergistic services with VVMC. Prospective VVMC changes may not be threatening to Vail and in fact, perhaps represent an opportunity to reinforce the most beneficial elements of VVMC operations. 7/z1 ,200» 3-3-9 s Imnlications ~ Most of the town's economic objectives can likely be met with a realigned VVMC presence: Focus on orthopedics; ~ Support and expand SHC operations; . Retain emergency services; f Support second home community; and Acknowledge that some services will go down valley. ~ There may be an opportunity for more economic and tax productive uses of portions of the VVMC site. Valuable role for the town in facilitating VVMC/SHC transition where all parties benefit. 7/z1 ,200» 3-3-io 9 . ^ + c 41~~ y . ~ . . - _ ~ ~~~'1• ` .Y~5 * TiT. ~ ~ S: ~ r y~~ ` • ~ 4,a~:~ + v C ~ ~ IR ~ . ~ ~ t : , ~ ~ f! tit~~ ~ - . • fq 1o-. , : . RL . ' . ~Oj~af e 4-..~, N i. Valliey Medical Center Economic Impact Analysis Preserrted by~ Presenred ro: Ford Frick, Managing Director RUSLAKCH& Kristyn Ulrich, Associate CoNsut:nNc BBC Research Sr Consulting rlr'~~ OF VAIL 7;" 2009 J u ly 21, 2009 ;-3-ii . ~ VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 21, 2009 ITEM/TOPIC: CSE Event Partnerships. PRESENTER(S): Sybill Navas ACTION REQUESTED OF COUNCIL: Approve, deny or provide feedback on the policy recommendation developed by the CSE for the allocation of funding requested by special events that are proposed to be held in partnership with other communities. BACKGROUND: Approve, deny or provide feedback on the policy recommendation developed by the CSE for the allocation of funding requested by special events that are proposed to be held in partnership with other communities. Under what circumstances is expansion/collaboration with other communities in the best interest of Vail? Vail will receive increased benefit from incremental heads in beds; resulting in increased lodging tax revenues, food and beverage sales and sales tax generated. Expanded activities and events will provide additional benefit to Vail. There is a greater opportunity for the event to become an event of national or international stature. The event could not occur within the confines of a single community because of infrastructure and venue limitations. There is increased potential to attract sponsorships and media exposure, thereby increasing the impact of public funding. If the event is an existing event, the "Vail" brand and identity will be preserved. STAFF RECOMMENDATION: Approve the policy recommendation as presented. ATTAC H M E NTS : Policy recommendation for the allocation of funding requested by special events that are proposed to be held in partnership with other communities. 7iz uzoo9 *VAKIL TOWN COMMISSION ON SPEGAL EVENTS MEMORANDUM TO: Vail Town Council FROM: Sybill Navas, CSE Coordinator DATE: July 21, 2009 RE: Policy recommendation for the allocation of funding requested by special events that are proposed to be held in partnership with other communities. At their meeting on July 7, the Town Council requested that the CSE provide a policy recommendation on the subject of allocating funds to special events that are proposed to be held in partnership with other communities. The CSE held a special meeting on Friday, July 10, which was attended by Councilman Mark Gordon as well as a number of inembers of the business community. There was consensus among the CSE that: ➢"Our mission is VaiP'; we need to evaluate any proposal from the perspective of what it will do for Vail. Any decision made should first consider benefits to Vail. ➢ A partnership with communities outside of Vail will be considered as long as the benefits to Vail resulting from the expansion outweigh the alternatives. ➢ Existing Events: o Losing name recognition or becoming a 50/50 partner would not be acceptable, particularly when the event has received public funding from the Town of Vail over a number of years. That investment must be recognized and protected. o Vail maintains "headquarter" status during the event with the majority of "activities/happenings, lodging nights, and overall spending taking place within Vail. ➢ The Town of Vail has a history of providing funding to events that occur in other communities as well. A partial list includes the BRAVO! Vail Valley Music Festival, TEVA Mountain Games, Vail International Dance Festival, World Alpine Ski Championships, Vail Challenge Cup Soccer Tournament and the Vail Lacrosse Shootout. Public input was received from members of the Vail Recreation District (VRD), the Vail Valley Partnership (WP) and the Vail Local Marketing District Advisory Council (VLMDAC) regarding the benefits that might be gained county wide from recruiting Page 1 of 2 7iz uzoo9 4-1-1 participatory sports events. These entities have recognized a great potential demand for Eagle County as a host site for events including major Lacrosse events, national cheerleading competitions and Olympic judo tournaments, to name a few. Although Vail would be the "headquarters," and stands to gain significant benefit from a"heads in beds" perspective, many of these events will require larger venues than are available within the Town of Vail. Additionally, a 100-mile "non-compete" clause would impact many opportunities for organizations that already are hosting tournaments in Steamboat, Denver, Aspen, etc. They encouraged the CSE not to impose restrictions that would tie their hands in the recruitment process. CSE members felt that including a non-complete clause was something that should be considered on a case-by-case basis, but did not come to consensus on this topic and asked that it be put on the August meeting agenda as part of a more complete discussion on revisions to the event funding contracts. Following discussion, the CSE determined to make the following policy recommendation: Under what circumstances is expansion/collaboration with other communities in the best interest of Vail? 1. Vail will receive increased benefit from incremental heads in beds; resulting in increased lodging tax revenues, food and beverage sa/es and sa/es tax generated. 2. Expanded activities and events will provide additional benefit to Vail. 3. There is a greater opportunity for the event to become an event of national or international stature. 4. The event could not occur within the confines of a single community because of infrastructure and venue limitations. 5. There is increased potential to attract sponsorships and media exposure, thereby increasing the impact of public funding. 6. If the event is an existing event, the "Vail" brand and identity will be preserved. Page 2 of 2 7i2 u2oo9 4-1-2 . ~ VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 21, 2009 ITEM/TOPIC: Town of Vail Strategic Work Plan Update. PRESENTER(S): Stan Zemler ATTAC H M E NTS : 07.21.09 Strategic Work Plan 7iz uzoo9 ~ ~ TbwNOF YAIL ~ 2008-09 STRATEGIC WORK PLAN July 7, 2009 Work Force/Affordable Housing A. Town of Vail Strategic Housing Plan Staff: Community Development Department Summary: The Community Development Department will prepare a strategic plan to address the town's housing issue (community and town organization) for review and consideration by the Vail Town Council. Status: On September 2, 2008, the Vail Town Council adopted Resolution No. 20, Series of 2008, establishing the "Town of Vail Employee Housing Strategic Plan." This project was completed on schedule and staff is now progressing with implementation actions. Key Milestones: Q2 2008 Prepare and issue a request for proposals from qualified consultants. Q2 2008 Select consultant and begin soliciting input from potentially affected parties for preparation of a draft plan. Q3 2008 Present plan to the town's Boards and Commissions for recommendation to Town Council. Q3 2008 Present plan to Town Council for adoption. B. Timber Ridge Redevelopment Staff: Timber Ridge Affordable Housing Corporation (TRAHC) Summary: The TRAHC Board and the Town Council will establish goals, objectives and policies to guide the present operations and the potential redevelopment of Timber Ridge. 1 7iz uzoo9 5 -i-i Status: Negotiations with Lincoln Properties Southwest have terminated and a new process commenced. An advisory committee consisting of Mark Gordon (Council), Margaret Rodgers (Council), Mark Ristow (Vail Local Housing Authority), Steve Lindstrom (Vail Local Housing Authority), Ann Gunion (former PEC member and local architect), Alex Potente (Eagle county Housing Authority), and Mike Coughlin (developer of Middle Creek) was initiated in Q2 2008. The committee's guidelines for redevelopment and staff's recommendation on next steps will be presented to Council on November 18. Key Milestones: Q4 2008 Committee recommends request for qualifications (RFQ) to Council Q4 2008 RFQ issued Q1 2009 Responses evaluated and developer chosen for exclusive negotiations Q2 2010 Groundbreaking C. Employee Housing Ordinances Text Amendments Staff: Community Development Department Summary: Prepare text amendments to the employee housing ordinances to clarify the town's preferred methods of employee housing mitigation and the 2008 fee-in-lieu policy. Status: On May 20, 2008, Vail Town Council approved second reading of Ordinance No. 1, Series of 2008. This project was completed on schedule. Key Milestones: Q1 2008 Prepare text amendments for review and recommendations from the Vail Local Housing Authority and the Planning and Environmental Commission. Q2 2008 Present an amending ordinance to the Vail Town Council for consideration and adoption. D. Vail Resorts / North Day Lot Housing Agreement Staff: Community Development Department Summary: Execute the terms of the Amended Core Site Development Agreement pursuant to the recorded documents. 2 7i2 u2oo9 5 -i-z Status: On January 14, 2008, Vail Resorts Development Company submitted a complete application for the proposed construction of a temporary skier drop off facility on the North Day Lot. The Town of Vail Planning & Environmental Commission granted an approval of the development application submitted to allow for the construction of the required skier drop off improvements. On February 28, 2008, pursuant to the terms of the Agreement, Vail Resorts Development Company submitted a complete application for the proposed development of 120 beds of deed restricted employee housing on the North Day Lot. This application is on hold pending the outcome of a sixty (60) day negotiation period between the Town of Vail and Vail Resorts to determine the terms and costs associated with the construction of a public transit facility on the North Day Lot. The sixty (60) day negotiation period expires on July 20, 2008. On September 16, the Vail Town Council voted 6-1-0 to no longer pursue public transit improvements in partnership with Vail Resorts, Inc. on the North Day Lot. In keeping with the terms of the Amended Core Site Agreement, Vail Resorts Development Company is now actively pursuing a development application to allow for the construction of 32 deed restricted employee housing units (124 beds) on the North Day Lot site. The application is presently scheduled to be heard by the Town of Vail Planning & Environmental Commission on December 8, 2008. Key Milestones: Q1 2008 Receive and begin the development review process of the development application required for temporary skier drop- off on the North Day Lot. Q1 2008 Receive and begin the development review process of the development applications required for employee housing and public transit improvements on the North Day Lot. Q2 2008 Planning & Environmental Commission review of the development review application for temporary skier drop-off on the North Day Lot. Q2 2008 Forward Planning & Environmental Commission recommendation of the proposed LionsHead Redevelopment Master Plan amendment to the Town Council for consideration. Q4 2008 Planning & Environmental Commission and Design Review Board review of the development applications for the construction of employee housing on the North Day Lot Q1 2009 Discuss amendments to the existing "Agreement" to clarify the dates by which the Town of Vail expects VRDC to begin 3 7i2 u2oo9 5 -i-3 construction of the required housing project on the North Day Lot Parking/Transportation A. Adoption of Transportation Master Plan Update Staff: Public Works and Transportation Staff Summary: The Transportation Master Plan update includes a projection of future growth in the community and region over the next 25 years and determines the impacts and solutions, in the context of Vail 20/20, regarding roadways, transit, ped/bikes and parking. Status: The past six months have been focused on transportation issues revolving around the redevelopment of the LionsHead parking structure, LionsHead transit center, North Day Lot and Ever Vail. The results of this focus have been incorporated into the draft master plan, along with other recently proposed developments. Final changes are being made to an Access Management Plan to be reviewed by CDOT. Key Milestones: Q1 2008 CDOT internal review. Q1 2008 Town Council review of policies. Q2 2008 Stakeholder follow-up. Q2 2008 Transportation Development Updates Q3 2008 Transportation Development Updates Q4 2008 CDOT internal review Q1 2009 PEC process and approval Q1 2009 Town Council Adoption B. Completion of Tratfic Impact Fee Staff: Public Works and Transportation Staff Summary: The current fee is not codified. Codification is needed to reflect the updated Transportation Master Plan. Status: This effort has been on hold and will resume when the Transportation Master Plan Update has been adopted. Key Milestones: Q1 2009 Adopt the Transportation Master Plan update to determine the expected demand and resulting mitigation. 4 7i2 u2oo9 5-1-4 Q2 2009 Determine how much the town will pay for. Q2 2009 Finalize the fee calculations. Q2 2009 Finalize the traffic impact fee nexus study. Q3 2009 PEC review process and recommendation. Q3 2009 Town Council review and ordinance adoption. C. Simba Run Underpass Feasibility Plan Staff: Public Works and Transportation Staff Summary: The Simba Run Underpass is one of the key long-term solutions to alleviating congestion and improving mobility for all modes of transportation. Key Milestones: Q1 2009 Adopt Transportation Master Plan update. Q2 2009 Issue RFP. Q3 2009 Begin Study. Q1 2010 Complete Study. D. Creation of a Parking Feasibility Master Plan Exploring Alternatives Staff: Public Works and Transportation Staff Summary: The town has determined 400 new public parking spaces are needed now and a total of 1,000 new public parking spaces are needed over the next 20 years. The town has commitments for 300 spaces with the LionsHead Parking Structure redevelopment and 400 spaces at Ever Vail. Review Ford Park as the Town option of ineeting the parking demand now. Status: Announcement of the Vail Resorts Epic pass has instituted the parking task force to come up with a short term strategy to deal with the anticipated demands this next winter. The recreation subcommittee is reviewing an RFP for Ford Park master planning of which parking will be a major focus. Key Milestones: Q3 2008 LionsHead Parking Structure decision. Q3 2008 Ford Park / Golf Course Lease and recreation facilities master planning. Q3 2008 Begin a study of Ford Park as a plan to meet the current and future demand. TBD Ever Vail approval and construction timing. 5 7i2 u2oo9 5 -i-s TBD Village Structure Berm Project. Q1 2009 Complete the Ford Park study and determine the direction the town will pursue to construct near-term parking expansion. E. Frontage Road Improvements Staff: Public Works and Transportation Staff Summary: Improvements to the Frontage Roads are identified in the Transportation Master Plan. They also are identified in CDOT's long-term plans as a high priority. Status: Improvements to the Frontage Roads as identified in the Transportation Master Plan Update will be completed in phases based on the pace of development and Town's expenditure of TIF. Key Milestones: Q3 2008 LionsHead Parking Structure redevelopment decision. Q3 2008 TIF/North Day Lot funding decision. Q1 2009 RFP Frontage Road project plans if it is determined only the town will construct improvements in the near term. Q3 2009 Complete Frontage Road plans. Q1 2010 Begin construction of Frontage Road improvements. TBD Pace of development. TBD Ownership issues with CDOT. TBD Ever Vail status. F. Transportation Centers Staff: Public Works and Transportation Staff Summary: The town has identified the need for expanded transit facilities to meet the future demand of local and regional growth. The town has stated expanded transit service is key to meeting the transportation demand. The LionsHead area lacks adequate transportation facilities today as well as facilities for charter buses and future inter-regional buses. The town has received a commitment for $ 5M in federal transit funds for a Transit Center. Status: Council reviewed information on 4/14, 5/6 and made decision on 5/20 to pursue the North Day Lot for LH transit Center. Ever Vail was identified as the location of Charter Buses. The LionsHead Parking structure project plan is working its way to approval. 6 7iz uzoo9 s-i-6 As per Council decision the North Day Lot will not house the LionsHead Transit Center. The next alternate location is the LionsHead Parking Structure when it redevelops, interim alternatives include improvements to existing facilities at East and West LionsHead Circle bus stops. Key Milestones: Q2 2008 Adopt Transportation Master Plan update. Q2 2008 Apply to the state for Senate Bill One Transit Funds (Vail was the next project to be funded in the last process). Q3 2008 Apply to Eagle County to assist funding a facility for ECO buses. Q3 2008 LionsHead Parking structure redevelopment decision. Q4 2008 North Day Lot plan approval and funding commitment. Q4 2008 Ever Vail. TBD Village Berm Project. TBD TIF Financing. Q4 2008 Site the transit center and begin the process to construct with the federal and TIF dollars as approved. G. Public Works Transportation Service Levels Staff: Public Works and Transportation Staff Summary: Vail's redevelopment is creating new customers with higher expectations which in turn will impact service levels in the Town of Vail. These impacts will include increased frequency and routes of bus service on a year-round basis, a high level of friendliness and helpfulness of bus drivers, delivering ease and availability of parking with a high level of service from parking attendants to create a perception of value for these customers. Status: Internal departments are working on a Organizational Health strategic report to address the needs identified by the Public Works and Transportation departments. Key Milestones: Q1 2008 Make adjustments to assist in filling current vacant positions during the first supplemental to the budget. Q2 2008 Define the standard of service that is desired now and in the future. Q3 2008 Strategically identify a budget process to meet the future needs that will be required to meet the service level demands. 7 7iz uzoo9 5 -i-7 Environmental Sustainability A. Town of Vail Environmental Strategic Plan Staff: Community Development Department Summary: The Community Development Department will prepare an updated strategic plan to address the town's environmental issues for review and consideration by the Vail Town Council. The Town's first Environmental Sustainability Coordinator started with the Town of Vail on September 15, 2008. Since that time, a draft of the Plan's goals has been presented to the Town Council for input. The next step is to share proposed action steps with the Town Council and Planning & Environmental Commission. This project is on schedule for completion by December 31, 2008. These projects are on schedule. Key Milestones: Q1 2008 Review existing plan to identify opportunities for potential updating and amendments. Q2 2008 Coordinate meetings and begin soliciting input from potentially affected parties for preparation of an updated plan. Q2 2008 Present plan to the town's Boards and Commissions for recommendation to Town Council. Q2 2008 Finalize Environmental Sustainability Coordinator job description and post advertisement. Q2 2008 Initiate Environmental Sustainability Coordinator selection process. Q3 2008 Present draft plan to Town Council for consideration and adoption. Q4 2008 Present proposed action steps to Town Council for consideration and input Q4 2008 Present final plan to Town Council for consideration and adoption prior to December 31, 2008. B. Green Building Code Staff: Community Development Department 8 7i2 u2oo9 5 -i-s Summary: The Community Development Department will prepare proposed amendments to the town's currently adopted residential and commercial building codes to identify opportunities to further environmentally sustainable building practices in the Town of Vail for review and consideration by the Town Council. Status: In the absence of a Chief Building Official this project was temporarily delayed. This project was to have resumed progress on July 1St. The successful completion of the project requires guidance and assistance from the Environmental Sustainability Coordinator. Staff continues to anticipate that proposed amendments will be presented in the second quarter of 2009. This project remains behind schedule. Key Milestones: Q4 2008 Review existing codes to identify opportunities for potential amendments. Q12009 Coordinate meetings and begin soliciting input from potentially affected parties for preparation of possible green building code amendments to the town's residential and commercial building codes. Q2 2009 Present amendments to the town's Boards and Commissions for recommendation to Town Council. Q2 2009 Present amendments to Town Council for consideration and adoption. C. Recycling and Waste Reduction Enhancements Staff: Community Development Department Summary: Review the town's recycling programs and identify opportunities to improve upon the town's current practices and programs and increase opportunities for participation in recycling and waste reduction community wide. Status: On September 8, 2008, the new and improved recycling center located in the parking lot west of the Community Development Department re-opened for public use. To date, the Town of Vail has already realized savings of $2,566 in the first six weeks of operation for a projected annual first year savings of $20,500. This project is complete. Key Milestones: 9 7iz uzoo9 5 -i-9 Q1 2008 Review site plan options for improving the functionality and aesthetics of the recycling center located in the parking lot west of the Community Development Department. Q2 2008 Review existing programs and practices to identify opportunities for improvements and enhancements. Q2 2008 Coordinate meetings and begin soliciting input from potentially affected parties for the creation of improved recycling programs and waste reduction opportunities. Q2 2008 Establish recycling and waste reduction goals and measurements for the community. Q3 2008 Coordinate the installation of two recycle bin compactors. D. Pine Beetle Mitigation Staff: Fire Department Summary: Pine Beetle/Wildland fire mitigation objectives for 2008. Status: Q1 Goals complete. Q2 work complete. The Department has contacted Vail Resorts, and is planning to coordinate efforts/share information as they develop a plan for wildfire mitigation. (Complete). Q3 Goals complete, including "dead tree ordinance" initiation/homeowner education process. Q4 - Wildland crew finished as of November 1st. Pile burning "in process", through November/December 2008. Key Milestones: Q1 2008 Public education/information sharing regarding mitigation plans. Develop year-round wildfire mitigation objectives. Review/revise evacuation routes. Q2 2008 Wildland coordinator position begins - Hire seasonal crew. Start cutting/piling golf course at North Woods, Stephens Park, and East Vail. Work with Vail Resorts to influence a level of commitment by the company and the Forest Service to increase timber management efforts on Vail Mountain. Q3 2008 Greenhill/Westhaven Dr. cutting/piling; complete mitigation of hazard tree areas. Prep all pile areas for burning and begin burns. Q4 2008 Continue pile burning through October - complete seasonal crew work by November 1. E. Black Gore Creek Traction Sand Mitigation Staff: Community Development Department Summary: Attend Black Gore Steering Committee meetings to monitor water quality and clean-up efforts, propose restoration and sand stabilization projects, secure funding for projects and provide education to the community. 10 7i2 u2oo9 s- i - io Status: The town has been actively participating in the traction sand mitigation project. To date, CDOT has approved $1.1 million in transportation funding to restore and stabilize the traction sand mitigation basin. All requisite permits required by the U.S. Army Corps of Engineers have been secured to address the "wetlands" existing around the perimeter of the basin. The environmental assessment has been completed and approved and the IGA to allow the basin to be placed on Tract A in East Vail has been approved. This project was recently completed within the proposed timeframe. Key Milestones: Q1 2008 Environmental Assessment completed and submitted for approval by the USFS. Q2 2008 Review USFS Gore Creek Monitoring 2007 results. Review and comment on final Total Maximum Daily Load (TMDL) draft which is in the plan for monitoring and restoration of Black Gore Creek. I-70 traction sand clean up contract awarded with sand removal on Vail Pass starting July 2008. Q3 2008 "Basin of last resort" completed by CDOT October 2008. Q4 2008 Present clean up and basin project to Town Council. Community Development A. Development Review Projects -(current planning) Staff: Community Development Department Summary: An outline of the development review applications presently in the development review process or likely to be submitted to the Community Development Department within the next two year period. Status: The projects outlined below were projected to be submitted for review by the Community Development Department. To date, each of these projects has been submitted, or will be submitted as projected. Since the last update to the Strategic Work Plan, the Community Development Department has received development applications for the Evergreen Lodge redevelopment, EverVail development, the Market Plaza development. Key Milestones: Q1 2008 Cornerstone Special Development District major amendment application. Q1 2008 North Day Lot major exterior alteration application. 11 7iz uzoo9 5 -i-ii Q2 2008 Gorsuch Building major exterior alteration application. Q3 2008 Evergreen Lodge Special Development District application Q4 2008 Market Plaza major exterior alteration application Q4 2008 Ever Vail major exterior alteration application Q1 2009 LionsHead Arcade, Vail 21 & Lifthouse Lodge major exterior alteration application. Q1 2009 Mountain View Special Development District application. B. Master Planning -(long range planning) Staff: Community Development Department Summary: An outline of the master plan amendment applications presently in the development review process or master plan initiatives that are likely to be undertaken by the Community Development Department within the next two year period. Status: Since the last update, the amendments to the LionsHead Redevelopment Master Plan intended to facilitate the development of the North Day Lot were submitted and approved by the Vail Town Council. Additionally, the Community Development Department has completed the Vail Village Master Plan project and the update was adopted by the Vail town Council. The Chamonix Site Master Plan is progressing favorably though lagging behind the proposed schedule for completion. At this time, staff is awaiting the completion of an economic feasibility report being prepared in partnership with Economic & Planning Services out of Denver. Staff anticipates this project will be completed prior to year end. The Strategic Housing Plan has been completed and adopted. The Environmental Sustainability Plan is in progress and proceeding toward a December 18, 2008 adoption date. Key Milestones: Q2 2008 LionsHead Redevelopment Master Plan amendment (NDL). Q2 2008 Vail Village Master Plan update. Q3 2008 Vail Village Master Plan amendment (Market Plaza). Q3 2008 Chamonix Site Master Plan Amendment. Q2 2008 Town of Vail Strategic Housing Plan. Q3 2008 Town of Vail Environmental Strategic Plan. Q12009 LionsHead Redevelopment Master Plan amendment (LionsHead Parking Structure). Q1 2009 Vail Land Use Plan Amendment. Fire Services 12 7i2 u2oo9 5 -i-i? Fire Services A. Third Fire Station Staff: Fire Department Summary: West Vail Fire Station Development. Status: All 2008 goals are complete. Key Milestones: Q1 2008 Work with Chamonix consultants/architects regarding West Vail fire station conceptual design and site planning. Q2 2008 Revise staffing/resource allocation. Q3 2008 Hire additional staff (as budgeted). Adopt conceptual site plan for Chamonix/fire station site. Q4 2008 Complete RFP for design and architectural services for West Vail station. Q1 2009 Hire Architectural firm to design West Vail station. Revise overall strategic plan for existing stations. Status - complete: Belford-Watkins Architectural Group hired. Q2 2009 Begin schematic design (phase 1) for fire station; Status; in process; Presentation to Town Council at work session. Apply for stimulus grant for fire station construction. Q3 2009 Final DRB, PEC hearings, Community presentation (Council approval) Q4 2009 Begin design development, construction documents, construction bidding (all pending Council approval). Adopt strategic plan for Main Vail and East Vail station renovations. Q12010 Begin Construction of West Vail Fire Station (pending funding and Council approval) Finance A. Conference Center Ballot /ssue Staff: Town Manager, Town Attorney, Finance Director Summary: A successful ballot question is required to determine disposition of the funds collected in 2003 - 2005 to build and operate a conference center. 13 7i2 u2oo9 5 - 1 - 13 Status: In Q3 2008, Open Hillwood was given until March 2009 to obtain a release of the deed restriction on the LionsHead Parking Structure. Additional information on the proposed conference center is still pending. On October 21, 2008 a citizens' group suggested funds should be used for a recreation center. On October 28, 2008 Council rejected the concept of establishing an advisory committee on the conference center funds. Instead, discussion will occur as a continuing item on upcoming council agendas. On track to meet the 2009 milestones listed below. Key Milestones: Q1 2008 Council decision to defer the election to November 2009 at the earliest. Q3 2008 Additional information becomes available concerning LionsHead parking structure proposed conference facility. Q12009 Community information gathering re: viable options for reallocation of conference center funds. Q2 2009 Council decision on option(s) to take forward on the ballot. Q3 2009 Ballot question finalized via ordinance; Eagle County Clerk and Recorder notified; ballot question certified to county. Q4 2009 Election Day November 3, 2009. B. Vail Reinvestment Authority/Tax Increment Financing Staff: Town Manager, Town Attorney, Public Works Director, Finance Director Summary: Revenue from incremental property tax is now accumulating and reasonable estimates of debt capacity can be developed. The objective of this work plan item is to determine the best use of the funds and begin implementation. Status: Estimates of revenue and bonding capacity have been updated. On May 20, Council approved the North Day Lot as a site for a transit center with TIF dollars expected to provide the majority of the funding for the project. In Q3 2008, Open Hillwood was given until March 2009 to obtain a release of the deed restriction on the LionsHead Parking Structure. 14 7i2 u2oo9 s- i - ia On October 21, 2008, Council decided not to go forward with a transit center on the North Day Lot. At the same meeting, the 2009 VRA budget was approved with $150,000 authorized for planning and design of new projects. Revised Milestones: Q1 2009 Staff review of potential projects. Q1 2009 Checkpoint on LionsHead Parking Structure redevelopment. Q2 2009 Staff recommendation and Council decisions on funding of capital projects with TIF dollars and whether to include Timber Ridge. Q2 2009 Begin design and planning for approved TIF projects; perform blight studies and take any other steps necessary to form a Timber Ridge TIF district if directed by Council. 2010 Issue bonds for TIF district projects if authorized by Council; potential start of construction for first TIF project. Original Key Milestones: Q2 2008 Staff planning meetings to review revenue, bonding capacity, potential projects, etc. Q3 2008 Council decisions on funding of capital projects with TIF dollars and whether to include Timber Ridge. Q3 2008 LionsHead Parking structure redevelopment decision. Q4 2008 Begin design and planning for approved TIF projects; perform blight studies and take any other steps necessary to form a Timber Ridge TIF district if directed by Council. Q4 2008 North Day lot approved and funding commitment to Transit Center. Q2 2009 Issue bonds for TIF district projects if authorized by Council; potential start of construction for first TIF project. C. Budget Process Staff: Kathleen Halloran Summary: Review the town's budget for all funds and complete the annual budget within established time frames. Emphasis for 2009 will be on capital planning. Status: All Q2 and Q3 milestones have been met. First reading of the 2009 Town Manager's budget was presented to Town Council on November 4t" and the second reading on November 18th. Staff will continue to monitor Vail's economy and its impact on the town's finances, with monthly reports to Council. 15 7i2 u2oo9 5 -i-is Key Milestones: Q2 2008 First amended budget for 2008 considering roll forwards of capital projects and potential uses of income from unbudgeted property tax, housing fee-in-lieu, and construction use tax. Q2 2008 Review budget philosophies and guidelines for 2009. Q3 2008 Review revenue items; Vail Reinvestment Authority capital budget recommendation; five and fifteen year capital plans; Town Manager's budget; second amended budget for 2008. Q4 2008 Final reading of 2009 budget ordinance for all funds; third amended budget for 2008. Q2 2009 First amended budget for 2009 considering roll forwards of capital projects and any impacts from previous year's actual results. Q2 2009 Review budget philosophies and guidelines for 2010. Q3 2009 Review revenue items; Vail Reinvestment Authority capital budget recommendation; five and fifteen year capital plans; Town Manager's budget; second amended budget for 2009. Q4 2009 Final reading of 2010 budget ordinance for all funds; third amended budget for 2009. Economic Development Staff: Kelli McDonald Summary: Develop a ten-year vision and five-year strategic plan to build a year-round economy. Status: Milestones met for Q1 and Q2, on track to meet remaining milestones. Key Milestones: Q1 2008 Economic Development Department visit to Steamboat. Q1 2008 Input from Vail Economic Advisory Council on ten-year vision and five-year strategic plan including mission, goals and objectives. Q1 2008 Construction mitigation planning. Q1 2008 Collect economic data from Eagle County Economic Council. Q1 2008 Develop occupancy reports for same lodges year over year. Q1 2008 Rebrand Vail's Billion Dollar Renewal. Q2 2008 Develop same store sales comparisons for Vail Village and LionsHead. Q2 2008 Peer resort trips to Park City and Deer Valley. Q2 2008 VLMD brand research study results delivered. 16 7iz uzoo9 s-i-i6 Q3 2008 First draft of ten-year vision and five-year strategic plan. Q3 2008 2009 Budget approvals for VLMD, CSE and Economic Development Department. Q4 2008 Final ten-year vision and five-year strategic plan. Q2 2009 Peer resort trips to Whistler and Lake Tahoe. Recreation A. Vail Recreation District (VRD)/Town of Vail (TOV) Agreements and Leases Staff: Administration During planning stages for the 2010 budget, agreed upon town-owned, VRD- managed facilities will be reviewed on a proj ect- by- project basis. Those currently outlined in the approved lease agreement for 2010 include: Golf Course Clubhouse/Starter Shack $104,682 Golf Course - bridge/retaining wall improvements $420,000 Dobson Arena - lighting/locker rooms $ 38,948 Ford Park Tennis Center - refurbish courts, restrooms roof, walkways - deferred from '08 $586,019 Gymnastics Center - retaining walls, mechanical improvements $25,000 It is likely some of the above projects will be deferred to a later date. B. Joint VRD/TOV Recreation Facilities Master Plan Staff: Recreation Sub Committee Summary: Develop and implement long-term recreation needs identified in Recreation Master Plan (Green Play study) and Vail 20/20. Status: Conflicting schedules have delayed a joint meeting between VRD and TOV staff, which has now been set for Wednesday, November 19th. Key Milestones: Q2 2008 Determine what and how elements of the study should be pursued. Q2 2008 Initiate the prioritized elements. Q3 2008 LionsHead Parking Structure redevelopment decision determines future of recreation facilities on site. Q1 2009 Determine Ford Park long-term parking solution. Q2 2009 Adopt a Recreation Facilities Master Plan. Q4 2009 U.S. Department of Justice MOU ADA requirements for Golf Course Clubhouse and Teen Center must be completed. 17 7i2 u2oo9 5 -i-i7 Vail Public Library A. Publicity Staff: Town of Vail Public Library Summary: Increase library's visibility - To become more positively connected with the community. Key Milestones: Q1 2008 tv8 Apres Ski Show Q1 2008 Newsletter introduced (quarterly format) Q2 2008 Vail Daily Q3 2008 Website "overhaul" Publicity has increased dramatically, due primarily to the library's offering of a Summer Reading Program as well as our 25tn anniversary celebration. There have been press releases, ads, and Calendar announcements in the Vail Daily; appearances tv8 as well as Plum N& announcements on KZYR radio. The 4th quarterly newsletter was mailed prior to October 1st. The website was updated to add a special link to the 25t" Anniversary Celebration and a link to our newsletter. A Library staff member is on the TOV website review committee. B. Community Outreach Staff: Town of Vail Public Library Summary: Become more positively connected with the community. Key Milestones: Q1 2008 Membership policies more flexible & open. Q1 2008 Browse lists available from home page. Q1 2008 Patron-initiated Holds (inter-library loan (ILL) within Marmot). Q2 2008 SWIFT (ILL beyond Marmot). Q2 2008 Membership patron types simplified. Q3 2008 Summer Reading Program participant-outreach to schools, collaborative efforts with EVLD. Q4 2008 Website "overhaul." Q4 2008 Literacy efforts. Q4 2008 Programming for adults/families. The 2008 Summer Reading Program was a huge success. The average attendance at the various Tuesday afternoon programs was 18 7i2 u2oo9 5 -i-iS 80 (primarily children) 104 children actually registered for the program. We hosted 9 programs throughout the summer months, most days we offered a special guest entertainer, in addition to arts & crafts plus snack time. On October 24t" we hosted one of five statewide meetings offered by the Colorado State Library that focused on the 2009 Summer Reading Program as well as early childhood literacy and engaging teen audiences. We also collaborated with Art in Public Places, Vail Symposium, Colorado Ski Museum and Vail Jazz Foundation to offer a month-long celebration of the library's 25t" anniversary. C. Embrace Emerging Technologies Staff: Town of Vail Public Library Summary: Become proficient with new and emerging technologies so as to enlighten our patrons Key Milestones: Q2 2008 Downloadable audio & video. Q3 2008 Proprietary databases. Library staff participated in a'/2 day training session in mid-October in order to devote time to share and discuss a variety of the proprietary databases which the library subscribes to. All members of the Information Retrieval team were asked to prepare a short demonstration of two of the library's databases to share with colleagues. This "Database Cafe" was offered on the morning of the TOV Employee Appreciation Luncheon held at Donovan Pavilion. D. Revitalization of Friends of the Library Staff: Lori A. Barnes Summary: Revitalize Friends of the Vail Public Library. Key Milestones: Q2 2008 Begin active solicitation in quarterly newsletter. Q2 2008 Organize informational/planning meetings to be held monthly. Q3 2008 Consult with Colorado State Library. The Town Librarian attended the quarterly meeting of Library People (Friends of Colorado Libraries) held in Centennial, CO, on October 23rd and was elected to their board. Our revitalization efforts for a future Friends of the Town of Vail Public Library are still underway. I 19 7iz uzoo9 5 -i-iy have been gathering names and making more contacts in and about town as we plan to do a mailing later this year. Police Department A. 1-70 Vail Pass Closures Staff: Police Department Summary: The effects of extended pass closures are outstripping municipal resources; a comprehensive plan is needed to mitigate these effects. Status: Key members of the police department and other TOV staff actively participated in meetings with CDOT, their consultants and staff from other communities in Eagle County to create an Incident Management Plan (IMP) for I- 70 in Eagle County. Over 10 meetings were held and the plan was completed in November 2008. VPD's response to I-70 closures has been re-examined and updated to conform to the IMP. Two exercises have been conducted and lessons learned have been followed up on to improve our ability to respond to pass closures. All Vail officers have received training on the new plan. The Salvation Army purchased 150 costs and blankets to be stored at the municipal building for mass care operations when the pass is closed overnight. In April 2009 the 2008-2009 winter season was reviewed with CDOT, Colorado State Patrol and the Eagle County Sheriff's Office, where minor improvements were identified and a training plan is in the development stages for county first responders and CDOT employees. Key Milestones: Q1 2008 Engage CDOT, CSP, and other local stakeholders to develop effective tactical solutions. Q1 2008 Engage state and federal officials to develop effective strateqic solutions. Q2 2008 Re-examine TOV and VPD work practices. Develop draft I-70 Incident Management Plan. Q3 2008 Finalize and implemented I-70 Incident Management Plan. Q2 2009 Review of winter pass closures. Q3 2009 Develop training plan for winter 2009-2010. Q4 2009 Conduct training for first responders and CDOT employees. B. TOV Summer Construction Staff: Police Department Summary: The summer 2008 construction will, once again, challenge TOV and VPD resources. Status: The VPD construction team has been disbanded due to the significant reduction in commercial construction projects in the Village and Lionshead. Any 20 7i2 u2oo9 s- i -Zo construction related calls are handled by regular patrol and code enforcement officers. Key Milestones: Q1 2008 Staff and train VPD construction team in anticipation of another busy spring/summer construction season. Q2-3 2008 Monitor construction activities and seek opportunities to mitigate impacts on citizens, guests and special events. Q4 2008 De-brief summer season and seek opportunities for Improvement. Q1 2009 Construction Team disbanded. Organizational Health A. Seasona/ Worker Shortage Staff: John Power Summary: Summer and winter seasonal positions continue to run short. In light of the uncertainty of international visa approvals, TOV will investigate the Puerto Rican market. Status: Summer seasonal program was successful. Extending H2113 visas was necessary to fill our openings and provide appropriate experience mix. Staff is currently evaluating the impact of the national economic climate on the local labor market. Key Milestones: Q1 2008 Conduct initial in-country coordinator interviews. Q2 2008 Conduct Puerto Rican interviews for summer seasonal positions. 8. H2B Visa Approval Uncertainty Staff: John Power Summary: With the Returning Worker provision exemption of the H213 visa having expired, begin a lobbying effort with local, state, and federal officials and electeds, to raise the awareness of the critical need for international visa approvals. Status: Q1 & 2 Drafted TOV letter signed by Mayor Cleveland as part of a broad employer based lobby effort and submitted to the to the US Sub-committee on Immigration. Results were recently documented in a Rocky Mountain News Sunday (6/1/08) feature 21 7i2 u2oo9 5 -i-zi editorial. Staff is currently working to participate in a county-wide lobby effort to make Visa processing more employer friendly. Staff will monitor immigration reform and other programs that affect employment. Key Milestones: Q2 2008 Draft position statement for Town Council review. Q3 2008 Enlist broad based support. C. Recruiting and the Tightening Labor Market Staff: Krista Miller Summary: Staff is currently evaluating the impact of the national economic climate on the local labor market. Many of the town's seasonals are out-of-state and while applicant volume has been adequate, applicant quality continues to be an issue. Status: Q2 Contract recruiter position is filled. List of critical employees required to reside in Vail is being finalized. Q3 International recruiting activities are requiring near full time attention and contract position is handling other openings. Q1 09 Recruiter position will be budgeted to provide required service and to support succession planning. The position will absorb and reduce several current contract expenses. Key Milestones: Q2 2008 Quantify the number of Town of Vail critical employees needed to reside within the town boundaries (or in close proximity) to sustain service levels. Q2 2008 Fill budgeted contract labor position. Q3 2008 Assess effectiveness. Q3 2008 Request approval for full-time recruiting staff addition. Q1 2009 Fill full-time recruiting staff addition. 22 7i2 u2oo9 5 -i-22 . ~ VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 21, 2009 ITEM/TOPIC: Update on 2009 Code Revision Project. The purpose of this worksession is to provide an update on current status, progress, and next steps. PRESENTER(S): Rachel Friede ACTION REQUESTED OF COUNCIL: Listen to the presentation, ask any pertinent questions, and provide Staff with feedback. BACKGROUND: On January 22, 2009, the Vail Town Council directed Staff to proceed with the 2009 Code Revision Project. The purpose of this project is to amend the development- related portions of the Vail Town Code in order to provide clarification, coordination, ease of use and to implement green building standards. STAFF RECOMMENDATION: Because this is a worksession, Staff will not make a recommendation at this time. ATTAC H M E NTS : 2009 Code Revision Project Update Memo and Powerpoint 7iz uzoo9 MEMORANDUM TO: Vail Town Council FROM: Community Development Department DATE: July 21, 2009 SUBJECT: Update on 2009 Code Revision Project 1. SUMMARY The purpose of this work session is to provide an update on the 2009 Code Revision Project and to provide an opportunity for the Vail Town Council to provide feedback to Staff on progress and next steps. Because this is a work session, Staff does not request that any formal action be taken at this time. II. BACKGROUND The Town's first zoning code was adopted in 1969, and since then, the code has been amended hundreds of times. Most amendments were made one at a time and as a reactive response to a present concern. Thirty years of amendments have taken a toll on the Town's zoning code. As a result, the format of the code is fragmented and disorganized. The language is inconsistent and lacks clarity. And, some policies, regulations and procedures are outdated. The purpose of the 2009 Code Revision Project is to re-establish consistency, clarity and accuracy of the Town's zoning code. On January 6 and 20, 2009, Staff held work sessions with the Vail Town Council to introduce the 2009 Code Revision Project. Council members provided comment on the project, including highlighting a need to achieve high green building standards, and to avoid having lengthy policy discussions about topics such as Gross Residential Floor Area (GRFA). The project will address administrative changes, including the reconciliation of inconsistencies within the regulations, formatting changes, such as reorganizing the order of the chapters, policy changes, including regulations on driveway size, steep slopes, as well as changes to "green" the code. Since January, Staff has been compiling an analysis report on the relevant titles to prepare for text amendments. While this analysis report has not been completed, policy issues have been discussed with the Planning and Environmental Commission on two occasions to provide Staff with direction on topics such as combining land uses and allowance for cold roofs within height calculations. 1 7/2l/2009 6-1-1 III. NEXT STEPS The following are next steps to be taken in order to complete the updates to the Zoning Regulations and Development Standards: 1. Convene Technical Advisory Panel to obtain feedback from development community 2. Work with the public to obtain additional feedback 3. Continue to work with the PEC and DRB to gain recommendations and feedback 4. Work sessions with the Town Council 5. Ordinance Adoption IV. TIMELINE March - July: Prepare draft amendments, consult with potentially affected parties July - Sept: Work session meetings with the public, Technical Advisory Panel, PEC, DRB, Vail Town Council Oct- Nov: Adopt first phase of amendments V. ACTION REQUESTED Staff requests the Vail Town Council listens to the Staff presentation, asks any pertinent questions, and provides feedback to Staff on the project, and specifically, on next steps. Because this is a work session, Staff does not request that any formal action be taken at this time. VI. ATTACHMENTS A. PowerPoint Presentation dated July 21, 2009 2 7i2 u2oo9 6-i-2 Attachment A 11• od- ' - o ' o - . own Cod- o • . ons Title 14 Development . d. d . . Council 2009 Problem Statement The . . . was . since has hundreds . . amendments . • response . present . . amendments . . Town's . . A format . . • • . language inconsistent • A • . policies, . • procedures - . • - . 119 ' . ' . - . re-establish o • accuracy of the Town's zo • •d- 7i2 u2oo9 ~ 6-i-3 od" R" on Pro " PgMo " ' • comprehensive • . • between • • . • . • other • . Comprehensive ' . . • . : • • • . • - • user-friendly document Establish consistent . • throughout • • • 111111111 Pro " Pglpo " (cont... Clarify - process . • procedures • • increase • • • o process Reaffirm • policies . • policies • clarify • • 7iz uzoo9 2 6-1-4 The .a • . D' • Review • P . • i Environmental • • . • Council Technical A• • Panel Potentially Affected Parties Public • A -mp / ach to / a / • • • • • • • • One Ordinance. • 7/2l/2009 3 6-1-5 Timeline or Review . ' • . amendments, • potentially . parties • • • public, . • Panel/ PEC/ D': Council Oct- • • . - • amendments Next _p • - - Technical ' d • ' - • • • . --d•. • d- - community • - public • . additional --d•. • - • • - ' d DR: • g. - • - d. • d --d•. • - • - • Council • d - 'd•• • 7i2 u2oo9 4 6-i-6 . ~ VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 21, 2009 ITEM/TOPIC: Proposed Town of Vail Charter amendments addressing terms and term limits. PRESENTER(S): Matt Mire ACTION REQUESTED OF COUNCIL: Direction from Council regarding three (3) options for potential amendements to the Town of Vail Charter regarding term limits, terms, and opting out of the election amendment to the Colorado Constitution; Article XVIII, § II. BACKGROUND: This memorandum presents three potential amendments to the Town of Vail Charter (the "Charter") to address the ambiguities and conflicts previously identified regarding the Town's terms and term limits provisions for councilmembers as currently set forth in Section 3.2 of the Charter. Three Proposed Amendment Options for the Council to Consider include: A. Establish four-year terms for all Councilmembers, with a term limit of two (2) consecutive four-year terms. This change would eliminate the two-year terms that are currently awarded on a routine basis to the candidate receiving the fourth highest number of votes. Phrased as a ballot question, this Charter amendment would read as follows: Councilmembers shall be elected to serve four-year terms. No councilmember shall serve more than two (2) consecutive four-year terms. Partial terms of less than four (4) years in duration shall not count toward this term limit. Terms shall be considered consecutive unless they occur more than one regular municipal election cycle apart. B. Establish four-year terms for all Councilmembers, and eliminate term limits altogether. Phrased as a ballot question, this Charter amendment would read as follows: Councilmembers shall be elected to serve four-year terms. No term limits shall apply to restrict service to the Town, and the Town hereby expressly exempts itself from the term limits set forth in Article XVIII, § II of the Colorado Constitution, as amended. C. Preserve the two-year terms that are currently awarded to the candidates receiving fewer votes, but impose a term limit of three (3) consecutive full terms, no matter the length of such terms. Phrased as a ballot question, this Charter amendment would read as follows: Candidates for the office of councilmember receiving the three (3) highest vote totals shall be elected to serve four-year terms, and candidates receiving less than the third highest number of votes shall be elected to serve two-year terms. No councilmember shall serve more than three (3) consecutive terms of office, whether those terms are four (4) years in length or two (2) years in length. Partial terms of less than two (2) years in duration or four (4) years in duration, depending on the term being filled, shall not count toward this limit. Terms shall be considered consecutive unless they occur more than one regular municipal election cycle apart. 7iz uzoo9 A resolution setting a ballot question needs to be adopted on or before August 18, 2009 to make it on the November 3, 2009 ballot. ATTAC H M E NTS : Memorandum Home Rule Matrix 7iz uzoo9 I! Memorandum To: Town Council From: Matt Mire, Town Attorney Date: 07/21 /09 Re: Proposed Charter Amendments, Town Council Terms and Term Limits 1. Backqround This memorandum presents three potential amendments to the Town of Vail Charter (the "Charter") to address the ambiguities and conflicts previously identified regarding the Town's terms and term limits provisions for councilmembers as currently set forth in Section 3.2 of the Charter. More specifically, the relevant section of the Charter provides as follows: The terms of office for councilmen shall be four (4) years; provided, however, that no councilman shall serve for more than eight (8) consecutive years... In the municipal election to be held in 1975 and thereafter, the three (3) candidates receiving the highest number of votes shall be elected for four (4) year terms and the candidate receiving the fourth highest number of votes shall be elected for a two-year term. According to the Charter, the terms of office for councilmembers shall be four (4) years, provided that no councilmember may serve more than eight (8) consecutive years. However, the Charter then states that the candidate receiving the fourth highest number of votes shall only serve a two-year term. Not only do these provisions create ambiguities concerning the number of terms a councilmember may serve, the Charter appears to be internally inconsistent. As currently drafted, a councilmember could feasibly serve a four-year term and a two-year term without reaching the eight-year term limit. Under this scenario, the councilmember would be eligible to serve another two-year term, but not a four-year term. Unfortunately, there is no way to know whether the councilmember would actually be elected for a two-year term until after the election is complete. If the councilmember is elected for a four-year term, the Town is placed in the precarious position of having to choose between a violation of the Charter's four-year term provision or the Charter's eight-year term limit provision. Under either scenario, the Charter is violated. 1 7/2l/2009 7-1-1 II. Proposed Amendments and Leqal Considerations To amend the Charter and to clear up the ambiguities, any proposed amendment will need to be voted on and approved by the Town's electorate. The next regular municipal election is set to take place on Tuesday, November 3, 2009. If approved, the amended Charter language would not take effect this year, but be applicable in the next municipal election involving candidates for Town Council (2011). Three Proposed Amendment Options for the Council to Consider include: A. Establish four-year terms for all Councilmembers, with a term limit of two (2) consecutive four-year terms. This change would eliminate the two-year terms that are currently awarded on a routine basis to the candidate receiving the fourth highest number of votes. Phrased as a ballot question, this Charter amendment would read as follows. Councilmembers shall be elected to serve four-year terms. No councilmember shall serve more than two (2) consecutive four-year terms. Partial terms of less than four (4) years in duration shall not count toward this term limit. Terms shall be considered consecutive unless they occur more than one regular municipal election cycle apart. B. Establish four-year terms for all Councilmembers, and eliminate term limits altogether. Phrased as a ballot question, this Charter amendment would read as follows. Councilmembers shall be elected to serve four-year terms. No term limits shall apply to restrict service to the Town, and the Town hereby expressly exempts itself from the term limits set forth in Article XVIII, § II of the Colorado Constitution, as amended. C. Preserve the two-year terms that are currently awarded to the candidates receiving fewer votes, but impose a term limit of three (3) consecutive full terms, no matter the length of such terms. Phrased as a ballot question, this Charter amendment would read as follows. Candidates for the office of councilmember receiving the three (3) highest vote totals shall be elected to serve four- year terms, and candidates receiving less than the third highest number of votes shall be elected to serve two- year terms. No councilmember shall serve more than three (3) consecutive terms of office, whether those terms are four (4) years in length or two (2) years in length. Partial terms of less than two (2) years in duration or four (4) years in duration, depending on the term being filled, 2 7/2l/2009 7-1-2 shall not count toward this limit. Terms shall be considered consecutive unless they occur more than one regular municipal election cycle apart. I recommend proposed amendment option A because of its simplicity and its conformity to similar state regulations. It should be noted, however, that the three options above are not exclusive and various combinations of any or all of them can be equally as effective in resolving the current Charter issues. 3 7/2l/2009 7-1-3 TABLE 2: COUNCIL Procedure set How many Number of for increasing/ councilmembers Term of councilmembers, decreasing elected at large, Number of districts Ofice: including mayor number of by district or and representation Municipality council and mayor pro tem members by ward? per district Alamosa ' 4' yrs. 7 no 3 at large, 4 by ward 4 wards, 1 each Arvada 4 yrs. 7 no 2 at large, 4 dist, 1 4 districts, 1 each mayor ' spen 4 yrs. 5,. no at'laFge Na Aurora 4 yrs. 11 no 4 at large, 6 wards, 6 wards, 1 each 1 mayor Avon 4yrs. 7 _ no at large n/a Basalt 4 yrs. 7 no at large 1 at large 81ack Hawk . 4 yrs. _ 7;` , no. at large n/a Boulder 4/2 yrs. 9 no at large n/a Brec,ke,Rrfdge 4 yrs. . ` 7 no at large n!a . Brighton 4 yrs. 9 charter 4 wards, 2 each 4 wards amendment Brovmfteld.. ` 4 yrs. 11 ' no . mayor at large, 5 wards, 2 each hers wards - ot, ~ Burlington 4 yrs. 7 no at large n/a Canon City 4 jrrs. 8: no 3 af large: 4 by . 4 disVicts, 1 each - , district Carbondale 4 yrs. 7 no 6 at large n/a Castle. kock ` 2 yrs. 7 no 7 by district 7 districts, 1 each Central City 4 yrs. 5 no at large n/a , . Cherry Hills Viilage 4 yrs. 7 no at Jarge by district 6.wards, 'd each Colorado Springs 4 yrs. 9 no 4 at large, 4 by 4 districts, 1 each district Commerce City, - 4 yrs. g no 5 at lar9e, 4 bY ward 4 wards, 1 each .'i~. 7/21 /2009 Home Rule Matrix 4 Colorado Municipal League 7-2-1 TABLE 2: COUNCIL Procedure set How many Number of for increasing/ councilmembers ' ;erm of councilmembers, decreasing etected at large, Number of districts office: including mayor number of by district or and representation Municipality council and mayor pro tem members by ward? per district Cortez 4/2 yrs. 7 no at large n!a Craig 4 yrs. . 7 no at iarge n/a . ~ Crested Butte 4 yrs. 7 no at large n/a Dacon4 3 yrs. 7 no a1 ~arge Na : . , . ' , . . . . . . . +-l . . ' . . . . - ' . i Delta 4 yrs. 5 no 2 at large, 3 by 3 districts, 1 each district _ , _ Denver 4 yrs. 13 ' no 2 allarge, 41 by 11 cfisfricts> 1 each . d iStriCt i~ ~ Dillon 4 yrs. 7 no at large n/a Durango • 4 yrs. 5 no ai large n/a , Edgewater 4/2 yrs. 8 no at large nla Engfewoad yrs. l no 3 ai la'rge, 4 by A districEs, i each disirict Evans . 4 yrs. 7 no 3 by ward, 2 each 3 wards, 2 each Federal Heights 4 yrs. ' _7' no 3 by ward; 2 each n/a Fort Collins 4 yrs. 7 no 6 by district 6 districts, 1 each Fort Morgan - 4 yrs 7 . no 1 at large, 6by 3 wards, 2 each , warcis Fountain 4 yrs. 7 no specific 3 at large, 3 by 3 wards, 1 each procedure; wards charter limits council to no more than 9 members Frisco 4 yrs- - 7' , n9 at large nla Fruita 4 yrs. 7 no at large n/a Glendale 4 yirs: 7 no at large _ n%a ~ 7/21/2009 ~ Home Rule Matrix 7- 2-2 6 Colorado Municipal League ~ TABLE 2: COUNCIL Procedure set How many Number of for increasing/ councilmembers Term of councilmembers, decreasing elected at large, Number of distrii office: including mayor number of by district or and representati. Municipality council and mayor pro tem members by ward? per district Glenwood Springs 4 yrs. 7 no 2 at large, 5 by 5 wards, 1 each district Galden _ 4 yrs. 7 ; no I at large. 2 dist.; 4 4 wards ' wards . . ' ~ Grand Junction 4 yrs. 7 no 2 at large, 5 by 5 wards, 1 each ^ district Greete 4 yrs. 7 no 2.at lar e, 4 b 4 wards, 1 eEich wartis y : . . y g ~ ~ Greenwood Village 2 yrs. 9 no by districts 4 districts, 2 each , Gunnison ' 4 yrs. 5 na af large n/a Gypsum 4 yrs. 7 no at large n!a Ffviyoke 4 yrs. 7 , nv : at large nIa ' 'n . - , . . _ . ' . . . . Johnstown 4 yrs. 7 no at large nla Kiowa 4 yrs. 7 ng 'at large nla ° . , _ , . Lafayette • 4 yrs 7 no at large n/a ' La Junta 4 yrs. no . I aF.farge, 6 by 3wards; 2 each wartls ~ , _ _ . . . Lakewood 4 yrs. 11 redrawn every by wards 5 wards, 2 each five years, ' trigger is decennial • census Lamar 4 yrs. ? no 6 6y ward wards; 2 each:' , . . _ . . . r4.: Larkspur 4 yrs. 7 no at large Na Litileton , 4/2 yrs. 7 no 3 at large, 4 by d wards, 1 each district Lone Tree 4 yrs. 5 vote of by districts 2 districts, 2 each electorate, ~ initiative, or council ordinance to set election Longmor+t 4 yFS:. 7 no ` 4 at large, 3 by 3 wards, 1 each A district , . Louisville 4 yrs. 7 no 2 by each ward 3 wards, 2 Loveland 4 yrs. 9 charter by ward ' 4 wards; 2 each , . : amerrdment . . 7/21 /2009 , Nome Rule M4'rix 7 23 8 Colorado Municipal Lea9u TABLE 2: COUNCIL Procedure set How many Number of for increasing/ councilmembers .T§rm of councilmembers, decreasing elected at large, Number of districts office: including mayor number of by district or and representation Municipality council and mayor pro tem members by ward? per district Manitou Springs 4 yrs. 7 no 3 at large, 3 by 3 wards, 1 each wards . ftnturn 7 : charter at'large. nla . amendment- Monte Vista 4 yrs. 5 no at large n/a Montrose 4/2 yrs. 5 no by district _ 4 districfs. '4 each Morrison 4 yrs. 7 no at large n/a ` rsa at large nla Mountain 1/iew 4 yrs. 7 " Mountain Village 4 yrs. 7 no at large n/a Mt. `Crested, Butte . 4 yrs, 7 no ali at large nTa . , ~ New Castle 4 yrs. 7 no at large n/a V. Fforthglenn d yrs. rio wards, ' 4 wards, 2 each , . v 1. Ophir n/a n/a no n/a n/a Pagosa Spr9ngs 4 yrs, l , no 4 at I.arge, 3 by 3 districts, 1 each g~ district . ~ Parachute 4 yrs. 7 no at large none O.arker 4 yrs. 7. Yes . at large ` Na Pueblo 4 yrs. 7 no 3 at large, 4 by 4 districts, 1 each district Ftico 3 yrs. 9 , ,no . , , Ridgway 2 yrs. 7 no at large n/a Rifle . `4 yrs. ~4: rac~ at large ,~la . t . ~ry4' ~lY~l P.}t}+ ~'~~'~•5~~~_ ~'~j~ 'd,'~_ . _ . , ~ - .r•; . Sanford 4 yrs. 7 no 6 at large none Sheridan 4 yrs. 7 na by ward 3 wards, 2 each ~ - Silt 4 yrs. 7 no at large 1 Silverthorne : 4 yrs. 7 no at large, n/a Snowmass Village 4 yrs. 5 no at large n/a ~ ~ , Steamboat prings ' 4 yrs.' 7. no 1 a4 large, 6 6y ,3 ciistricts, 2 ea, disiricl . . . Sterling 4 yrs. 7 no by ward 3 wards, 2 each - , ..w Telluride d yrs. 7 nv at large nla . . . : , 7/21 /2009 ~ Home Rule Matrix 7_ Z_4 10 Colorado Municipal League TABLE 2: COUNCIL Procedure set How many , Number of for increasing/ councilmembers d Term of councilmembers, decreasing elected at large, Number of distric office: including mayor number of by district or and representatic Municipality council and mayor pro tem members by ward? per district Thornton 4 yrs. 9 no by wards 4 wards, 2 each Timnath 4 yrs. 5 ' see'below 4 at large nla ' Trinidad 4 yrs. 7 no at large n/a Yail ,412 yrs. l ho. at iarge n/a Westminster 4 yrs. 7 no at large n/a INheat Ridge 4 yrs. 9 no by wards - 4 wards, 2 each ; _ . _ , . .•.z Windsor 4 yrs. 7 no 6 by district 6 districts, 1 each VUin#er Park _ 4/2 yrs. 7 no . at large nla Woodland Park 4 yrs. 7 no at large n/a Wray . 4 yrs. _ 7 na at large ' nla Yuma 4 yrs. 7 no at large n/a ' Timnath - 1) create two new districts; 2) create two new council seats; 3) at next election, four councilmembers elected (three from distnct 4 yr. term, one at large 2 yr. term); 4) 2 yrs. Later elect three councilmembers at large; ~ ~ ~ ~ # ~ 7/21 /2009 Home Rule Matrix 7_ Z_ 5 12 . ~ VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 21, 2009 ITEM/TOPIC: Discussion of the 15 year capital plan. PRESENTER(S): Kathleen Halloran ACTION REQUESTED OF COUNCIL: Approve long-term capital plan for inclusion in the 2010 Budget. BACKGROUND: Capital maintenance and replacements are a major portion of the five-year plans included in the 2010 budget. While the 2010 capital plan will be approved as a part of the Town Manager's budget, the 5 year capital plan is published in the annual budget book. The 15-year plan provides a snapshot of the town's long-term capital maintenance and replacement needs. STAFF RECOMMENDATION: Provide feedback regarding capital expenditures and projects. ATTAC H M E NTS : 15 Year Capital Plan 7iz uzoo9 MEMORAI DUM To: Town Coiulcil From: Stan Zeinler Judy Camp Kathleen Halloran Date: July 16, 2009 Subject: Long Tenn Capital Plan Each year, staff reviews and updates the town's 15-year capital plan, which provides far the maintenance and/or replacement of over S350 million of assets (excluding land), as we11 as over S20 million of Vail Recreation District (VRD)-inanaged assets. The first five years of this plan wi11 be included in the annual Budget Book, and 2010 expenditures wi11 be inchided in the Town Manager's Budget, pending approval by CoLincil. The philosophy behind this year's Iong-term capital plan centers on providing adequate maintenance for current assets and deferring new projects if not immediately necessary. Other projects have been moved up due to projected cost savings from competitive bids (such as paving projects). There were no new projects requested. Changes to the previous 15-year plan have been identified by color in the attached exhibits: Cost decreases are highlighted in orange, changes to project timing are in yellow and any cost increases are in green. The following revisions are included: Cauital Proiects Fund Revenue Since this time Iast year, we have experienced a decrease in Sales Tax collections. At the June 16`l' Council ineeting, revenue projections for the next two years were discussed, and those projections are included. The following is an outline of revenue asstunptions for the Capital Projects FLind 15-year p1an: • Sales Tax is split with the General FLind 61/39 (39% to Capital Projects FLuld), the same ralio as the origina12009 budget. This split is assumed throughout the next 15 years. • Sa1es Tax revenue is assumed to be flat with 2009 projections (at a 15% decrease from 2008 actual collections). 2011 is budgeted at a 5°/o inerease, then 2°/o per year for the following three years. This assumes a recovery to 20071evels by the year 2014. • Constrtiction Use Tax was reduced to a btidget of S500,000 during 2009. 2010 and beyond is assumed at the same level, without any inajor redevelopment projects. • Federal Grant revetlue for the transit center was reduced from $5 million to S2.4 million (over two years) based on recent infonnation, but because those funds are transferred to the Vai1 Reitlvestment Authority, it does tlot iinpact the Capital Projects FLind fund balance. • Repayment of Arosa Drive duplex construction was added to revenue in 2010. Expenditures • Expenditures relating to anirual capital maintenance liave been reduced by 10% for two to five years out, saving nearly S500,000. 1 7/21/200) 8-1-1 • The Facilities budget rellects the S400,000 defen-al of a new Library roof Lmtil 2012, originally budgeted in 2010. • Capital Street Maintenance: Paving projects that were originally budgeted for 2010 are now being completed in 2009. This, along with updates in cost projections, has saved $1.7 milliotl over a 5-year period from the original long-term budget. • Fire trtick purchases have been updated for increase in price (8-9%) based on new federal requirements and pLu-chase timing. • Neighbarhood Road Reconstruction: Assiui7ing prices remain similar to today's bids, this project has beetl reduced by S450,000 from the previous budget estimate. • I-70 Noise project: The balance in this project has been kept whole, but the annual addition of S250,000 has been eliminated for 2010 and 2011. Overall, this fund is balanced through 2012 due to cost savings and deferrals. Several projects reinain on the "unfunded" list, whicli ineans that the town would ptu-sue other forms of financing such as Certificates of Participation, or COP's, for the West Vail Fire Station. COP's are similar financing instruments to bonds, but do not require voter approvaL in general, the town currently holds very Iittle debt (totaling S8.3 million as of 12/31/2008, with fu11 repayment by December 31, 2012. Many projects on this Iist would not be fLulded witlIoiIt participation froin other partners, such as developers, Colarado Dept of Transportation, or federal grants. Real Estate Transfer Tag (RETT) Fund Revenue Real estate sales have drastically changed since Iast year, a record year for RETT collections for the town. Since 2004, we have separated RETT projections into two categories: collections fi-on1 major redevelopment projects (such as nrrabelle, Fotu Seasons, Ritz Carlton Residences, ete.) and "base" collections, which represent a11 other real estate transactions. This separation allows for more acctu-ate trending. Asstul7ptions used in the development of proposed RETT collections are explained below: • Total RETT collections are budgeted at S3.4 million for 2009, a 62% decrease froin 2008 actual. • "Base" or normal transactions, which represent 40 50`% of amlual transactions, are assLImed Ilat for 2010, a 5°/o inerease for 2011 and a 10% increase for 2012 tln-ough 2014. • Sales fi-om major redevelopment projects are assumed to inerease in 2010, due to 50% sales of Ritz Carlton Residences and FoLu- Seasons imits (at conservative prices). The remaining 50% is asslul7ed sold in 2011. Collections dramatically drop in 2012 2014 (a 50% decrease from 2011), with no additional major redevelopment projects assiulled. Limited re-sales of units are included in the projections. Expenditures • Expenditiues relating to annual park/landscaping maintenance have been reduced by 10% for five years out. • Vail Valley Drive Bike Path was reduced by S480,000 based on cost adjustments and project scope. • Vail Recreation District (VRU)-managed assets were adjUsted based on a recently-held annual capital meeting with the district. Several projects slated for 2009 were deferred tmtil 2010 or 201 l. Some projects are planned sooner. There were also signilicant cost savings recognized fi-om recent price estimates for etu-rent projects. Over a five year period of time, nearly S 1.0 million was saved fi-om the previotis long-term budget. 2 7/21/200) 8-1-2 Expenditures planned for the Capital Projects Fund and the RETT Fund are covered through 2011. Assuming reventie projections hold true for that tiine period, Council will need to make decisions to defer or eliminate some projects beginning in 2012. StafT wi11 use Council's input in developing the Town Manager's budget (includes General, Capital, RETT and other funds), which wi11 come before Coiulcil as a preliminary discussion on August 18th. 3 7iziizoo9 8-1-3 TownNVail Legentl: BIUe=Newreques[s('NO[Approvetl) Capi[al Assa[ Managemen[ -15 Year Projec[ion Green = butlge[ increaselatljus[men[ Yellow =[iming cM1ange Orange = butlge[ tlecrease Ac[ual Amentletl Forecas[ 2008 2009 2009 2010 2011 2012 2013 2014 2015 2016 201] 2018 2019 2020 2021 2022 2023 20?A Gapital Projects Funtling T-lSaleeTaxRevenue 18,fi31,366 16,600,000 16,600,000 ifi,fi.= 17,430,- 17,]7B,- 18,134,1]2 18,486,8fifi 18,144,24fi 18,814,283 20,-,]84 21,22fi,fifi] 2138fi8,4fi1 22,]3],3fi8 23,fi33,ififi 24,35fi,82fi 25,208,31fi 26,081,fi41 Sales Tax Split Nt Gen'I Funtl 8 Capital Funtl 59141 59141 59141 61139 61139 61139 61139 61139 61139 61139 61139 61139 61139 61139 61139 61139 61139 61139 4.0% SalesTax 8,171,920 6,-,000 6,W,000 6,474,000 6 ,-,000 6,934,000 ],0]2,000 7,214= 7,466,- ],]28,- s,o00,oo0 8,2]8,~~~ s,sea,ooo s,aea,ooo 9,1]8,000 e,500,000 9,832,000 10,175,000 UseTax fi~8,483 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 c-myc,ams 50,000 _ - _ _ Feaeraicrams 915,577 1 400000 1,400,000 1 000000 ipza,ooo ProjevlReimbursemen~ 982,360 210,000 210,000 _ _ LeaseRevenue 188,160 188,550 188,550 192,300 192,300 192,300 192,300 193,0]3 196,935 196,935 196,935 196,935 19],105 201,]09 201,]09 201,]09 20],]60 20],]60 Employee Housing Fee-in-Lieu 529,481 72,000 72,000 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ RepaymeMOfLOans 30,000 ]]5,000 5,000 5,000 5,000 IMerestlncome801her 557,3fi8 18,]50 18,]50 18,Ooo 35,124 81,567 117,429 290,559 Capi[a1 Projec[sFUntlTO[al 11,933,349 9,229,300 9,229,300 8,959,300 8,925,300 ],631,300 ],]69,300 ],90],0]3 8,162,935 8,424,935 8,696,935 8,9]4,935 9,265,105 9,569,]09 9,914,833 10,283,2]6 10,65],189 11,1]3,319 Lantl PurcM1ases Vail HeigMS / Chamonix Unit Pitkin Creek Uni~ 6,054 AltairUnit 1]8,18O Gore Ran e Contlo Units 2E 8 3W 599,961 Ca i[alMain[enanceE.... tli[ures C-1 Bus Shelters 25,566 2],000 2],000 2],000 2],900 30,000 30,000 30,000 30,000 30,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 G2 ParkingStruvlures 759,598 540,000 540,000 416,000 819,000 1,055,000 aeo,ooo 920,000 2,075,000 730,000 765,000 765,000 ]]0,000 1 sao,ooo sao,ooo sao,ooo sao,ooo C-3 Facilities 532,918 679,500 6791 500 4]3,000 450,000 1 ,690,000 ]05,000 605,000 e40,000 e70,000 635,000 620,000 695,000 ~so,ooo 490,000 490,000 490,000 490,000 Builtling Remotlels 49,500 49,500 - 54,900 fi],000 ]4,000 81,000 90,000 CreeksitleHOUSinglmp- _ 54,000 54,000 54,000 54,000 _ _ _ _ C4 DonovanParkPavilion 12,- - - 45~,000 220,000 50,000 50,000 Street LigMlmprwemeMS ]2,]24 67,500 67,500 67,500 67,500 so,ooo 50 000 50,000 50,000 50,000 50,000 50 , 000 50,000 50,000 50,000 50,000 50,000 50,000 GS CapitalSlr- Mai-nance 1,696,]]2 1,337,- 1,337,- 730,000 1,153,500 1,033,000 1,207,000 952,000 1,220,000 2,185,000 1,080 ,000 1,015,000 z,sao,ooo 1,485,- 1,2fi5= 1,2fi5= 1,2fi5= 1,2fi5= Flammable-rage/MagCMOritlesecontlarycoMain 5,600 16,560 16 1 560 - - Gfi FireTruckPUrchase/Refurbish - 570,000 590,000 620,900 109,000 1,1]4,000 1,995,]00 Fire infraetruvlure impmve- (Main Vail -tion) 875 ,00O Replace AM530 ratlio sys- 45,365 C-] Autlio Visual (Security, Vitleo in police cars uncil m 31,84fi 61,150 fi1,15~ s,ooo 437,500 437,500 437,500 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 GB Documentlmaging 243,301 106,699 i0fi,fi99 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 G9 SNtware Licensing fi8,200 fi8,200 za,ooo 15,~~~ 15,000 e5,000 ]5,000 15,000 15,000 15,000 15,000 ]5,000 15,000 15,000 15,000 15,000 15,000 C-10 Hartlwarepurchases 65,999 84,- 84,38~ as,ooo es,ooo as,ooo as,ooo 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 C-11 DalaCen~er(Compu~errooms) 47,500 4],fi0 0 18,000 21,000 C-12Websi~eantle-commerce 13,050 28,500 28,500 29,000 31,000 12,000 12,000 20,000 12,000 12,000 20,000 12,000 12,000 12,000 12,- 12,000 _ _ _ _ _ _ _ _ _ _ _ _ _ Comm DevArcGIS Sy- _ 52,000 52,000 C-13FiberOpticsinBUi16ngs 24,179 23,000 18,ooo 15,000 15,000 15,000 15,000 15,000 15,000 C-14 Nelworking upgratles 39p27 18,300 18,300 30,000 21,000 35,000 60,000 40,000 30,000 50,000 40,000 30,000 C-15 CAD/RMS 58,959 51,650 51,650 55,000 57,000 59,000 61,000 50,000 50,000 100,000 50,000 50,000 100,000 50,000 50,000 50,000 50,000 50,000 C-1 6 CommDevlMeravlivePermitsofM1Vare 25,000 25,000 200,000 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ VehideExpansion 44,681 34,730 34,730 _ _ To[a1 Capi[a1 MairRenance 3,6]2,893 3,364,256 3,364,256 2,931,500 3,545,800 5,541,000 3,910,500 3,8]2,400 4,]]8,500 3,925,000 2,833,000 2,6]2,000 4,609,000 3,50],000 4,0]1,000 4,862,]00 2,882,000 2,882,000 Ca i[al Re lacemen[ E entli[ures _ _ _ _ Wes~MeatlowDrive 1,119,317 600,fi83 600,fi83 Village Slree-pe 36,055 ]92,]06 ]92,]06 300,000 C-17 NeighborhootlROatlReconstruction 200,000 zoo,ooo 2,100,000 - s,soo,ooo 7,300,000 C-18 Neighborhootl Britlge Reconstruvlion 150,~~~ 150,~~~ 1,050,000 1,650,000 1,950,000 _ _ FireBrealhingAppara~us M,000 M,000 ParkingEquipm- Replacem- 54,750 145,000 145,000 _ _ 500,000 Ratlioreplacement (publicworks,publicsafely) 543,- as,ooo 693,000 as,ooo _ _ _ _ Heavy Duly Tire Changer (22 yre oltl) _ _ GPS for Buses HybritlBUS -teryReplacement 40,000 294,000 aepoo 91,000 OfficeEquipm- >gs,ooo ],9]0 9,000 9,000 _ _ _ _ Heavy Equipm- new capital Gener-r 229,8]fi 20,124 20,124 C-19ReplaceBUSes 3,688,836 1]3,400 1]3,400 2,199,600 1,2~3,400 3,502,4~~ 3,4fi5,fi00 5,495,12~ 20 4,455 3,136,100 3,13fi,1~~ To[al ReplacemerR Expentli[ures 5,680,084 2,2]0,913 2,2]0,913 5,299,600 2,253,400 ],538,000 ],300,000 290.000 2,643,000 3,502,400 4,052,000 5,543,120 295,455 3,136,100 3,136,100 Res[ric[etl Capi[al 4 h-I-1 TownNVail Legentl: BIUe=Newreques[s('NO[Approvetl) Capi[al Assa[ Managemen[ -15 Year Projec[ion Green = butlge[ increaselatljus[men[ Yellow =[iming cM1ange Orange = butlge[ tlecrease Ac[ual Amentletl Forecas[ 2008 2009 2009 2010 2011 2012 2013 2014 2015 2016 201] 2018 2019 2020 2021 2022 2023 20?A PropertyTaclncremeM-Restrivletl 441,000 441,000 O[M1erlmprovemen[s Wes-ilFireSt-n-Planning/Design fi,9oo o,ooo o,ooo ArosaDrive- DUIexforEm lo eeHOUSin ]]0,000 ]]0,000 Buy-tlownProgram 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 VariableMessageSigns/WayFintlinglmpr 25,443 190,973 19o,9]3 fi5,ooo 130,000 135,000 1oo,ooo 1oo,ooo 1oo,ooo 1oo,ooo 1oo,ooo 1 -]0 NOise 2],643 300,000 300,000 ]51,fi39 - 250,200 250,200 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 I-70 FiberOp~ics ]40,34] ifi8,]81 ifi8,]81 Untlergrountl U~ilities 153,296 156,000 156,000 ManorVailSlr- Plan 16,200 83,- 83,- ChamonixAreaPlan 149,762 30,000 30,000 TOV Slr-gic Planning _ _ _ 50,000 40,000 65,000 70,000 Fire Im av1 Fee Nexus -tl 15,000 15,000 TrafficlmpavlFee_tly 30,000 30,000 HousingStr-gicPlan 12,067 _ - LH Parking Str-ure RetlevelopmeM 55,009 - TimberRitlgeLegaVZOning 44,520 1oo,ooo 1oo,ooo Timber Ritlge Debt Service GuaraMee _ 925,000 925,000 Lionsheatllm rovemeMS 48,5]8 34,000 34,000 FroMage Roatl Reloca~ion 20,000 20,000 Bio-Mass Stutly 50,000 50,000 To[a1 O[M1erlmprovemen[s 1,2]9,]65 3,6]3,554 3,6]3,554 1,366,639 630,000 885,000 ]90,000 ]50,000 ]50,000 815,000 ]50,000 ]50,000 820,000 850,000 850,000 850,000 850,000 850,000 To[a1 Capi[a1 beforeFinancing 11,416,93] 9,]49,]23 9,]49,]23 9,59],]39 6,429,200 13,960.000 12,000500 4,916,400 8,1]1500 8,242,400 ],635,000 3,422,000 10,9]2,120 4,652,455 8,05],100 8,848,800 3,]32,000 3,]32,000 Deb[ Service antl Financin D- Service on Outs-tling Bontls 2,204,670 2,298,121 2,298,121 2,273,959 2,2]9,5]2 2,088,346 TransfertoVailReimestmeMAUthorityFUntl: 1,400,000 1,400,000 1,000,000 _ TransferfromDisp-hFUntl (]fi,~00 ) _ _ Tmneferfmm Geneml Funtl: (441,ooo) To[al Deb[ Service antl Financing 1,688,6]0 3,698,121 3,698,121 3,273,959 2,2]9,5]2 2,088,346 To[a1 Capi[a1 ~pense 13,105,60] 13,44],844 13,44],844 12,8]1,698 8,]08,]]2 16,052,346 12,000,500 4,916,400 8,1]1,500 8,242,400 ],635,000 3,422,000 10,9]2,120 4,652,455 8,05],100 8,848,800 3,]32,000 3,]32,000 Revenue Over(Untler) Expentli[ures: (1,1]2,258~ (4,218,5A4~ (4,218,5A4) (3,912,398~ 216,528 (8,421,066~ (4,231,200~ 2,990,6]3 (8,565~ 182,535 1,061,935 5,552,935 (1,]0],015) 4,91],254 1,85],]33 1,434,4]6 6,925,189 ],441,319 BeginningFUntlBalance: 1~,ifi4,128 8,881,8]~ 8,881,8]~ 4,]fi3,32fi Bfi0,828 1,067,456 (7,353,580) (11,fi84,780) (B,584,117) (B,6 ~2,fi82) (8,42[1,14]) (],3fi8,212) (1,B~fi,9]) (3,fi12,283) 1,4~4,Bfi2 3,262,6 85 4,68],1]2 11,622,361 EntlingFUntlBa1 ance: 8,981,8]0 4,]63,326 4,]63,326 850,928 1,06],456 (],353,590) (11,584,]90) (8,596,11]) (8,602,682) (8,420,14]) (],358,212) (1,805,2]]) (3,512,293) 1,404,962 3,262,695 4,69],1]2 11,622,361 19,063,680 UrduntletlCa i[alPro'ec[s West Vail Fire Sta~ion 2,760,000 2,760,000 _ _ 1. Vail Fire StAon Remotlel _ ]]5,000 Chamonix housing tlevelopmeM Town Shop - Improvemen~s 9,225,000 Libmry Remotlel (indutlee 3rtl floor) _ _ _ B,500,000 CreeksitleHOUSinglmprovemen~s ssa,ooo 262,500 315,000 Municipal Builtling HVAC Reno—ion 2,400,000 _ _ _ _ BuzzartlParkHOUSinglmprovemen~s 375,000 575,000 _ _ Simba Run Untlerpass 19,500,000 FroMage Roatl - Lionsheatl 8,815,000 915,000 FroMage Roatl - East Vail 2,100,000 _ FroMage Roatl - Fortl Park 5,635,000 600,000 _ N FroMage Roatl - West Vail _ 7,513,000 N FroMage Roatl - San-one _ 1,300,000 E- Vail Roundabout Major Reconstruvlion _ 2500000 _ _ Main Vail Rountl-aboul Major Reconstruvlion 3,600,000 West Vail Roundab- Major R- 1,ooo,ooo LH Auxilliary Builtling Reno-ion 1,015,000 LH Information Center Renwalion 550,000 To[a1 Unfuntletl Projec[s 2,]60,000 2,]60,000 9,1]3,000 41,480,500 10,225,000 2,415,000 8,500,000 2,815,000 3]5,000 5]5,000 2,500,000 EntlingFUntlBalancelncl.Urduntletllis[: 8,981,8]0 2,003,326 (4,669,0M 0 3,625,544~ (6352],0W (]7,983,2W (85,916~ (8],486,]12) (82 308 777) (84 590 793) (82 173 538) (80,315,805~ (78,881,328) (71,956,139) (64,51" i:~ I.'llfl~) 5 h-I-~. TownNVail Legentl: BIUe=Newreques[s('NO[Approvetl) Capi[al Assa[ Managemen[ -15 Year Projec[ion Green = butlge[ increaselatljus[men[ Yellow =[iming cM1ange Orange = butlge[ tlecrease Ac[ual Amentletl Forecas[ 2008 2009 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 20?A Real Estate Transfer Tax Funtling 4.0%RealESla~eTransferTax 8,081,81] 3420,000 3p20,000 4,705,000 4,000,000 3,ifi13,3]3,~~~ 3,fi~fi,~~~ 3,]31,1]fi 3,Bfi1,]fifi 3,BBfi,828 4,13fi,82~ 43281,fi08 4,431,465 4,58fi,567 4,747,087 4,813,245 5,08fi,208 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Fetleral GraMS 2,400 149,458 149,458 IMergovemmen~al Revenue 24,514 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 ProjevlReimbursem- 4,102 2,500 2,500 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ GolfCourseLeaseRevenue 122,010 120,000 122,000 122,000 124,440 12fi,929 129,4fi7 132,057 134,fi98 137,392 140,140 142,942 145,801 148,]1] 151,fi92 154,725 157,820 1fi0,97fi VRDrepaymeMNpromissorynNe 341,098 341,098 343,424 33],SfiB 331,]12 325,BSfi Recrea~ionAmenityFees 54,822 47,000 4],~~~ 10,000 10,000 10,0 ~o 10,000 10,000 12,000 12,000 12,000 12,000 12,000 14,000 14,000 14,000 14,000 14,000 IMeres~lncome801her 489,913 81,250 81,25~ 40,4~2 15,8]9 Real Es[a[e Transfer Tax Funtl To[al 9,]89,6]8 4,181,306 4,183,306 5,240,826 4,50],88] 3,649,641 3,858,323 3,]6],05] 3,89],8]3 4,031,158 4,169,068 4,311,763 4,459,410 4,614,183 4,]]2,258 4,935,822 5,105,065 5,280,185 Ca i[alMain[enanceEx entli[ures R-1 AnnualParkantlLantlscapeMain~enance 1,143,289 1,290,882 1,290,882 1,326,267 1,460,185 1,562,553 1,649,000 1,739,994 1,865,673 1,966p27 2,0]2,44] 2,183,922 2,301,243 2p24,698 2,554,5]] 2,691,168 2,833,800 2,983,991 Managem- FeetoGeneral1`Untl(5%) 435,055 170,000 170,000 235,250 200,000 158,050 1fi8,fi50 180,250 18fi,559 193,~88 199,84fi 20fi,841 214,080 221,573 229,328 237,355 245,fifi2 254,2fi0 R-2 Rec.Pa~hCapitalMaint 325,114 193,540 193,540 190 ,Sfi] 104,]45 11],583 107,048 110,000 113,850 11],835 121,959 12fi,228 130,fi45 135,218 139,951 144,849 149,919 155,1fifi TreeMaiMenance fi5,98fi 109,954 1~9,954 fi5,000 fi5,000 fi5,000 fi5,000 fi5,000 fi5,000 fi5,000 fi5,000 fi5,000 fi5,000 fi5,000 fi5,000 fi5,000 fi5,000 fi5,000 R-3 Forest HealthManagement 259,fi07 2fi5,000 2fi5,000 2fi5,000 2fi5,000 2fi5,000 2fi5,000 2fi5,000 2fi5,000 2fi5,000 2fi5,000 2fi5,000 2fi5,000 2fi5,000 2fi5,000 2fi5,000 2fi5,000 2fi5,000 Street FUrnitureReplacem- 14,178 25,983 25,983 22,500 22,500 25,000 25,000 25,000 25,000 25,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 R-0 Park/PlaygrountlCapitalMai-nance 124,3fi8 110,000 110,000 115,~00 90,000 80,000 82,400 84,872 87,418 90,041 92,742 95,524 98,390 101,342 105,000 105,000 e5,000 e5,000 R-5 BaltlMOUn~ainUntlerpassMain~enance _ _ - 200,000 _ _ _ _ _ AlpineGartlenSuppoM 90,000 55,620 55,620 63,654 65,564 67,531 69,557 71 ,644 ]3,]93 ]6 ,00] ]8,28] B0,fi3fi 83,055 85,54fi 88,113 90,]Sfi 93,479 96,283 BlackGoreCreekSantlMi~iga~ion 93,431 180,5fi9 180,5fi9 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 1oo 1~~,000 1oo,o0 ~ 100,000 100 ,000 100 ,000 To[a1 Capi[a1 MairRenance 2,551,028 2,401,548 2,401,548 2,583,238 2,372,994 2,440,]1] 2,531,655 2,641,760 2,782,293 2,898,398 3,025,281 3,153,150 3,287,414 3,428,378 3,576,969 3,729,128 3,8]],860 4,044,701 O[M1erlmprovemen[s _ _ MeatlowDriveSlreetscape 638,212 411,788 411,788 Kalsos Ranch Bike Palh 223,020 7,000 7,000 TimberRitlge-BUHehrCreekRtlseparation _ 700,000 700,000 LionsheatltoMeatlowDr. _ 202,500 202,500 TrailheatlDevelopmeM/Improv- 19,149 23,200 23,200 24,000 24,000 50,000 R-] ADACompliancew/VRD 24,9fi8 85,881 85,881 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 RecreationMasterPlanning 73,128 6,415 6 ,415 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ StreamwalkADABSafetyimprovem-s 10,014 1,033 1,033 c,ee--e _ 250,000 250,000 _ _ a-s -mageaoaas,keL-sinaos 150,000 150,000 2,275,000 1,150,000 a-e vanvaueyo-e - s,kePam _ - 850,000 - a-ioFOma- nnast, ai- 300,000 300,000 3,331,340 2,150,000 FomP- imp~o~emems 200,000 200,000 nnam vao ~o~~aaeom p~emem ap~o~ _ 130,000 Seibert Cirde 85,534 212,696 212,696 _ IrrigationCoMrol/RawWa~erprojevl 4,175 3]1,]52 3]1,]52 KayakTake-oul 10,000 10,000 Stream Trav1 Encroachment Survey 64,881 64,881 RetlSantls-ePark - PerSafelyplan 2~5 25,000 25,000 439,000 - - R-11 B-h Creek Playgrountl 15,000 385,250 R-11 B-h Creek Park RetlevelopmeM 50,000 1,340,000 WhiteW-rPark 27,948 5,000 5,000 - _ _ _ _ _ _ _ _ _ _ _ R-12 Fortl Park Soccer Fieltl Parking Lot _ _ - _ 400,000 R-13AMinPUblicPlaces-programs/aM 131,537 215,156 215,156 80,000 80,000 so,ooo 80,000 80,000 85,000 85,000 85,000 85,000 85,000 90,000 90,000 90,000 95,000 95,000 R-13AMinPUblicPlaces-MOralesrelocalion 125,000 125,000 R-13 AM in Publc Places - Meatlow Drive EMry 85,000 85,000 R-13PUbIicAM-operAngexpenses ]8,45] 84,359 84,359 85,fi98 88,2fi9 90,917 93,fi45 9fi,454 99,347 102,328 105,398 108,5fi0 111,81fi 115,171 118,fi2fi 122,185 125,850 129,fi2fi LantlscapeMetlians 16,502 300,000 300,000 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ R-14 PublicRestrooms 58,075 _ - 670,000 _ _ _ _ _ _ _ _ _ _ _ _ _ _ R-iSEmironmeMalSustainabili~y221,542 315,000 315,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 Fortl Park Safety ImprwemeMS _ _ _ _ _ 304,000 _ _ _ _ _ _ _ _ _ Stephens Park Safety ImprwemeMS 545,000 _ Buffehr Creek Park Safety Improvemen~s _ 600,000 Ellefson Park Safey ImprovemeMS 600,000 Donovan Park (Heric gartlen'0]; Safety impr. 2015) 4fifi 304,000 Sk- Park 48,924 Open Space Lantl Acquisition Capi[alPaitlforbyRETTfuntls: 1,662,576 4,151,661 4,151,661 8,145,038 3,81],269 220 ,6,16] 833,645 436,456 1,052,34] 44],328 450,398 998,560 1,056,816 1,065,171 468,626 472,185 480,850 484626 IUf)9 fi ~-(i TownNVail Legentl: BIUe=Newreques[s('NO[Approvetl) Capi[al Assa[ Managemen[ -15 Year Projec[ion Green = butlge[ increaselatljus[men[ Yellow =[iming cM1ange Orange = butlge[ tlecrease Ac[ual Amentletl Forecas[ 2008 2009 2009 2010 2011 2012 2013 2014 2015 2016 201] 2018 2019 2020 2021 2022 2023 20?A VRD-Managetl Facility Projec[s Rec-ionEnhancement ACCO- 120,000 120,000 122,000 124,440 12fi,929 129,46] 132,05] 134,fi98 13],392 140,140 142,942 145,8O1 148,]1] 151,692 154,]25 15],820 160,9]6 _ _ _ _ _ _ GolfCourselrriga~ion- VRD'spoMion 1,607,522 1,607,522 R-ifiGolfCourselrrigAon 1,446,522 1,350 - - R-ifiGolfCourseClubhouse 542,1]5 232,5OO33,ooo 900,000 2,912 18,390 ]9,936 6,029 192,501 15,991 5,48] 19,482 ],384 166 R-ifiGolfCourse-others~ruvlures,britlges,re~ainingwalls 5]1,23] 227,500 zoo,ooo 50,000 11,Bfi3 7,896 3,422 77,997 22,417 221,SBfi 13,564 28,912 30,511 9,062 143,146 R-1]DObsonlceArena 38,943 975,993 740,000 1oo,ooo 15,000 58,796 2,]84 11,58~ 105,721 13,166 252,]18 4,234 10B,~fiB 9,158 4,763 96,534 69,769 43,~98 R-1]FOrtlPark/TennisCenterlmprovemeMS ifi,- 115,986 s,ooo 175,000 200,000 309,382 2,214 9,816 69,006 9,785 2,22~ 24,435 8,529 19,590 16,155 18,164 R-17 A~hleticFie1 tls 18,- 25,~~~ - - 2,2]8 12,483 3,764 18,254 25,934 224,196 24,981 R-1]YOUthServices ifi4,983 fi0,~~O25,ooo - R-17 GymnasticsCenter 1,338 27,621 - 25,000 - 1,582 17,691 R-17 NalureCenter 1o,ooo 8,517 8,89fi 63,330 10,823 To[a1 VRD-Managetl Facility Projec[s 5],081 5,590,319 4,36],522 690,000 1,289,440 519,981 155,133 253,]68 331,536 31919?A 450.500 561,263 290.295 239,902 220.438 289,156 485,168 390,365 To[a1 Capi[a1 ~pense-RETTFUntl 4,2]0,685 12,143,528 10,920,]31 11,418,2]6 ],4]9,]03 5,166,865 3,520,433 3,331,981 4,166,1]] 3,665,650 3,930,1]9 4,]12,9]3 4,638,525 4,]33,451 4,2]0,032 4,490,46] 4,843,8]8 4,919,691 Revenue Over(Untle1) Expentli[ures: 5,518,993 (],962,222) (6,]3],425~ (6,1]],450~ (2,9]1,816~ (1,51],224) 33],891 435,0]6 (268,304) 365,508 238,888 (401,210~ (1]9,114) (119,268) 502,226 445,355 261,18] 360,493 Transferfrom General Funtl: BeginningFUntlBa1 ance: 11,]69,2]3 1],288,266 1],288,266 10,550,841 4,3]3,391 1,401,5]5 (115,649) 222,242 65],31] 389,013 ]54,522 993,410 592,200 413,~Bfi 293,818 ]9fi,~44 1,241,399 1,5~2,SBfi 11 11 EntlingFUntlBa1 ance: 1],288,266 9,326,044 10,550,841 4,3]3,391 1,401,5]5 115,649 222,242 65],31] 389,013 ]50.522 993,410 592,200 413,086 293,818 ]96,044 1,241,399 1,502,586 1,863,0]9 i. ~ I:'[lf I9 ] h - I - i Project to-date Capital Budget - Project Detail Expenditures 2009 Amended 2010 2011 2012 2013 2014 Project Name: Bus Shelters *Annual Mtce $ 27,000 $ 27,000 $ 27,900 $ 30,000 $ 30,000 $ 30,000 Project Code: CMT003 Project Manager: John Gallegos 5-Yr as of 2009 Original Budget: 30,000 30.000 31.000 30,000 30.000 30,000 Cost Adjustments (increase / (decrease): (3,000) (3,000) (3,100) - - - Description of project: Budget Cuts: (3,000) (3,000) (3,100) Bus Shelter re airs and re lacementts 30,000 30,000 31,000 30,000 30,000 30,000 G1 7/21 /200 ) 8-1-8 Projectto-date 2009 Capital Budget - Project Detail Expenditures Amended 2010 2011 2012 2013 2014 Project Name: Parking Structure Mtce 'Annual Mtce $ 540,000 $ 486,000 $ 819,000 $ 1,055,000 $ 860,000 $ 920,000 Project Code: CMT007 Project Manager: John Gallegos 5-Yr as of 2009 Original Budget: 480,000 540,000 910,000 1,055,000 860,000 1,100,000 Cost Adjustments (increase / (decrease): 60,000 (54,000) (91,000) - - (180,000) Description of project: Budget Cuts: (60,000) (54,000) (91,000) Re-appropriations (Elevator replacement) 120,000 Colorado West and Parking Booths Vail Transportation Center Concrete and Caulking Repairs 75,000 50,000 50,000 30,000 30,000 30,000 Equipment Replacement 25,000 20,000 25,000 30,000 Expansion Joint Replacement 85,000 40,000 50,000 45,000 60,000 70,000 Hot Water Heater 5,000 Deck Sealing 30,000 10,000 10000 Deck Topping Replacement 60,000 75,000 60000 Elevators 5000 5,000 10,000 10,000 10000 Ventilation System Repairs 30,000 30,000 30,000 40,000 20,000 35,000 Rooring 5,000 10,000 10,000 10,000 10,000 Fire System Replacement 60,000 55,000 55,000 25,000 50,000 50,000 Electrical and Lighting 60,000 31,000 40,000 50,000 35,000 40,000 Painting and Rust Control 35,000 45,000 35,000 35,000 50,000 50,000 HVAC and Plumbing 10,000 30,000 40,000 30,000 50,000 Interior Finishes 35,000 15,000 15,000 15,000 Roofs, Walls, Doors 15,000 15,000 30,000 10,000 10,000 Security 20,000 15,000 5,000 5,000 Structural Inspection 10,000 Structural Repairs 40,000 30,000 20,000 Automatic Doors - Terminal Bld. 15,000 Information Center 15,000 Terminal Building 10,000 Windows 5,000 5,000 10,000 5,000 Vail Information Center 15,000 15,000 30,000 15,000 15,000 Ski Museum 10,000 25,000 25,000 15,000 15,000 VTC Terminal Building 10,000 10,000 25,000 15,000 15,000 Parking Booths 5,000 5,000 5,000 5,000 5,000 Lionshead Transportation Center Expansion Joint Replacement 40,000 20,000 40,000 35,000 25,000 40,000 Concrete Repairs 25,000 25,000 25,000 20,000 25,000 25,000 Equipment replacement 15,000 45,000 30000 30,000 Fire system Replacement 5,000 50,000 50,000 50000 Flooring Electrical and Lighting 40,000 30,000 40,000 30,000 30,000 40,000 Deck Sealing Deck Topping Replacement 40,000 70,000 100000 Interior Finishes 25,000 5,000 5,000 10,000 Painting and Cleaning 30,000 30,000 30,000 25,000 25,000 25,000 Roofs, Walls, Doors 20,000 15,000 10,000 Structural Inspection 10,000 Structural Repairs 54,000 20,000 20,000 25,000 Snowmelt Stairs Elevators 5,000 5,000 5,000 W i ndows 25,000 Colorado West 5,000 5,000 10,000 10,000 10,000 Lionshead Auxiliary Building 7,500 7,500 20,000 15,000 15,000 Roof Paint 30,000 Lionshead Info. Center 7,500 7,500 10,000 35,000 10,000 Roof, Siding 40,000 40,000 Parkin Booths 5,000 5,000 5,000 5,000 5,000 7/21 /200 ) 8 -lc- 4 Projectto-date 2009 Capital Budget - Project Detail Expenditures Amended 2010 2011 2012 2013 2014 Project Name: Facilities 'Annual Mtce $ 679,500 $ 473,000 $ 450,000 $ 1,690,000 $ 705,000 $ 605,000 Project Code: CMT005 Project Manager: John Gallegos 5-Yr as of 2009 Original Budget: 755,000 970,000 500,000 1,285,000 695,000 695,000 Cost Adjustments (increase / (decrease): (75,500) (497,000) (50,000) 405,000 10,000 (90,000) Description of project: Detailed items within this project include the following: Budget Cuts: (75,500) (97,000) (so,ooo) Community Development building HVAC and Plumbing 15000 10000 10000 10000 Interior Finishes & Floors 15,000 15,000 15,000 20,000 20,000 15,000 Electrical and Lighting 10,000 10,000 Fire Systems 25,000 Exteri or 25,000 Roof Repairs / Replacement 5,000 Structural Repairs Fire Station I (East Vail) HVAC and Plumbing 10,000 5,000 5,000 10,000 10,000 Interior Finishes and Roors 15,000 5,000 10,000 20,000 20,000 10,000 Electrical and Lighting 10,000 5,000 5,000 15,000 10,000 5,000 Fire Systems Exterior Roof Repairs / Replacement Garage Door Replacement 35,000 10,000 10,000 Structural Repairs 5,000 Rebuild Decks 25,000 Fire Station II (Main Vail) HVAC and Plumbing 10,000 10,000 10,000 15,000 10,000 Interior Finishes and Floors 15,000 15,000 15,000 10,000 Electrical and Lighting 5,000 25,000 15,000 35,000 Fire Systems 10,000 10,000 5,000 Exterior 15,000 Roof Repairs / Replacement Garage Doors 5,000 10,000 10,000 15,000 Structural Repairs 10,000 10,000 5000 Library HVAC and Plumbing 85,000 10,000 10,000 10,000 Interior Finishes and Roors 20,000 40,000 20,000 15,000 15,000 10,000 Electrical and Lighting 15,000 15,000 10000 Fire Systems 25,000 10,000 40,000 10,000 5,000 Security System Exterior Roof Replacement 400,000 Structural Repairs 5,000 Add Elevator Municipal Building HVAC and Plumbing 10,000 15,000 15,000 35,000 20,000 10,000 Interior Finishes and Floors 15,000 30,000 15,000 15,000 20,000 15,000 Electrical and Lighting 15,000 15,000 15,000 10,000 Fire Systems 25,000 10,000 5,000 Security Systems 5,000 25,000 Exterior 35,000 15,000 15,000 Roof Repairs / Replacement Structural Repairs 10,000 15,000 10,000 Police Department HVAC and Plumbing 30,000 20,000 20,000 25,000 30,000 10,000 Interior Finishes and Floors 10,000 15,000 15,000 15,000 20,000 10,000 Replace Carpetin 40,000 7/21 /41T, 8 -1-10 Projectto-date 2009 Capital Budget - Project Detail Expenditures Amended 2010 2011 2012 2013 2014 Electrical and Lighting 25,000 15,000 Fire Systems 15,000 Security Systems Exterior 30,000 Roof Repairs / Replacement Structural Repairs 5,000 15,000 Rebuild Balconies 35,000 Garage Door 10,000 Elevator 5,000 5,000 5,000 Public Works Administration HVAC and Plumbing 15,000 15,000 20,000 105,000 5,000 Interior Finishes 15,000 8,000 15,000 10,000 20,000 10,000 Replace Carpeting 60,000 5,000 Electrical and Lighting 25,000 10,000 10,000 Fire Systems 20,000 5,000 Exterior 40,000 10,000 Roof Repairs / Replacement 30,000 5,000 Structural Repairs 10,000 Public Works Shop HVAC and Plumbing 20,000 20,000 35,000 Replace Heating - Body Shop, Welding 60,000 Interior Finishes and Floors 10,000 10,000 Electrical and Lighting 50,000 75,000 10,000 Fire Systems Exterior 20,000 75,000 10,000 Roof Repairs / Replacement 300,000 20,000 Structural Repairs 15,000 Garage Doors 20,000 20,000 25,000 45,000 20,000 20,000 Bus Barn and Wash HVAC and Plumbing 25,000 25,000 25,000 45,000 10,000 5,000 Replace boiler 65,000 Replace in-floor heat 125,000 Interior Finishes and Floors 10,000 5,000 Electrical and Lighting 20,000 20,000 10,000 Fire Systems 10,000 Exterior 5,000 5,000 Roof Repairs / Replacement Structural Repairs 20,000 10,000 Garage Doors 25,000 25,000 25,000 15,000 20,000 10,000 Wash Equipment Replacement 180,000 r!!~.Vail Ford Park 80,000 Valle Drive 80,000 7/21 /2~9) 8 -1-11 Projectto-date 2009 Capital Budget - Project Detail Expenditures Amended 2010 2011 2012 2013 2014 Project Name: Donovan Pavillion •Annual Mtce $ - $ - $ - $ 450,000 $ 220,000 $ - Project Code: CB1021 Project Manager: John Gallegos 5-Yr as of 2009 Original Budget: - 450,000 - - - Cost Adjustments (increase / (decrease): (450,000) - 450,000 220,000 - Description of project: Asset preservation for ponovan Pavilion - 450,000 Replacement of Heating/Air Conditioning system - 220,000 G4 7/21 /200 ) 8 -1-12 Project to-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Project Name: Capital Street Mtce 'Annual Mtce $ 1,337,087 $ 730,000 $ 1,153,500 $ 1,033,000 $ 1,207,000 $ 952,000 Project Code: CMT004 Project Managec Tom Kassmel Charlie Tumbull 5-Yras of2009 OriginalBudget 1,505,000 1,510,000 1,245,000 1,245,000 1,560,000 1,205,000 Budget Cuts: (167,913) (851,000) (124,500) Re-appropriation: Description of project: Streetscape repair - 30.000 31,500 33.075 34,729 Pavement Inspection 17.364 - 16.538 - 18.233 - Data Collection/Intem 9261 8.400 8.820 9261 9.724 10210 Stripping 23,153 21.000 22.050 23,153 24.310 25,526 Crack Seal 5.788 5.250 93.713 5.788 6.078 6.381 Aspahlt Patching 86.822 52.500 82.688 86.822 60.775 95.721 Concrete Repair 57.881 36.750 55.125 57.881 42.543 63.814 Guardrail Repair 11.576 10.500 38.588 11.576 12.155 44.670 Surface Seal 250.000 - 96.400 250.000 375.000 425.000 Asphalt Mill & Overlay 795,000 - 500,000 - 400,000 - Drainage Improvement 86.822 476.750 82.688 405.169 91.163 95,721 Storm Water Management 23.153 21.000 22.050 23.153 24.310 25.526 Bridge Improvement - 31.500 - 34.729 - 38,288 SubTotal 1,366,820 663,650 1,048,659 939,032 1,097,366 865,586 Contingency (-10%)/Misc. 138,180 66,350 104,842 93,968 109,634 86,414 TOTAL $ 1,504,99975 $ 730,000.00 $ 1,153,500.00 $ 1,033,000.00 $ 1,207,000.00 $ 952,000.00 Pavement Inspection Bi-Annual Surface Pavement Inspection of all the Town Roads. This allows us to montior and evaluate road conditions. Data Collection/Intern Collect and update GPS data inventory(Draiange. Street Lights. Signs, etc ) Stripping Stripe all of the Town roads Crack Seal Seal cracks within all of the town roads. Townwide every 5 years. Spot sealing every year. Aspahlt Patching Full depth and skin asphalt patches as needed throughout the town. Concrete Repair Concrete repair thorughout the town. Guardrail Repair Guardrail repair throughout the town. Surface Seal Slurry and Chip seals on town roads as part of the towns pavement maintenance program. Asphalt Mill & Overlay Asphalt mill and overlays on town roads as part of the Town's pavement maintenance program Drainage Improvement Drainage Improvement projects throughout the town. Storm Water Management Maintenance of Storm Sewer System, contract cleaning, water quality improvement programs. Bridge Improvement Minor Bridge improvements as identified in the biannual bridge inspection reports. Contingency Unforseen Capital Street Maintanence issues that come up throughout the year G5 7/21 /200 ) 8 -1-13 Projectto-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Project Name: Fire Trucks $ 1,799,676 $ - $ 570,000 $ 590,000 $ - $ - $ - Project Code: CEP001 Project Manager: 5-Yr as of 2009 Original Budget: - 520,000 546,000 - - - Cost Adjustments increase /(decrease): - 50,000 44,000 - - Description of project: Purchase of new fire trucks; Refurbish current trucks New fire truck for West Vail is currently in the 2008 budget ; however, due to timing of construction of new fire station, the expenditure was moved to 2010 pending overall decisions on the West Vail F.S. project Refurbish Dash Pumper Truck 561,215 New Fire Truck - Main Vail 268,979 New Fire Truck - West Vail` 570,000 Replace 15-yr old pumper truck 590,000 Pumper Truck - 1998 288,819 Aerial Platform Truck - 2001 644,845 Misc repairs - over time 35,818 C-6 7/21 /200 ) 8 -1-14 Project to-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Project Name: Audio Visual $ 108,041 $ 61,150 $ 8,000 $ - $ - $ 437,500 $ 437,500 Project Code: CEP022 Project Manager: Ron Braden, IT Director 5-Yr as of 2009 Original Budget: 61,150 8,000 - - 437,500 437,500 Cost Adjustments increase / (decrease): - - - - - - Description of project: This project account maintains and upgrades all of the audio and visual systems for the Town of Vail. This includes the Bosch camera security system, Mobile Vision in-car video systems, variable messages signs and controllers, Town Council chambers recording systems. Stream video of ineetings to the public Camera system for Council chambers For all projects Community Info Stream video of ineetings to the public (Granicus) 17,500 Community Info Camera system for Council chambers (Toastmast 31,650 Maintenance for all projects 12,000 Police Car Video $000 Town-wide securit 437,500 437,500 C-7 7/21 /200 ) 8 -1-IS Projectto-date 2009 Capital Budget - Project Detail Expenditures Amended 2010 2011 2012 2013 2014 Project Name: Document Imaging $ 687,692 $ 106,699 $ 110,000 $ 110,000 $ 30,000 $ 30,000 $ 30,000 Project Code: CEP011 Project Manager: Ron Braden, IT Director 5-Yr as of 2009 Original Budget: 106,699 110,000 110,000 30,000 30,000 30,000 Cost Adjustments increase / (decrease): - - - - - - Description of project: This on-going program is part of the Town's initiative to stream line our workflow processes and have a permanent archival solution in place for all of our digital documents. In 2007, we brought a Records Manager and the management system (LaserFiche) on-line. All departments currently have access to this system. We are implementing WebAccess and Agenda Manager this fall as part of our program to go paperless and have on-line accessibility of selected Town of Vail documents. We also scanned approx 20 boxes from our historical vaults.... we still have 70 to process plus the Comm Dev vault. Budget Cuts: Re-appropriation: 106,699 2008 Expected Expenses: Contract Labor 83,931 Software Hardware Historical scanning 22,768 $ 106,699.00 C-8 7/21 /200 ) 8 -1-16 Project to-date Capital Budget - Project Detail Expenditures 2009 * 2010 2011 2012 2013 2014 Project Name: Software Licensing *Annual Mtce $ 68,200 $ 28,000 $ 15,000 $ 15,000 $ 65,000 $ 75,000 Project Code: CEP031 Project Manager: Ron Braden, IT Director 5-Yr as of 2009 Original Budget: 68,200 28,000 15,000 15,000 65,000 75,000 Cost Adjustments increase / (decrease): - - - - - - Description of project: Annual software licensing fees for TOV systems, such as Microsoft Windows operating system (server and desktop), MS Office Suite (MS Word, Excel, Access, PowerPoint), and Novell Netware. In 2008, we did an update of our Netware operating systems. (will last 3 years) In 2009, we will update our desktop MS Suite and possibly the desktop operating system. (will last 4-5 years); Not going to do the MS Suite upgrade but will need the $'s for poc imagaing In 2010, we plan to update our MS server operating systems (will last 3 years) " Includes ESRI update of $ 6,200 (Comm Dev ArcGIS) Upgrade to MS Suite =$60K; 2011 at the latest C-9 7/21 /200 ) 8 -1-17 Project to-date Capital Budget - Project Detail Expenditures 2009 ` 2010 2011 2012 2013 2014 Project Name: Hardware Purchases *Annual Mtce $ 118,380 $ 45,000 $ 65,000 $ 48,000 $ 48,000 $ 50,000 Project Code: CEP005 Project Manager: Ron Braden, IT Director 5-Yr as of 2009 Original Budget: 118,380 45,000 65,000 48,000 48,000 50,000 Cost Adjustments increase / (decrease): - - - - - - Description of project: Annual capital replacement account for computer equipment based on 3-5 year rotational cycles. This includes all servers desktop PC's, laptops, and printers. For example, desktop PC's are replaced out every 3-5 years depending on the need. Laptops are replaced out every 2-3 years, printers are replaced out every 4-5 years, and servers are replaced out every 3-4 years. Also included are LCD monitors, which we typically get 3-5 years out of. In 2008, we will have replaced 32 desktops, 19 monitors, 3 servers, 5 printers and 2 laptops. " Includes placeholder of $ 38,580 (16-17 laptops plus software) for paperless packet option in 2009 upgrade of Comm Dev's Permit Plus 25,000 Office Equipment (GIS Equip) 9,000 C-10 7/21 /200 ) 8 -1-18 Project to-date Capital Budget - Project Detail Expenditures 2009 Amended 2010 2011 2012 2013 2014 Project Name: Data Center $ - $ 47,500 $ 15,000 $ 17,000 $ 19,000 $ 21,000 $ - Project Code: CEP033 Project Manager: Ron Braden, IT Director 5-Yr as of 2009 Original Budget: 12,000 15,000 17,000 19,000 21,000 - Cost Adjustments increase / (decrease): 35,500 - - - - Description of project: This project account maintains the three data centers (computer rooms) for the Town of Vail, including all maintenance, security, fire suppression, and power systems. Original budget: 12,000 Re-appropriation: 35,500 C-11 7/21 /200 ) 8 -1-19 Project to-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Project Name: Website & E-commerce *Annual Mtce $ 28,500 $ 12,000 $ 27,000 $ 29,000 $ 31,000 $ 12,000 Projecf Code: CEP018 Project Manager: Ron Braden, IT Director 5-Yr as of 2009 Original Budget: 28,500 25,000 27,000 29,000 31,000 12,000 Cost Adjustments increase / (decrease): - (13,000) - - - - Description of project: Supports the Town of Vail web sites, including server hardware, software, web design, web cameras, e-commerce, and the FTP server. In 2008 we installed cameras, a new FTP server, and a new weather station. In 2009 we are going to do a refresh of the web site. In 2010 we will be replacing the server equipment. Original Budget 25,000 Budget Cuts: (13,000) Re-appropriation: C-12 7/21 /200 ) 8-1-ZO Project to-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Project Name: Fiber Optics $ 161,256 $ 15,000 $ 21,000 $ 17,000 $ 23,000 $ 18,000 $ - Project Code: COT004 Project Manager: Ron Braden, IT Director 5-Yr as of 2009 Original Budget: 15,000 21,000 17,000 23,000 18,000 - Cost Adjustments increase / (decrease): - - - - - - Description of project: This account maintains the fiber systems and equipment for the Town of Vail. We currently have fiber from the Municipal building to the Library, Fire Station 2, Transportation Center, and Public Works. Also included is the copper cable (CatSe) infrastructure within our buildings. Outer years to replace wiring in buildings; wiring has been there for approx. 10 years C-13 7/21 /200 ) 8-1-21 Project to-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Project Name: Networking Upgrades 'Annual Mtce $ 18,300 $ 30,000 $ 21,000 $ 35,000 $ 60,000 $ 40,000 Project Code: CEP010 Project Manager: Ron Braden, IT Director 5-Yr as of 2009 Original Budget: 18,300 72,000 21,000 35,000 60,000 40,000 Cost Adjustments increase / (decrease): - (42,000) - - - - Description of project: Annual capital replacement account for networking equipment based on 3-5 year rotational cycles. This includes all switches, routers, firewall, monitoring, and securityappliances. In 2007 and 2008, all of our Cisco switching gear was replaced to support GigE and PoE. In 2009 we will be updating some of our core routers. In 2010 we will need to update our firewall and security appliances. Original Budget 72,000 Budget Cuts: (42,000) Re-appropriation: 7/21 /~W 8-1-22 Project to-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Project Name: Computer Aided Dispatch "Annual Mtce $ 51,650 $ 55,000 $ 57,000 $ 59,000 $ 61,000 $ 50,000 Project Code: CEP019 Project Manager: Ron Braden, IT Director 5-Yr as of 2009 Original Budget: 51,650 55,000 57,000 59,000 61,000 50,000 Cost Adjustments increase / (decrease): - - - - - - Description of project: This project account supports Vail's portion of the 911 center, Vail Police Department and Vail Fire Departments. It includes the rotational budget for mobile laptops, wireless systems (including cellular), security equipment, application access systems, network systems. EOC and phone s stems. C-15 7/21 /200 ) 8-1-23 Project to-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 Project Name: Permits Plus $ - $ 25,000 $ 200,000 $ - $ - $ - Project Code: CEP005 Project Manager: 25,000 200,000 - - - 5-Yr as of 2009 Original Budget: - - Cost Adjustments (increase / (decrease): Description of project: Comm Dev uses Permits Plus software to process contruction permits; Comm Dev would like to upgrade to a new product to enable web access to permits, mapping, etc. This product will provide efficiencies to workflow C-16 7/21 /200 ) 8-1-24 Project to-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Project Name: Neighborhood Road Reconstr. $ - $ 200,000 $ 2,800,000 $ - $ 5,800,000 $ 7,300,000 $ - Project Code: CSR007 Project Managec Tom Kassmel Description of project: 5-Yr as of 2009 Original Budget 50.000 3.301.000 225.000 5.575.000 7.300.000 euager curs: (501,000) (zzs,ooo) 225,000 - Re-appropriation: 150.000 Vail Valley Drive Reconstruction Design - Construction Mill Creek Circle Reconstruction Design 50.000 Construction 2.800.000 - East Vail Road Reconstruction Phase I (Columbine. Spruce Way/Drive, Streamside EasUWest Nugget Glen Lyon, Willow Ct) Design 225.000 Construction 5,225,000 East Vail Road Reconstruction Phase II (Meadow Drive/Lane. Juniper. Main Gore Drive/Circle.. Ute Ln. Black Bear. Black Gore. Snowshoe. Grouse Ln.) Design 350.000 Construction 7.300.000 C-17 7/21 /200 ) 8-1-25 Project to-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Project Name: Neighborhood Bridge Reconstr. $ - $ 150,000 $ - $ 1,050,000 $ 1,650,000 $ - $ - Project Code: CSR008 Project Managec Tom Kassmel Description of project: 5-Yr as of 2009 Original Budget: 75.000 1,200.000 100.000 1,650.000 Budget Cuts / Delays: (1.200.000) Re-appropriation: 75.000 Matterhorn Bridge Reconstruction - - - - - Design 150.000 Construction `offset by S800K in grant revenue - 950.000 Nugget Lane Bridge Reconstruction Design 100.000 Construction 1.650.000 C-18 7/21 /200 ) 8-1-26 Project to-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Project Name: Replace Buses $ 11,909,986 $ 173,400 $ 2,199,600 $ 1,203,400 $ - $ - $ - Project Code: CEP004 Project Manager: 5-Yr as of 2009 Original Budget: 143,400 2,199,600 1,203,400 - - - Cost Adjustments increase / (decrease): 30,000 - - - - - Description of project: Budget Cuts: Re-appropriation (parts for new buses): 30,000 2 "Cut-Aways" (16-person buses) 143,400 6 regular buses (per replacement schedule) 2,199,600 - - - - 2 Hybrid buses replacing regular buses 1,203,400 C-19 7/21 /200 ) 8-1-27 Project to-date Capital Budget - Project Detail Expenditures 2009 Amended 2010 2011 2012 2013 2014 Project Name: Annual Park Mtc `Annual Mtce $ 1,290,882 $ 1,326,267 $ 1,460,185 $ 1,562,553 $ 1,649,000 $ 1,739,994 Project Code: Project Manager: Lois Hart 5-Yr as of 2009 Original Budget: 1,365,882 1,401,267 1,510,185 1,592,553 1,679,000 1,769,994 Cost Adjustments (increase / (decrease): (75,000) (75,000) (50,000) (30,000) (30,000) (30,000) Description of project: 1,401,267 1,510,185 1,592,553 1,679,000 1,769,994 Budget Cuts: (75,000) (75,000) (50,000) (30,000) (30,000) (30,000) Re-appropriation: Staffing 644,921 619,289 (18 seasonal landscapers and 7 full-time equivalents) includes irrigation; landscape architecture; seasonal full-time landscape supervisors Benefits 163,290 168,019 Contract Labor 150,513 143,513 (tree spraying, park restroom cleaning, skate park setup, weed management, pest control) Water & Sewer 100,000 75,000 Other Utilities 36,066 36,066 Trash Removal 14,000 14,000 Repair & Mtce (buildings, irrigation, fountains, etc) 43,510 45,510 Janitorial Supplies 12,140 12,140 Chemical Supplies 15,000 13,000 Flowers & Landscaping Supplies 68,400 68,400 Other Operating supplies 33,965 34,139 Heavy Equipment Charges internal charge for use of trucks 84,077 85,000 R-1 7/21 /200 ) 8-1-28 Project to-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Project Name: Rec Path Capital Mtce $ 1,388,285 $ 193,540 $ 197,517 $ 106,793 $ 119,733 $ 131,332 $ 110,000 Project Code: RMT001 Project Manager: Gregg Barrie 5-Yr as of 2009 Original Budget: 153,540 190,567 104,745 117,583 107,048 110,000 Cost Adjustments (increase / (decrease): 40,000 6,950 - - Description of project: Budget Cuts: Re-appropriation: 40,000 Complete south entrance to Ford Park Pedestrian Bridge Inspection Reporf (partially pd in 07) 12,000 Pedestrian Bridge Recommendations (contract) 2,500 2,625 2,756 2,894 35,000 3,039 Pedestrain Bridge Recommendations (TOV) Multiple Fence Repair Projects Streamwalk Improvements design work Streamwalk Improvements construction Dowd Junction engineering 7,500 Dowd Junction/Hwy 6 bridge repairs Pavement repair (Lionshead to Library) Ford Park concrete widening Recreation Path directional signage repair 3,000 3,150 3,308 25,000 7,500 Directional signage installation 20,000 Path Repair between Ped Overpass -RS Road 75,000 Stephens Park path repairs Delineators along Dowd Path 5,000 Glen Lyon Bridge deck replacement 125,000 - Sewer Plant bridge abutment repairs 35,000 - Deer Screen repairs 1,500 1,500 2,500 1,500 1,575 Replace Deer Screen 35,000 500 Path Lighting electric bill 5,040 5,292 5,557 5,834 6,126 6,432 Seeding 5,000 5,250 5,513 5,788 6,078 6,381 Vegetation Control along shoulders 3,000 2,100 2,205 2,315 2,431 2,553 Striping 500 500 500 500 500 500 Drainage Repairs General 10,000 10,500 11,025 11,576 12,155 12,763 Asphalt Repairs General 10,000 10,500 11,025 11,576 12,155 12,763 Unforseen Maintenance 25,000 26,250 27,563 28,941 30,388 31,907 Moved S41K to AIPP to cover shortfall: 4,000 R-2 7/21 /200 ) 8-1-29 Projectto-date 2009 Capital Budget - Project Detail Expenditures Amended 2010 2011 2012 2013 2014 Project Name: Forest Health $ 472,637 $ 265,000 $ 265,000 $ 265,000 $ 265,000 $ 265,000 $ 265,000 Project Code: RMT012 Project Manager: Mark Miller 5-Yr as of 2009 Original Budget: 265,000 265,000 265,000 265,000 265,000 265,000 Cost Adjustments increase / (decrease): - - - - - - Description of project: Salary & Related 163,546 (6 seasonal crew members and 1 full time seasonal supervisor) Equipment 2,400 Uniforms 7,600 Training 20,000 Printing / Publishing (brochures, community outreach) 20 000 Professional Fees includes Forest Service contract & helicopter 51,454 Only paid for helicopter in 2006; Eagle County covered in '07 and '08 $118K has been removed from annual budget for this item Tota I: 265,000 R-3 7/21 /200 ) 8-1-30 Project to-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Projecc Name: Park / Playground Cap Mtc *Annual Mtce $ 110,000 $ 115,000 $ 90,000 $ 80,000 $ 82,400 $ 84,872 Project Code: RMT009 Project Manager Todd Oppenheimer 5-Yr as of 2009 Original Budget: 110,000 115,000 90,000 80,000 82,400 84,872 Cost Adjustments (increase /(decrease): 0 0 0 0 0 Description of projects: Bighorn Park Mat under Supernova piece 2,100 Benches 4-6 Rustic design 1,680 Misc equipment 315 Replace cargo net to meet CIRSA requirement 5,250 Portable soccer goal Stephens Park ADA compliance large play structure 11,000 Pave paths to playground 400 If x 6' = 267 sy x$70 22,000 Drainage repairs Additional benches 2 - 3 Ellefson Park 2500 sf sod/irrigation repair @$5 Sod repair from sanitary sewer break Landscape Plantings Covered Bridge Pocket Park East - pave path w/ conc unit pavers $250 West - cobble around bridge footing to hide utilities 11,000 North - add stepping stones to wom sod areas 10,500 Ford Park Slurry seal access road, $2.50/sy for 4000 sf 10,500 Resolve area beneath play structure 50,400 Replace damaged slide - structure modification $5188 Churchich + $2000 TOV ADA Improvement playground acccess - rubber/conc Gateway to lower nature trail Soccer Field parking temp patch Lionshead Landscape - redo after Arrabelle Skate Park Fencing (custom supports) Donovan Park Repour playground access ramps 3,150 Add picnic table 4,400 Add small picnic shelter in grass area by b.ball 44,000 Resurface Basketball court, 60' x 105 8,050 Gore Creek Promenade Repair sod area where worn/wet 5,250 Irrigation modifications 5,250 Landscape planting improvements 3,150 Buffehr Creek Park Picnic shelter 60,000 Raw Water costs - maxicom Unforseen Park Repairs and Improvements 12,455 14,350 81,950 20,000 82,400 TOTAL BUDGET ESTIMATE 110,000 115,000 90,000 80,000 82,400 84,872 7/21 /200 ) 8-1R_#1 Projectto-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2074 Project Name: Bald Mountain Underpass $ - $ 200,000 $ - $ - $ - $ - Project Code: Project Manager: Gregg Barrie 5-Yr as of 2009 Original Budget: 200,000 - - Cost Adjustments (increase / (decrease): - - - - - - Description of project: Existing retaining wall was installed in 1996; It supports the bike path through the Bald Mtn underpass. The winter snow removal from the Interstate is causing the wall to deteriorate earlier than anticipated and it will require replacement in the near future. Because the block walls deteriorated prematurely, we will likely need to come up with a better, more durable solution, thus the high cost of the project. R-5 7/21 /200 ) 8-1-32 Project to-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Projecc Name: Trailhead Dev / Improvements $ 214,531 $ 23,200 $ 24,000 $ 24,000 $ 50,000 $ - $ - Project Code: RPT007 Project Manager Gregg Barrie 5-Yr as of 2009 Original Budget: 23,200 24,000 24,000 50,000 - - Cost Adjustments (increase / (decrease): - - - - - - Description of project: Bighorn Trailhead paving Pitken Trailhead parking exp. Spraddle Ck guardrail work Davos Trailhead improvements 23,200 Site Improvements (trashcans, benches) 24,000 Signage Improvements 24,000 Gore Ck/Deluge Lake paving 50,000 Other 7/21 /2N) 8-1-33 Projectto-date 2009 Capital Budget - Project Detail Expenditures Amended 2010 2011 2012 2013 2014 Project Name: ADA Compliance (RETT) $ 163,745 $ 85,881 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 Project Code: RRT003 Project Manager: John Gallegos 5-Yr as of 2009 Original Budget: 10,000 10,000 10,000 10,000 10,000 10,000 Cost Adjustments (increase / (decrease): 75,881 - - - - - Description of project: Construction of ADA ramp for the Golf Course Clubhouse Budget Cuts: Re-appropriations: (finish project at clubhouse) 75,881 Modifications to Town and Rec. District Buildings to comply with Americans with Disabilities Act 163,745 10,000 10,000 10,000 10,000 10,000 10,000 Currently reserved for Rec. Dist. Facilities Have been postponing until golf course lease and capital plan in place; Bud et is not sufficient to take care of required modifications. R-7 7/21 /200 ) 8-1-34 Project to-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Project Name: Frontage Rd Bike Lanes $ 1,027,264 $ 150,000 $ 2,275,000 $ 1,150,000 $ - $ - $ - Project Code: RPT010 Project Manager: 5-Yr as of 2009 Original Budget: - 1,050,000 1,150,000 - - - Cost Adjustments (increase / (decrease): 150,000 1,225,000 - - - - Description of project: Budget Cuts / Delays: (1,OSQ000) 1,125,000 11150 000 Re-appropriation: 150,000 Construct widened 6-foot shoulders along all frontage roads; first priority is Blue Cow Chute to East Vail; path from Vail Mtn School to East Vail exit Original budget 1,050,000 Ori inal budget 1,150,000 R-8 7/21 /200 ) 8-1-35 Project to-date Capital Budget - Project Detail Expenditures 2009 2070 2071 2072 2073 2014 Project Name: Vail Valley Drive Bike Path $ - $ 850,000 $ - $ - $ - $ - Project Code: Project Manager: 5-Yr as of 2009 Original Budget: - 1.333,000 - - - - Cost Adjustments (increase / (decrease): - (483,000) - - - - Description of project: Add on a bike path during reconstruction of Vail Valley Drive Original budget 1,333,000 1,333,000 Budget Cuts / Delays: (1,333,000) (483,000) Re-appropriation: R-9 7/21 /200 ) 8-1-36 Project to-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Project Name: Ford Park Master Plan $ 18,660 $ 300,000 $ 3,331,340 $ 2,150,000 $ - $ - $ - Project Code: RFP006 Project Manager: 5-Yr as of 2009 Original Budget: - 2,050,000 2,150,000 - - - CostAdjustments (increase / (decrease): 300,000 1,281,340 - - - - Description of project: Site work and road work on the frontage rd and within Ford park For example, potential turning lane Original budget 1,575,000 2,050,000 Budget Cuts / Delays: (1,275,000) 2,150,000 Re-appropriation: 1,281,340 R-10 7/21 /200 ) 8-1-37 Projectto-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Project Name: Booth Creek Playground $ - $ - $ - $ 15,000 $ 385,250 $ - $ - Project Code: RPD012 Project Manager: Todd Oppenheimer 5-Yr as of 2009 Original Budget: - - 400,250 - - - Cost Adjustments (increase / (decrease): - - (385,250) 385,250 - - Description of project: Design work 15,000 Playground structures & equipment 264,000 Surfacing material 19,250 Concrete playground edge 12,000 S itework 90,000 Projectto-date Capital Budget - Project Detail Expenditures 2009 2010 2011 2012 2013 2014 Project Name: Booth Creek Park Redevelopment $ - $ - $ - $ 50,000 $ 1,340,000 $ - $ - Project Code: RPD012 Project Manager: Todd Oppenheimer 5-Yr as of 2009 Original Budget: 1,390,000 Cost Adjustments (increase / (decrease): - - (1,340,000) 1,340,000 - Description of project: Design work 50,000 Restroom Building 100,000 Parking lot improvements (paving, curb, etc) 36200 Tennis Court improvements 175,000 8' Sidewalks 21,600 Street & drainage improvements 124,700 Landscape improvements 301,500 Earthwork and grading 30,000 Electrical System 38,000 Mobilization (20 % ) 225,200 Contractor overhead (15 % ) 168,900 Contingency (10 % ) 118,900 R-11 7/21 /200 ) 8-1-38 Projectto-date Capital Budget - Project Detail Expenditures 2009 2010 2017 2012 2013 2014 Project Name: Ford Park Soccer Parking $ - $ - $ - $ - $ 400,000 $ - Project Code: Project Manager: 5-Yr as of 2009 Original Budget: - 375,000 - - - - CostAdjustments (increase / (decrease): - (375,000) - - 400,000 Description of project: Reconstruct the soccer field parking lot using porous material More enviornmentally friendly than normal pavement. Cost to just overlay = $100K Normal reconstruction would cost $225K Using the porous material is an incremental cost of $150K Original budget 375,000 Budget Cuts / Delays: (375,000) 400,000 Re-appropriation: R-12 7/21 /200 ) 8-1-39 Project to-date Capital Budget - Project Detail Expenditures 2009 Amended 2010 2011 2012 2013 2014 Project Name: Art in Public Places $ 595,066 $ 425,156 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 Project Code: RRT001 Project Manager: 5-Yr as of 2009 Original Budget: 80,000 8Q000 80,000 80,000 8Q000 Cost Adjustments (increase / (decrease): - - - - - Description of project: Budget Cuts: Re-appropriations: 140,156 Annual allocation: 595,066 75,000 8Q000 80,000 8Q000 8Q000 80,000 Morales relocation 125,000 Meadow Drive 85,000 - - - Capital Projects: Maintenance of art 2,000 Public Art Brochures 1,000 Summer event / speaker 7,000 Art Symposium 10,000 Community Education Program 2000 ,Integrated art / street furniture 2,000 Winter Event / Iron Pour 45,000 Acquisition / Project Fund 18,042 Total Planned Projects*: 87,042 - "Unused funds are rolled into the following year for future projects Project to-date Capital Budget - Project Detail Expenditures 2009 Amended 2010 2011 2012 2013 2014 Project Name: Art in Public Places $ - $ 84,359 $ 85,698 $ 88,269 $ 90,917 $ 93,645 $ 96,454 Project Code: RRT001 Project Manager Leslie Fordham Description of project: - - - Operating Expenses Staffing & Related 67,449 69,275 Professional development 920 920 Telephone Use 500 500 Other repair & mtce 3,800 3,800 Website development / maintenance - - Board Op Expenses 550 - Temporary Art Exhibit - Ford Park $240 $240 Programs & events 2,900 2,963 New Board Initiatives Brochure delivery Total Operating Expenses: 84,359 85,698 R-13 7/21 /200 ) 8-1-40 Projectto-date 2009 Capital Budget - Project Detail Expenditures Amended 2010 2011 2012 2013 2014 Project Name: Public Restrooms (RETT) $ 179,418 $ - $ 670,000 $ - $ - $ - $ - Project Code: RMT011 Project Manager: John Gallegos 5-Yr as of 2009 Original Budget: - 670,000 - - - - Cost Adjustments (increase / (decrease): - - - - - Description of project: Budget Cuts: Re-appropriations: Retrofit public restrooms for extended season use 179,418 Retrofit public restrooms for year-round use. 250,000 Construction of additional public restroom in 420,000 Villa e or Lionshead R-14 7/21 /200 ) 8-1-41 Projectto-date 2009 Capital Budget - Project Detail Expenditures Amended 2010 2011 2012 2013 2014 Project tvame: Environmental Sustainabili $ 248,496 $ 315,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 Project Code: RMT013 Projeci Manager: Bill Carlson 5-Yr as of 2009 Original Budget 250,000 250,000 25Q000 250,000 25Q000 250,000 Cost Adjustments increase / (decrease): 65,000 - - - - - Description of project: Budget Cuts: Re-appropriations: 60,000 Annual allocation: 248,496 255,000 250,000 25Q000 25Q000 25Q000 25Q000 Operating Expenses Salary & Benefits 145,757 Public Education 593 Ernironmental award 525 Clean-up Day 3,750 Recycling (monthly) 50,000 Cash Challenge 4,000 Other operating (professional fees, mileage etc) 4,375 Solid Waste Recycling /"Pay as you Throw" - research pay as you go 10,000 recycling/hauling programs; present curbside recycling ordinance draft for review; brochures; East/West drop off locations Trees for Vail - initiate trees for Vail program as a forest restoration 5,000 beautification project Green Hospitality Program - promote/ development for voluntary / 5,000 non-regulatory program with Vail Valley Partnership; green lodging/restaurani program Total operating expenses: 229,000 TOV Stragetic Plan Adoption & Public Education Program - 30 000 implementataion of energy efficiency & conservation measures for TOV facilities; promote enviro ed & conservation initiatives Energy Audits of TOV buildings: 56,000 Total capital projects: 86,000 Total Expenditures: 315,000 R-15 7/21 /200 ) 8-1-42 Project to-date Capital Budget - Project Detail Expenditures 2009 Forecast 2010 2011 2012 2013 2014 Project Name: Golf Course Irrigation $ 1,350,000 $ - $ - $ - $ - $ - Project Code: Project Manager: 5-Yr as of 2009 Original Budget: 1,607,522 - - - - - Cost Adjustments increase / (decrease): (257,522) - - - - Description of project: Complete replacement of irrigation system 1,607,522 TOV paying for 50%; VRD 50 % Cost Savings projection: (257,522) Project to-date Capital Budget - Project Detail Expenditures 2009 Forecast 2010 2011 2012 2013 2014 Project Name: Golf Course Clubhouse $ 232,500 $ 33,000 $ 900,000 $ 2,912 $ 18,390 $ 79,936 Project Code: Project Manager: 5-Yr as of 2009 Original Budget: 602,175 104,682 8,318 2,912 18,390 Cost Adjustments increase /(decrease): (369,675) (71,682) 891,682 - - 79,936 Description of project: Golf Maintenance Building snowmelt for roof (safety issue) 15,087 Exterior storage building (falling down) 23,000 Other maintenance building repairs 27,300 21,631 2,912 4,338 Golf Clubhouse Low slope roofing 3,337 492,500 Stucco repairs 39,948 Boiler system & hot water heater 37,700 Heat & circulation pumps 25,560 Pump house 11th hole Rooftop HVAC unit replacement 7,363 111,250 Other repairs 54,017 14,799 ADA - Elevator & Restrooms 162,500 Clubhouse parking lot - asphalt overlaylcrackseal 5,000 107,394 3,591 75,598 Contingency 11,913 10,000 10,000 Project to-date Capital Budget - Project Detail Expenditures 2009 Forecast 2010 2011 2012 2013 2014 Project Name: Golf Course Bridges, Walls, etc $ 227,500 $ 200,000 $ 50,000 $ 11,863 $ - $ 7,896 Project Code: Project Manager: 5-Yr as of 2009 Original Budget: 634,737 420,000 26,321 83,542 14,235 7,895 Cost Adjustments increase /(decrease): (407,237) (220,001) 23,679 (71,680) (14,235) 1 Description of project: Retaining walls 227,500 14,375 Bridges 185,625 7,896 1st Hole Timber Path 32,903 1st Hole Bridge 2,738 15th Hole Bridge 9,125 Contingency 17,097 7/21 /200 ) R-16 8-1-43 Project to-date Capital Budget - Project Detail Expenditures 2009 Forecast 2010 2011 2012 2013 2014 Project Name: Dobson *Annual Mtce $ 740,000 $ 100,000 $ 15,000 $ 58,796 $ 2,784 $ 11,580 Project Code: Project Manager: 5-Yr as of 2009 Original Budget: 1,085,993 38,948 7,166 64,478 3,480 14,475 Cost Adjustments increase /(decrease): (345,993) 61,052 7,834 (5,682) (696) (2,895) Description of project: Roof 650,000 Sky-light louver system 32,984 Central Air units 89,700 Restrooms / Locker rooms 45,168 Inierior Lighting 14,409 - Substructure 15,600 Other 27,007 10,300 15,000 13,628 2,784 11,580 Project to-date Capital Budget - Project Detail Expenditures 2009 Forecast 2010 2011 2012 2013 2014 Project Name: Ford Park / Tennis "Annual Mtce $ 5,000 $ 175,000 $ 200,000 $ 309,382 $ 2,214 $ 9,816 Projecf Code: Project Manager: 5-Yr as of 2009 Original Budget: 115,986 589,019 9,505 10,140 2,768 12,270 Cost Adjustments increase /(decrease): (110,986) (414,019) 190,495 299,242 (554) (2,454) Description of project: Walkways 43,329 9,816 Restroom roof replacement 27,819 Tennis center roof repairs 2,856 22,255 Outbuilding 65,000 277,815 Tennis Court Retaining walls 46,200 92,400 Tennis Court Fencing 10,500 21,000 Tennis center locker rooms 33,746 Lighting $112 Other 2,144 19,554 15,452 1,200 2,214 Project to-date Capital Budget - Project Detail Expenditures 2009 Forecast 2010 2011 2012 2013 2014 Project Name: Athletic Fields "Annual Mtce $ 25,000 $ - $ - $ - $ 2,278 $ 12,483 Project Code: Project Manager: 5-Yr as of 2009 Original Budget: 20,280 3,094 - 15,604 2,848 - Cost Adjustments increase /(decrease): 4,720 (3,094) - - (570) 12,483 Description of project: Irrigation System 25,000 Asphalt parking lot overlay - 12,483 Other 2,278 Project to-date Capital Budget - Project Detail Expenditures 2009 Forecast 2010 2011 2012 2013 2014 Project Name: Youth Services $ - $ 60,000 $ 25,000 $ - $ - $ - $ - Project Code: Project Manager: 5-Yr as of 2009 Original Budget: 164,983 - - - - - Cost Adjustments increase / (decrease): (104,983) 25,000 - - - - Description of project: ADA Access 55,000 Furnaces - 19,500 Other 5,000 5,500 7/21 /200 ) 8 - 1R-474 Project to-date Capital Budget - Project Detail Expenditures 2009 Forecast 2010 2011 2012 2013 2014 Project Name: Gymnastics Center $ - $ 25,000 $ - $ 1,582 $ - $ - Project Code: Project Manager: 5-Yr as of 2009 Original Budget: 30,621 25,000 - 1,978 - - Cost Adjustments increase / (decrease): - - - (396) - - Description of project: Retaining Walls - Concrete drain pan - Concrete walkways 1,582 Mechanical improvements 25,000 Project to-date Capital Budget - Project Detail Expenditures 2009 Forecast 2010 2011 2012 2013 2014 Project Name: Nature Center *Annual Mtce $ - $ 10,000 $ - $ 8,517 $ - $ - Project Code: Project Manager: 5-Yr as of 2009 Original Budget: - 7,311 - 10,646 - - Cost Adjustments increase / (decrease): - 2,689 - (2,129) - - Description of project: Wood siding and trim 7,311 Wood open rail fencing $517 Other 2,689 7/21 /200 ) 8 - 1R-~1~5 . ~ VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 21, 2009 ITEM/TOPIC: Information Update. a. 2009 Summer Vail Valley Athlete Commission The Vail Valley Athlete Commission, composed of the Beaver Creek Resort Company, Town of Vail, Vail Resorts, and the Vail Valley Foundation, met July 14 to award funding allocations for summer athletes. The awards are as follows: -Jay Henry Mountain Bike Racing (Cross Country/Marathon) + Multi-Sport Level: Elite $2,000 -Josiah Midaugh Triathlon, Multi-Sport Level: Pro $2,000 -Henry Reed Ironman Triathlon Level: Amateur $1,000 -Gretchen Reeves Mountain Bike Cross Country/Adventure Racing Level: Pro $2,000 b. Eagle River Water & Sanitation District Invitation. PRESENTER(S): Pam Brandmeyer 7iz uzoo9 . ~ VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 21, 2009 ITEM/TOPIC: Matters from Mayor & Council. PRESENTER(S): Town Council 7iz uzoo9 . ~ VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 21, 2009 ITEM/TOPIC: Executive Session, pursuant to: 1) C.R.S. §24-6-402(4)(a)(b)(e) - to discuss the purchase, acquisition, lease, transfer, or sale of property interests; to receive legal advice on specific legal questions; and to determine positions, develop a strategy and instruct negotiators, Re: Discussion concerning negotiations regarding Timber Ridge Redevelopment. (20 min.); 2) C.R.S. § 24-6-402(4)(b) - to receive legal advice on specific legal questions; Re: Update from Town Attorney on various pending Town legal matters (10 min.); 3) C.R.S. §24-6- 402(4)(a)(e) - to discuss the purchase, acquisition, lease, transfer, or sale of property interests; and to determine positions, develop a strategy and instruct negotiators Re: Potential real estate acquisition (10 min.) (Total Executive Session Time scheduled - 40 min.) PRESENTER(S): Matt Mire 7iz uzoo9