HomeMy WebLinkAbout2009-12-08 Agenda and Support Documentation Town Council Special Meeting VAIL TOWN COUNCIL
SPECIAL MEETING AGENDA 07a
7M
VAIL TOWN COUNCIL CHAMBERS
75 S. Frontage Road W.
Vail, CO 81657
8:30 A.M., DECEMBER 8, 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: At 8:30 a.m. the Vail Town Council will convene a biennial retreat.
The retreat will take place at the Antlers Lodge Hotel and Conference Center. For
any additional information please contact Corey Swisher at 970.479.2106 or
cswisher @vailgov.com.
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7M
VAIL TOWN COUNCIL AGENDA MEMO
MEETING DATE: December 8, 2009
ITEM /TOPIC: At 8:30 a.m. the Vail Town Council will convene a biennial retreat. The retreat
will take place at the Antlers Lodge Hotel and Conference Center. For any additional
information please contact Corey Swisher at 970.479.2106 or cswisher @vailgov.com.
ATTACHMENTS:
Council Retreat Packet
12.08.09 TOWN OF VAIL
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Vail at 50
As we approach our 50 anniversary, the Town of Vail is celebrating its heritage and its
many successes while looking to the future to retain its competitive position as a leader
in the resort destination market. As experienced in the past, this effort is best realized
when community services throughout Vail's neighborhoods are delivered at exceptional
levels to provide a balance in addressing the needs of the resort as well as the
community. Residents enjoy the numerous benefits derived from Vail's resort functions,
including world class cultural and recreational amenities, plus a modest property tax rate
that has been structured historically to rely more heavily on taxes paid by guests. When
we deliver consistent and exceptional experiences in a seamless resort setting, our
guests become loyal customers as a testament to Vail's brand equity. The result is
ongoing prosperity for the resort and neighborhoods that thrive, not only in Vail, but
elsewhere in the county.
Because we continue to aspire to be the premier mountain resort community, even in
these difficult economic times, our strategic focus is three -fold:
• Heightened Service Delivery
With the dynamics of the Vail business model moving away from development
and back to primarily tourism, it is vital that we work with our resort community
partners to retain a leadership position in lodging and tourism activity in
comparison with our resort competitors. To accomplish this objective, a
heightened strategic alignment of resort services and guest relations has been
identified to improve the experience for guests and residents. As such, the town
is embarking on a new leadership role in collaborating with its partners to deliver
an integrated and seamless quality experience for Vail's customers and mountain
guests. Whether interfacing directly with municipal services as a resident or
property owner, or enjoying a vacation as a guest, our strategic alignment will be
embodied in a community -wide culture that will elevate customer service to new
levels as measured by Town of Vail Standards of Service, Town of Vail Rewards
Program, Vail Mountain Net Promoter Scores, Vail Mountain MAZE Surveys,
Platinum Service Program and Premier Impressions, and will result in elevating
Vail's economic prosperity across the resort.
• Maintaining /Improving Infrastructure & Amenities
Since the beginning, the town has recognized the importance in developing and
maintaining its infrastructure to support the resort community. Enhancement of
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the quality of experience for guests and the quality of life for residents is best met
when the town has adequate resources to fund its prioritized list of capital
improvements. The Town Charter addresses this strategy by requiring 50 percent
of sales tax revenues be used to support capital improvements (unless
overridden by a super majority of council). As a result, major projects have been
funded throughout Vail's history without adding debt to the town, including
interchange improvements at Main Vail and West Vail, streetscape
improvements in the commercial core areas of Vail Village and LionsHead, new
facilities including the Donovan Pavilion and the Vail Gymnastics Center, plus the
pending construction of a fire station in West Vail. Because revenues have
become less robust these days, it is imperative to prioritize the town's capital
projects budget.
• Research & Development (Master Planning)
Vail's unique character and legacy is the result of insightful visionaries who left
little to chance. The town's evolution has been carefully scripted through a series
of master plans which continue to guide us even today. In 1973 when Vail's first
master plan was created, community leaders had already determined the town
was at a point of "crisis" in its 11- year -old existence. It was congested. It had lost
contact with nature. And it failed to satisfy year -round recreational needs. The
solution was to create an aggressive course of action to remedy the problems
caused by rapid growth. The Vail Plan identified a forward- thinking vision that
has defined the enduring qualities people love most about Vail even today. Ford
Park, the Vail Village Transportation Center, design review procedures,
expansion of bus routes to outlying neighborhoods, regional transportation,
recreation paths, loading & delivery restrictions and ample landscaping to
connect the built and natural environments are all products of the 1973 Vail Plan.
In 1998, Vail's leadership again turned to master planning, this time to address
economic and infrastructure deficiencies in LionsHead. As such, the LionsHead
Redevelopment Master Plan created the framework for Vail's billion dollar
redevelopment and reinvigorated Vail's economic engine. Since 2004, including
the remaining projects currently under construction, Vail's lodging bed base has
grown by 587 units as a result of the redevelopment. In addition, 94,284 square
feet of net new commercial space has been added. Private project valuation has
exceeded $2 billion with an additional $15 million in public projects. From 2005
through 2008, redevelopment projects generated an estimated $15.6 million in
net new revenue to the community.
With redevelopment well on its way, additional master plans were completed
during the 2007 -09 Town Council term to help guide the town through the next
decade:
• Vail 20/20 "Focus on the Future" adopted in 2007 contains 8 areas of
focus to help guide public policy and set priorities. Ten community value
statements provide the foundation for the plan.
• Economic Development Strategic Plan adopted in 2008 contains 6 goals
including a focus on building a year -round economy.
• Transportation Master Plan Update adopted in 2009 is a 25 -year plan
containing growth projections and related impacts and solutions.
• Employee Housing Strategic Plan adopted in 2008 contains 26 actions to
further the town's housing goal, including redevelopment of Timber Ridge.
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• Environmental Strategic Plan adopted in 2009 contains six sustainability
goals and multiple actions from recycling programs to improved air and
water quality.
• Vail Village Master Plan Update originally adopted in 1990 and
subsequently updated in 2009 contains 6 goal statements and 35 action
steps aimed at facilitating the policies and objectives outlined in the plan
for development in Vail.
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As with previous master plans that have stood the test of time, Vail's leadership
is committed to innovation and reinvention. It is Vail's legacy.
Prepared by TO staff
December 2009
3
TOWN OFVAIL
Town Council Retreat
December 8, 2009
Agenda
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12.08.09 VAIL TOWN COUNCIL BIENNIAL
RETREAT
Antlers at Vail Hotel and Conference Center
• Welcome
• Introduction, Ground Rules and Expectations for the day 8:30- 8:45am
• SWOT Update 8:45- 9:15am
• What three things make Vail a better place? 9:15- 10
Council Summary Staff Summary
What are some take aways /outcomes?
• In 1998, the Vail Charette recommended: "Vail do everything in its power to
recapture the premiere position in skiing." Now that we have done that how
do we hold our position in the future? 10:00- 10:30am
• Break 10:30- 10:45am
• Goal Review 2007 -2009 10:45 -12:00 Noon
a. Economy
b. Parking/Transportation
c. Housing
d. Environment
• Public Comment 12:00- 12:15pm
• Lunch 12:15 -1:00 pm
• Budget Review /Capital Projects Prioritization 1:00- 2:30pm
• Break 2:30- 2:45pm
• Council — 2 Year Goal Setting 2:45- 4:OOpm
• Public Comment 4:00- 4:05pm
• Wrap -up 4:05- 4:20pm
TOWN OF VAIL
Town Council Retreat
December 8, 2009
Organizational Chart and Department
Summaries
Town of Vail Citizens
• Vail Town Council
Dick Cleveland,
Mayor
Town Manager Municipal Judge
Town Attorney Stan 2emler Budc Atlen
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Resources Fire Department Police Department Services
(134.85) Development
(4.3) (34.45) (65.5) Greg Hall (16.35) (
John Power Mark Mitler Dwight Henninger George Ruther Ron Braden
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• Department Summaries
Town Officials — Town Manager
Mission
The office of the Town Manager is established pursuant to Article 6 of the Charter of the Town of Vail. The
Town Charter establishes the Town Manager as the Chief Executive and Administrative Officer of the Town.
The Town Manager is appointed by the Town Council and serves at the pleasure of the Council. Article 6.3
encumbers the Town Manager with the proper administration of all affairs of the Town placed in his charge.
Specifically, the Town Manager is responsible for enforcement of laws and ordinances and preparation of a
proposed budget, which is submitted to the Town Council for review and adoption. Following the adoption of
the budget, the Town Manager is responsible for the administration and implementation of the budget.
Program Overview
The Town Manager's office consists of the Town Manager, an Assistant Town Manager and an Executive
Assistant. The Assistant Town Manager oversees the office of the Town Clerk and the Vail Public
Library, as well as becomes the Acting Town Manager when the Town Manager is absent.
Town Officials - Municipal Court
Mission
To adjudicate complaints filed in Vail Municipal Court using the trial court performance standards as a system
• of measure which includes:
1) Access to justice
2) Expedition and timeliness
3) Equality, fairness and integrity
4) Public trust and confidence
Manage the Municipal Court under guidelines set forth by national, state and local authorities and process all
cases efficiently and effectively.
Program Overview
The Vail Municipal Court is a limited jurisdiction court of record, established to hear violations of the
ordinances of the Town of Vail. Jurisdiction is exercised over juvenile and adult offenders. The vast majority
of people who have contact with the judiciary do so at the municipal level. This underscores the importance of
municipal courts and allows them to be more responsive to the culture in their respective communities.
Court is held the first, second, and third Thursday scheduling arraignments, pre -trial conferences, dispositions,
trials and administrative hearings. On the first and third Friday of each month juvenile and animal control
cases are heard and jury trials on select Fridays when necessary. The court staff consists of a municipal judge,
a court administrator, and a deputy court clerk.
To maintain the integrity and independence of the judiciary, it must stand as the third and separate branch of
government. Ethically speaking, judicial proceedings are not driven by financial considerations; however,
from an administrative position the reality is the court generates revenues. The court operates under guidelines
set forth by standards of local laws, state rules of procedure, and the State and U.S. Constitution.
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Department Summaries
Case information is rapidly available for those who make inquiries to the court. An automated system that
includes a case management software program was implemented in 1997 and continues to have regular
upgrades to maintain current improvements. The case management system is a comprehensive information
system designed to automate the administration and management systems of the court. The functions include
automatic merge of case details and forms to generate documents, docketing, indexing, scheduling,
calendaring, revenue tracking, warrant information, financial, historical and statistical data, and management
reports.
Clancy, an automated parking ticket issuing and processing system, was installed in December of 1987 and has
evolved significantly over this time period. Several upgrades have been adapted and the entire program was
switched to a windows based format to stay current with automation trends. This system allows on -line
payment of parking tickets and provides a process to send warning and summons letters to outstanding
offenders. Vail was the first municipality to adapt an automated parking system and according to Clancy
Systems, continues to collect outstanding tickets at 20 -30% higher than the average collection rate. Prompt
handling of this process assures the best collections rates.
Tracking is done to assess caseload numbers and staffing ratios. Fluctuations due to economic climate and
enforcement posture influence court time and court staff. In addition to the regular case management and
parking system, the Municipal Court also manages warrants, probation, accounting, record retention and office
administration.
Also, in recent years the issue of access to justice has been challenged with non English speaking defendants. •
The court provides interpreters when needed, and certified interpreters for trial proceedings. Defendants
requesting court appointed counsel are granted an indigency hearing and the judge rules on the defendant's
request for counsel based on the State of Colorado's indigency guidelines. The court continues to strive to
operate as effectively as possible under the changing financial climate.
Town Officials — Town Attorney
Program Overview
Article VII of the Town Charter established the office of town attorney. The town attorney serves at the
pleasure of the Town Council and provides legal advice and counsel to the Town Council and town
officials in matters relating to their official power and duties. He is the legal representative of the Town of
Vail in county, state and federal court and directs outside counsel who represent the town in that capacity.
He attends all Council meetings and drafts ordinances and resolutions for Council approval. The town attorney
reviews and consults on contracts regarding town services and provides legal opinions and staff consultation on
a daily basis on such issues as land use and development, property acquisition, personnel, finance and other
matters of municipal law.
The Office is staffed by a Paralegal in addition to the Town Attorney. The Town Prosecutor is affiliated
with the town attorney's office, but acts independently to prosecute violations of the Town Code before the
Town of Vail Municipal Court.
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Department Summaries
Administrative Services - Finance
Mission
The Finance Department supports the Town of Vail residents and guests, Town Council, and town staff by
providing accurate and timely information and transaction processing for each ofthose customers to meet their
financial goals and objectives.
Program Overveew:
Accounting
The accounting program includes cash receipting and disbursements, payroll, lease and accounts receivable
billings and collections, financial reporting internally and externally, audit management, internal auditing,
policy and procedure development and compliance, and cash management. The accounting division also
manages the front desk and the office equipment/supply room in the municipal building. During the winter
season, Accounting manages the sales of parking passes.
Sales Tax and Business License
The sales tax and business license program includes collection, accounting, reporting and compliance with
rules and regulations.
• Budget and Financial Planning
The budget and financial planning program includes preparing the annual budget and five -year projections as
well as budget policies and analysis of financial issues. External financial reporting, including the town's
annual financial statements, is performed by this area as well.
Treasury
The Finance department also invests the town's funds in accordance with policy and manages the town's debt,
including new bond issuance.
Administrative Services - Human Resources and Risk Management
Mission
Design and implement compensation, benefit, employment, training, safety, and risk programs to support the
TOV and our organizational values. Provide management direction to the Vail Child Care Center and the Vail
Community Host Program.
Programs Overview:
Compensation and Benefits
Designs compensation and benefit programs to be competitive in TOV's chosen markets. Conducts surveys,
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Department Summaries •
develops pay strategy, and administers the compensation and benefit budget. Provides competitive benefit
programs and monitors cost effectiveness. Administers the TOV pension plans including 401, 457, and
seasonal programs.
Employment
Develops the annual TOV staffing plan. Prepares recruitment strategies to support the plan including
management of the employment cycle, advertising, screening, selection, orientation, and placement. Monitors
authorized force levels. Assures compliance with all required regulatory standards.
Safety
Manages occupational safety and health programs including accident prevention and analysis, identification of
unsafe conditions and corrective action strategies, safety committee coordination, safety training, claims
administration, and safety performance measurement. Manages workers compensation and reviews carrier
performance.
Risk
Manages risk assessment and loss control programs. Reviews insurance coverage levels in coordination with
governmental immunity standards. Competitively bids coverages as appropriate.
Vail Child Care Center (VCCC)
The VCCC is the Vail community's only licensed infant care facility, and is part of the Eagle Valley Child
Care Association (The EVCCA's two managing partners are the Town and Eagle County). The Town has •
been an original founding Business Partner since inception in 2001 which allows TOV children priority
wait listing. Maintaining this status assists in the Town's recruiting effort. The EVCCA provides care to
over 100 children and families, employs over 25 teachers, and has an annual budget of $1.2 million.
Community Host Program
The Town coordinates the Community Host program. Vail Community Hosts greet guests, answer
questions, and provide directions while walking around town. Our hosts volunteer on Fridays, Saturdays,
and Sundays during ski season and on week -ends during the summer.
Administrative Services - Community Information Office
Mission
To identify, establish and maintain mutually beneficial relationships between the Town of Vail
government and its various stakeholders upon whom its success or failure depends.
Program Overview:
External Communications
Through comprehensive, cross - directional communications and marketing avenues, this program serves to
build trust and credibility within the community through promotion of responsible and responsive decision -
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• Department Summaries
making by TOV Council and staff. This program includes message - building marketing and communications
tools such as: news releases, public service announcements, community newsletters, brochures, advertising,
direct mail, Channel 5 and Channel 10 programming, Town of Vail Internet Web page, e-mail, personal
appearances by staff and elected officials, Town Council community outreach coaching and assistance and
other processes involving the communication of information directly, and indirectly to the public.
Community Collaboration
This program exists to identify, validate and prioritize community goals and issues on an on -going basis
through increased public participation. The community survey, public participation programs, community
forums, neighborhood gatherings, public meetings and a web -based information request tracking system are
some of the communications and research tools used for implementation.
Internal Communications
Similar to external communications, this program serves to build trust and credibility internally within the town
organization. Tools include: messages from the Town Manager and release of breaking news via TOV's
Intranet, employee newsletter, organizational meetings, distribution of external communications materials,
access to e-mail and voice mail by all employees, etc.
Administrative Services - Town Clerk
Mission
• The Town Clerk's office exists:
• To ensure access and retrieval of Town of Vail files for internal and external customers
• To research, locate, and disperse documentation and information
• To record Town of Vail documents for all departments
• To conduct Town of Vail municipal and special elections in accordance with the Colorado
Municipal Election Code
• To license pursuant to, and to enforce the rules and regulations of the Colorado Liquor Code,
Colorado Special Events Permits, and the Town of Vail Municipal Code
• To coordinate the registration, approval and licensing of all Town of Vail special licenses and
other related permits
Program Overview
The functions of the Town Clerk's division of the Administrative Services Department include
coordination of repository and maintenance of all official municipal documents, administration of all
regular municipal elections, general elections pursuant to the Colorado Municipal Election Code as set
forth in the Town of Vail Charter and Article X, Section 20 of the Colorado Constitution (Amendment
One), registration of voters, administration of the Local Licensing Authority, pursuant to the Colorado
Beer Code, Article 46, Title 12, C.R.S.; the Colorado Liquor Code, Article 47, Title 12, C.R.S.; the
Colorado Special Events Permits, Article 48, Title 12, C.R.S. The Town Clerk's Office also provides
assistance to the Town Attorney in preparation and filing of records and statements regarding Town of Vail
lawsuits; coordinates the licensing, registration, and approval of all special licenses and permits; records
documents; administers and implements special events and projects as assigned; distributes documentation
and information as requested from both internal and external customers. The Town Clerk's Office also
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Department Summaries •
complies with the Charter of the Town of Vail and the Town of Vail Municipal Code
Central Files
Coordination of repository and maintenance of official municipal documents, recordation of documents,
distribution of documentation and information as requested from both internal and external customers.
Elections
Administration of all regular municipal and special elections, assistance to county election official with
county elections as well as primary, presidential primary and general elections.
Licensing - Liquor and Special Events
Administration ofthe state liquor licensing process and the Local Licensing Authorities and coordination and
approval of special events, transient vendor permits, street entertainment and artisan permits, film/photo
registrations, demonstration/protest registrations, and registration of all other pertinent special licenses and
permits.
Ford Park Calendar
Administration and coordination of the Ford Park Managed Parking calendar for each summer, as well as
reservations for the Lower Bench of Ford Park.
Information Services •
Mission
To provide all departments within our organization with premium level support for their existing computer and
communication systems. And in order to maximize productivity, ensure that these systems are current with the
latest technology.
Program Overview
The Information Systems Department is responsible for the overall installation, operation, and maintenance of
the Town's computer and phone systems. Support is provided to all departments in order to maximize the
utilization and benefits of these systems in meeting the customers needs.
Hardware
We provide direct support for all Intel based personal computers, AS /400 midrange computers, Novell Netware
servers, and Microsoft Windows servers, including the installation and on -going maintenance of these systems.
Software
We provide secondary support for all Town owned software applications, and primary support for all
operating systems including the installation and metering of these applications.
Training
We provide both in -house and third party training for all the software applications that we support within the
Town.
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• Department Summaries
Communications
We provide direct support for our telecommunication systems utilizing a combination of Nortel and Avaya
equipment supporting Voice Over IP (VOIP). This includes the installation, repair, and maintenance of all
systems.
Economic Development
Mission
To sustain a vibrant, multi - seasonal economy for those that live, work and play in the Vail community.
The goals of the Economic Development Office include:
• Build a strong relationship between the Town of Vail and the Vail business community
• Increase the Town of Vail's economic activity as measured by sales to revenue to, at a minimum,
exceed annual inflation
• Focus on building a year -round economy; reduce economic seasonality by growing the summer
economy at a rate greater than the winter economy
• Provide support for a quality workforce delivering world -class service to positively impact Vail's
economy
• Provide support for sustaining, upgrading and maintaining Vail's capital assets as it relates to
• sustainable economic health
• Support the stimulation of diversity of services and businesses locating in the Town of Vail
Program Overview
The functions of the Economic Development Office include:
• Lead the development, implementation and measurement of all marketing efforts directed by the
Vail Local Marketing District.
• Direct the activities of the CSE and supervise staff responsible for attracting and developing events
that will enhance and contribute to Vail's world class reputation and economic vitality.
• Direct the activities of the Vail Economic Advisory Council on such initiatives that will sustain
enhance and diversify the town's economy.
• Develop and maintain statistics for economic indicators to benchmark and monitor the progress of
economic health of the Town of Vail
• Lead the development and integration of key messages for the Town of Vail in marketing efforts
both internally and externally.
• Participate in appropriate Town of Vail Working Groups to bring an economic lens to the
discussions.
Department Summaries
Community Development
Mission
The purpose of the Community Development Department is:
To ensure that we are both the premier mountain community & international resort.
The mission of the Department is:
The work of every Community Development Department employee positively reinforces the goal
of providing exceptional community development services to all our customers. We do this with
absolute dependability, reliability, credibility and trust as our guide.
Organizational Overview
The Community Development Department currently maintains a full time staff of 13.5 community
development professionals working across six interdisciplinary teams, including:
1) Administration;
2) Building;
3) Environmental Health & Planning;
4) Geographic Information Systems;
5) Housing; and
6) Planning.
The Administration Team is responsible for providing administrative support and assistance to each ofthe
teams, including permit issuance, record keeping, and the many other daily tasks of the Department.
The Building Team is responsible for reviewing plans for compliance with the International Building
Code, and performing inspections in the field to ensure safe, accurate and compliant building.
The Environmental Health & Planning Team is responsible for environmental policy recommendations,
restaurant inspections, open space management, recycling, water quality, and other environmental
stewardship projects.
The Geographic Information Systems Team is charged with maintaining the Town's database of maps and
land data, including land use, zoning, natural environment conditions, and permitting.
The Housing Team is responsible for employee housing policy recommendations, employee housing
regulations administration, employee housing lottery administration, and other projects that increase
employee housing opportunities within the community.
The Planning Team is charged with making land use and development policy recommendations, long -
range planning, development application review, and administration of the Sign and Zoning Regulations.
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• Department Summaries
Police Department and Communications
Mission
To provide a sense of safety and security through high quality police service.
Values
Integrity, teamwork, ownership and excellence
Organizational Structure
The Vail Police Department is organized into three divisions under the command of the Chief of Police.
These divisions are Administration, Operations and Communications. The Administration Division is led
by the Administrative Commander who directs recruitment, training and special project efforts as well as
supervising the records team. The Operations Division is comprised of four patrol teams, a detective team
and a construction/special events team. The Operations Division is staffed by patrol officers, detectives
and code enforcement officers. The Communications Division is led by the Communications Center
Director and is comprised of dispatchers who provide communication services to all Town of Vail
departments as well as 13 emergency service providers (police, fire, and paramedics) in Eagle County with
the exception of the Colorado State Patrol.
Program Overview:
• Office of the Chief of Police
The Chief of Police is responsible for the overseeing the police department and for implementing public
policies established by the Town Council. This office is funded through the administrative fund. The
Chief establishes and implements the vision and guiding philosophies under which the department
operates. This unit prepares and administers the departmental budget.
Administration
The Records Team is responsible for the maintenance of all police reports, and the entry of National Incident
Based Reporting System (NIBRS) data. They are responsible for the generation of summaries of department
activities and to ensure that the records system, paper flow and release of all reports are conducted in
compliance with the standards mandated by law. They also lead a multi - phased, countywide Record
Management Systems (RMS) project. The Records Team provides a critical link to our citizens and guests by
staffing a public access counter seven days per week. The Records Team takes a wide range of over the
counter reports, as well as coordinating the recovery of lost property, purchase orders and ordering supplies.
Additionally, the administrative division is responsible for officer recruiting and hiring, in- service training,
investigating complaints against employees, policy development, strategic planning, court liaison, the Citizens
Police Academy, reserve officer and part time programs, planning, research, and grants.
Operations
Each of the five patrol teams are composed of patrol officers and code enforcement officers who are
supervised by a patrol sergeant. The patrol teams provide 24 hour police service and respond to
emergency and non - emergency calls for service. Patrol activities are directed toward public safety, crime
detection and prevention, parking enforcement and the effective movement of vehicular and pedestrian
Department Summaries O
traffic. All officers are trained in the concepts of community policing which emphasizes problem solving,
while working in partnership with the community. All officers contribute to ensuring a safe and secure
environment for our citizens and guests. Other duties of the Operations Division include administration of
the Vail Police Volunteer Program and interaction with Eagle County Animal Control.
With the advent of "Vail's New Dawn" redevelopment projects, the Operations Division took on
additional challenges and responsibilities. A Construction/Special Events team was formed with specific
duties. These duties include loading/delivery/staging of construction materials, loading delivery of goods
and services to the merchant community, public and private parking issues, maintaining the free flow of
vehicular and pedestrian traffic, assisting in enforcing building codes, and directions for our citizens and
guests. Additionally, this team assists in plan review and coordination of numerous special events which
serve to enhance the citizen/guest experience.
Communications
In addition to providing 9 -1 -1 services and dispatching for the Vail Police and Fire Departments, the
Communications Team monitors and dispatches radio traffic for Minturn, Avon, and Eagle Police
Departments, Eagle County Sheriffs Office, four fire districts and airport fire department, Eagle County
and Western Eagle County Ambulance Districts, Search and Rescue, Colorado Division of Wildlife, U. S.
Forest Service, Eagle County Animal Control, Vail Associates, and the Town of Vail Bus and Public
Works Departments. All 9 -1 -1 calls in Eagle County are answered here as well as the monitoring of almost
200 alarms. Dispatchers are also responsible for the data entry and record keeping tasks associated with the
use of state and national crime computers. The Communications Center serves as a direct 24 -hour resource O
and critical information service for businesses, guests and residents utilizing telephone, fax, AM 530 radio
and Community TV. User agencies, including the Town of Vail and the Eagle County 9 -1 -1 pay for the
operating expenses of the Communications Center on a per call basis. The Communications Center
finances are administered through the Dispatch Services Fund, which is kept separate from the General
Fund. Currently the Town is funding approximately 35% of the user agency budget fees for the operations
of the Communications Center.
In 2006, the Communications Center received 25,797 9 -1 -1 calls which is up 6% from our 2005 totals. A
break down of call type shows 65% of the 9 -1 -1 calls are being received from cellular phones, while 35%
of the 9 -1 -1 calls are being made from traditional hardwired phones.
-10-
S Department Summaries
Fire Department
Mission
The Mission of Vail Fire & Emergency Services (VF &ES) is: Excellence through Commitment, Compassion,
and Courage.... Anytime, Any Place.
Organizational Structure
VF &ES consists of two divisions; Fire Prevention and Fire Suppression. There are twenty- six full -time fire
personnel and twelve part -time student firefighters working out of two fire stations. In 2006, six seasonal
positions were added for wildland fire mitigation. The fire department serves the Town's thirteen square miles
and nineteen miles of interstate highway. Eighteen full -time personnel are assigned to three shifts that are on
duty 24 hours and five administrative personnel work day shifts. There are two front -line engine companies
staffed with three firefighters from East Vail station #1 and three firefighters from the Main Vail station #2,
responding to emergencies. Each shift is supervised by a Fire Captain who reports directly to the Fire Chief.
Fire Chief
The Fire Chief is the senior fire officer responsible for all administration and operations of the fire
department The Chief provides vision, direction, guidance and leadership in forming innovative
approaches to the delivery of quality fire services, while managing the department's resources. The Chief
establishes and implements the vision and guiding philosophies under which the department operates.
Programs
Vail Fire & Emergency Services programs include: fire prevention, fire suppression, emergency medical
services, hazardous materials response, wildfire response, technical rescue and vehicle rescue. Vail's fire
equipment responds to all 9 -1 -1 calls for life- threatening emergencies, including; structural and wildland fires,
chemical spills, vehicle incidents or other disaster -type emergencies within the Town of Vail and on Interstate
70, from mile marker 171 (Dowd Junction) to 190 (top of Vail pass).
The Town of Vail has current cooperative agreements with Vail Resorts, Inc. to provide fire suppression
services on Vail Mountain and for fire suppression and fire prevention - inspection services with Marriott
Streamside of Vail. There are current agreements with U.S. Forest Service, Bureau of Land Management and
Eagle County Sheriffs Office for mutual -aid firefighting on federal, state and unincorporated lands. Vail Fire
also has mutual -aid with Colorado State Patrol for hazardous materials response on I -70 and mutual -aid with
Copper Mountain Fire Department, for assistance with vehicle or hazardous incidents on I -70 at Vail Pass. Vail
Fire is also a participant on regional -aid firefighting assignments with eleven surrounding counties and their
fire districts.
Fire Prevention Division personnel are responsible for interpretation and enforcement of the International
Fire Code, Town ordinances and Colorado State Statutes. Four full -time fire personnel are assigned to this
division. There are two Fire Inspectors, a Fire Marshal and a Deputy Chief (Division head). One member
serves on the Development Review Team. Engineered plans for new projects are reviewed and checked for
code compliance on all structures, residential and remodel construction. The Fire Prevention Division's focus
is fire investigation, arson investigation, teaching fire safety education/public education programs, or
-11-
Department Summaries •
functioning as Public Information Officer, when assigned to a major incident. Testing, rough -in and final
inspection of fire extinguishing, fire sprinkler and fire alarm systems for certificate -of- occupancy is a task
performed. Other tasks may include; apparatus and equipment specifications, instructor training and
recertification for full -time and student firefighters.
Fire Suppression Division is responsible for containment and extinguishment of all fires in structures,
wildfires, vehicle fires, hazardous materials, vehicle incidents and complex rescues. They respond to all life -
threatening and routine incidents, 24 hours per day, within the Town or unincorporated areas of Eagle County,
when requested by other emergency service providers under formal mutual -aid, or regional -aid agreements.
Emergency Medical Services (EMS) are fire department responses to all life- threatening emergencies,
helping to stabilize the sick and injured, in conjunction with Eagle County Health Service District, who
provides paramedic -level ambulance treatment and transport. All Vail firefighters are Colorado State certified
Emergency Medical Technician- Basics, trained to administer Basic Life Support, CPR, and extrication, as well
as perform other complicated rescues.
Hazardous Materials
A regional hazardous materials (HazMat) unit responds, when rapid intervention and containment of accidental
spills and leaks of chemicals or substances are required. Decontamination and protection of personnel are
standard procedures performed, providing essential guidance, chemical safety, and functional supervision of
all emergency responders. Vail Fire Haz -Mat members are active participants on the Regional Hazardous
Materials Association of Eagle County (RHMAEC) team. •
Wildfire response teams assure that fires in the surrounding forested areas do not threaten structures within the
Town of Vail. The Wildfire team will size -up a fire, call for assistance, initiate attack and will make every
effort to protect homes within its path. Wildfire team members developed a Community Wildfire Protection
Plan for the Town of Vail to utilize as a guide for protecting properties in the wildland- urban- interface zone.
All Vail Fire personnel are trained to meet basic National Wildfire Coordinating Group standards. VF &ES
personnel also participate on a countywide wildfire suppression team, assisting other agencies by sending
equipment and personnel to fight fires out of district as well as out of the state . Vail Fire has two wildfire -
equipped fire apparatus during summer months, for quick response to timber, brush and grass fires and can
provide for structural protection on a limited basis. The six person wildland fire mitigation crew works during
the summer fire season to mitigate the risks of a wildland fire in or around Vail. They cut and remove trees
killed by pine beetles and coordinate joint projects with the US Forest Service and Eagle County to develop
defensible space between the town and forest. A fire engineer is the Wildland Coordinator /Supervisor of this
seasonal crew for both coordination of mitigation efforts and response to any wildland fire in the VFES
response area. This crew provides a third emergency response team to any wildland incident or manpower
needs during the summer season.
Vehicle Rescue/Technical Rescue incidents on streets and highways are part of routine emergency response.
All Vail Fire personnel are trained in vehicle extrication techniques. Debris and wreckage will be removed
from entrapped persons, freeing them for immediate emergency medical care by firefighters and ambulance
medics. Heavy hydraulic rescue equipment is carried on front -line engine companies as well as lightweight
rescue and rope rescue equipment. In addition specific VFES crews are trained to handle confined space
rescues, collapse rescues, and trench rescues when appropriate.
-12- •
• Department Summaries
Public Works/ Transportation
Mission: Continue to improve our quality of services everyday in every way.
Purpose Statement: To provide safe, essential and enduring services and infrastructure that support
Vail's economic, environmental and social well being.
Our Values:
• Safety foremost for ourselves and the community
• Enjoy and take pride in our work
• Respect and trust the individual
• Recognize and appreciate effort and achievement
• Communicate openly and honestly
• Support innovation
• Excel in all we do
• Realize the importance of teamwork
• We are responsible stewards of our community's resources
Engineering and Administration:
The Engineering Program provides Town Engineer services, signage control, transportation engineering,
• right of way construction/project inspections, mapping, TOV capital project development, design,
procurement and construction management, consultant management and development review functions.
The Administration Program provides all cost accounting, analysis, reporting, contracts, department
specific public relations, budgeting analysis, review, forecasting and execution, purchasing, billing and
management of TOV employee housing program.
The Art In Public Places Program (AIPP) is administered through the Public Works/Transportation
Department. A public works department employee acts as liaison between the Town of Vail and the AIPP
Board, coordinates maintenance on existing art pieces and plans and directs future art projects and
exhibits.
Public Works Maintenance Department:
The PW Maintenance Department consists of three divisions:
1) Streets and Roads:
The Streets and Roads Program provides maintenance, overlays, crack, chip and slung sealing of
roadway surfaces, construction and repair of storm water drainage, concrete, rockwall and paver repair,
shoulder and culvert repair and maintenance, sign making and maintenance, street sweeping, trash
collection, minor construction projects, snow removal, shoveling and hauling and finally anything else
when called upon!
-13-
Department Summaries •
• Areas of Maintenance:
• Maintain 32 miles of roadways and 44 cul -de -sacs
• Responsible for approx. 15 miles of recreation path
• Responsible for maintaining 11 miles of Frontage Road
• Hand shoveling Village and outlying public areas and walkways — subcontracting out
• Replaced average of 100 regulatory and custom signs
• Install 30+ banners /year
2) Parks & Landscaping:
The Parks and Landscaping Program provides development, design, maintenance and management of
all Town of Vail parks, playgrounds and open space. Provides landscaping, horticulture, arborist, roadside
vegetation management, and turf management services. Provides for installation and maintenance of all
irrigation systems.
• Areas of Maintenance:
• Mow (18) different areas totaling over (7) acres
• 200 + flower beds
• 39,000 annuals in 58 different varieties
• 8,700 perennials in 71 different varieties
• 1,500 assorted bulbs
• 80+ Hanging baskets
3) Facilities Maintenance:
The Facility Maintenance Program provides the maintenance, repair and replacement of all Town -
owned fixed assets. This includes custodial, electrical, carpentry, plumbing, and electronic system support.
• Facilities Maintained:
Shop/Bus Barn/PW Admin Complex Vail Transportation Center
All Town -owned Housing LionsHead Transportation Center
Information Centers (2) LionsHead Auxiliary Building
Park Restrooms (8) Municipal/Police Building
Community Development Vail Fire Stations
Library Dobson Ice Arena
Ski Museum Bus Shelters (24)
Park Structures/Playgrounds (9) Snowmelt systems (5- increased area)
Fountains (5) Bridges (25)
Lift Stations (2) Donovan Pavilion
Wall Street Restroom
4) Fleet Maintenance:
The Fleet Maintenance Program provides all maintenance and procurement for over 250 pieces of
-14-
• Department Summaries
administrative, leased, specialized, and heavy equipment vehicles, as well as buses and small equipment.
Also budgets, controls and directs purchasing, inventory, control and accounting for all repair parts,
petroleum, oil, and lubricants. Does in -house body repair, manages fuel contract, the heavy equipment
fund budget for vehicle charge backs and operation costs, bid specifications and packages for vehicle
procurement.
• Vehicles Maintained:
151 vehicles/heavy equipment - 142 pieces of misc. equipment — 20 trailers
Transportation and Parking:
The Transportation and Parking Programs provide in -town and outlying public transit service, limited
charter and special event service, bus shelter program, administers Village Transportation and LionsHead
property leasing, bus grant preparation and administration, bus advertising contract, parking structure
booth and electronic gate and ticket operations, service surveys, parking structure enterprise budget
development and statistical reporting functions.
• Areas of Service:
Intown Shuttle
East Vail/Ford Park
Golfcourse
West Vail North
• West Vail South
Sandstone
Parking operations at both structures and Ford Park, West Day Lot
Library
Mission
The Town of Vail Public Library exists to provide customer driven library services, which empower its users to
carry out their individual quests. The library is committed to offering access to entertainment and information
resources of many types in a physical and human environment that welcomes, inspires, and anticipates the
needs of guests, residents, businesses, seasonal workers and schools in and around the Town of Vail.
Program Overview
The Town of Vail Public Library consists of six programs. Employees often work in more than one area to
support library programs.
Programs
The Library Availability and Accessibility Program deals with library policy, budget/accounting issues,
library hours, personnel issues (scheduling, performance measurement, etc.), professional development, team
facilitation, relations with other TOV departments, publicity, library furnishings, general office supplies, and
major consortium vendors. Administrative responsibilities are handled within this group.
-15-
Department Summaries
The Product Access Program deals with the purchase of adult -level audiovisual materials (audio CD's,
MP3s, DVD's, etc.) and handles the processing, display and access of all library materials. Through ongoing
inventory and customer driven collection selection, items are weeded, purchased and replaced. This group
makes items available to the public as soon as possible. They process adult and children's materials, handle
binding issues, and oversee the holdings database by removing damaged products, tagging products with
database malfunctions and through quality control methods provide accurate public access data.
The Circulation Services Program is the regulating component of the library. This division verifies items
that are checked out or returned to the library collection. They perform the tasks of validating user credentials,
collecting fines and overdues, and processing lost materials & replacements. This program schedules the
community room and art shows as well as monitors the library's inventory security system.
The Information Retrieval Program handles the purchase of adult -level print materials (including magazines
and reference items) and has been established to provide consistent, timely, and specialized knowledge of
information channels. The goal is to provide opportunities for customers to become self - sufficient library
users. Also, as primary greeters, this team makes the first impression on visitors and locals who call into or
enter the library. This program also organizes, schedules, and implements the programs for adults and families
in the library. They work with local non - profits, such as the Vail Symposium to coordinate the Unlimited
Adventure Series.
The Children and Youth Services Program handles the purchase of youth materials & furnishings,
organizes, schedules, and implements the youth programs in the library, e.g., Story Hours and the annual
Summer Reading Program. Staff coordinates activities with agencies such as local schools and day care
centers. They work with local nonprofits such as Bravo! Vail Valley Music Festival, and they collaborate with
local libraries such as the Eagle Valley Library District.
The Electronic Resources Program deals with computer hardware and software, training in these resources,
and associated equipment repair and maintenance issues.
-16-
TOWN OFVAIL
Town Council Retreat
December 8, 2009
SWOT Update
VII. Eva I uation &Analysis
. Siren the Weaknesses 0 ortunities Threats SWOT Analysis
Environment ' �'�`' �kt�.
Vail Brand '
Character of Uail Seasonal �cQnon
Accessihiiity &Mass Transportatia� Trdn5p01't�tlOn l `..
Spatial Barriers ','
Stren the
g
• • Weaknesses
Opportunities ��
Partnerships M �f...
Transportation '� ,i
Employee Housing ���
Marketi��g &
Customer
SWOT Summary
Service
20
Strengths
Environment Amenities
• Mountain / valley scenery • Vail Mountain recreational offerings
• Pristine wilderness adjacent to Vail • Winter: Skiing, snowboarding, cross- country
• Wildlife skiing, snow - shoeing
• Gore Creek and waterway tributaries a Summer: Hiking, mountain biking, rafting,
• Low humidity kayaking, camping, fishing
• 300 days of sun a year • Established businesses with returning patrons
Vail Brand • Vail hotels (bed base) and variety of cost options
• Worldwide name recognition and reputation 9 World class restaurants
• Destination for vacation tourism and part of • Vail Valley Medical Center
nationwide trend to attract wealthy, talented youth • Steadman Hawkins Clinic and Foundation
and retirees as residents • Vail Mountain School
Accessibility and Mass Transportation • Charming streetscape and stores in Village and
• Accessibility to Eagle County Regional Airport Lionshead
• Accessibility of I -70 • Intimate parks and village spaces in Village and
Lionshead
• Proximity to Denver • Nordic Center
• Vail has the largest free bus transportation in the • Vail Public Golf Course
nation White Water Park (Gore Creek/ International
• Vail's bus system links to Eagle County Regional Bridge)
Transportation Authority's (ECO) bus system with Dobson Ice Arena
service down valley a Ford Amphitheatre
Major Events Bike paths connecting East Vail to Down Junction
• Street Beat 0 Cycling access to Vail Pass and eastward
• Spring Back to Vail 0 Proximity to Beaver Creek
• Taste of Vail Community
• Vail Film Festival a High profile non -profit organizations with
• Vail America Days fundraising
• Vail International Dance Festival Active, committed, full -time residents sustaining
• Bravo! Vail Valley Music Festival businesses and community life year -round
• Teva Mountain Games 0 Institutional wisdom in long -time residents
• Vail Jazz Festival • Talented, large group of part-time homeowners
• Hot Summer Nights . Surrounding community growth (population and
• Vail Farmers Market and Art Show
• Vail Arts Festival services)
Soccer • Private development and redevelopment
• Kick It s
• Private donations and contributions
• Gourmet on Gore
• Oktoberfest
• Snow Daze
• Holidays in Vail
Character of Vail
• quaint mountain village creates a destination
• Architecture displays human traditions in mountain
environments
• Similar architecture elsewhere in the world, which
many outside visitors can identify with
21
-
iy, Vleakn esSes
Partnerships/ Unity Inefficient Facilities
• Relationship between Vail Resorts and the Town of 4 Underperforming retail stores
Vail • Golf Course buildings
• Lack of community on a broader scale — weak unity Older lodging accommodations
to make decisions (i.e. Merchants, Hotels, Town of 0 Dobson Arena
Vail, Vail Resorts, Non - profits, Organizations) • Town of Vail municipal buildings
• Absence of unified economic strategy • Fire stations
• Lack of alignment in event planning Lack of recreation facilities
• Several different organizations with similar, Lack of conference /meeting space
redundant efforts Lack of teen facilities/ activities
• No unified long -term vision Town of Vail budget - Unbalanced funding for
• Lack of central location for community event necessary infrastructure improvements (i.e. roads,
information sidewalks, etc.)
• Voice of second homeowners sometimes in conflict Public education opportunities
with full time residents
Seasonal economy
• Lack of consistent year -round business activity
• Businesses rely on winter tourism
• Business hours are unpredictable in the spring,
summer, fall
• Short-term construction Marketing and Customer Service
• Events are not unique to Vail (Lack roots, heritage . Increased marketing to attract more international
and historical relevance) guests
• Year -round community weakening as more Exceed customer service expectations
residents move down valley 0 Focus on multi - generational audiences
Housing • Continue building on Vail's renewal
• Gap between employees working in Vail and where • Build spring and fall business offerings
they live • Create a cultural center
• High price of housing drives away service • Capture down valley business
employees, which results in decreased business 0 Maintaining events that bring large crowds to Vail
hours, lack of quality, full -time, year -round • Grow existing events
employees and ultimately poor customer service • Grow group sales category
• High percentage of second - homeowner housing • Reward excellent customer service
results in unpredictable population in Vail for Partnerships
shopping and community events • Encourage unity and cooperation in the business
Transportation / Spatial Barriers community
• I -70 noise and congestion • Form unified communication and marketing
• 1 -70 as spatial barrier between neighborhoods strategy
• Distance between West Vail, Vail Village and East a Determine Vail's economic direction
Vail • Channel smaller groups
• Inconsistent road and trail conditions Transportation
• Inconsistent pedestrian and bike connections 0 Increased air service at Eagle County Regional
• Lack of way - finding Airport
Shopper Experience in Vail Alternative solutions to I -70 traffic being explored
• Lack of parking • Transportation serving down - valley guests and
• Lack of retag diversity residents
• Not highest level of customer service in Employee Housing
businesses, restaurants and hotels to match guest Newly adopted zoning regulations that require
expectations employee housing, for new construction and re-
Construction development
• Loss of retail space & Enforcement of existing Employee Housing Units
• Inadequate retail space in Vail
• Difficult and confusing way - finding and event 0 Support and build -on the Vail Local Housing
information signage Authority efforts
22
n�
Survey and Inventory Uncontrolled:
• Stay relevant to customers, guests and the Things we* cannot influence and /or change
economy Lack of snowfall /weather dependency/global
• Encourage businesses to survey guests and warming
welcome change Declining economic indicators (real estate market)
• Continue to ask the question Is what we are
• Weak US dollar
doing relevant ?" Rising fuel costs
• Seek ways to create unique experiences Rising travel costs
• Inventory businesses and benchmark progress Airline instability
(good and bad) Potential terrorist acts involving the travel industry
• Ask and share what works and what doesn't Declining enrollment in schools
• Benchmark other successes including Beaver Creek . Restrictions on international labor
Expand on Vail's Resources and Strengths • An unknown /unstable economy (local, US, global)
• Maintain and protect environment 0 Challenged airlines reducing Flights into Eagle
• Embrace environmental initiatives 0 Talent Pool
• Make Vail the number one destination for the next 0 Developers financial stability (development
40 years currently under construction where the developer
• Utilize the current redevelopment to runs out of funding)
fortify this position Partially Controlled:
• Committed vacationers Things we* can somewhat influence
• Affluent guests and part-time residents g , but
• Embrace the non - profits in Eagle County other partners are needed
• Build on Vail's history and emotional connections Rising Average Daily Room Rates (ADRs)
• Independent efforts Influx of new bed base inventory
• Retail and restaurants Rising competitive pressure, from other resorts
• Lodging and attractions
• New skier services Competition from other ski resorts
• Program around Vail's strengths • Competition from all other resort destinations (i.e.
• Embrace the next generation and begin to look Disney)
forward 0 Declining real estate market and RETT funds
- -._ _ Continued migration down valley
• Continued decline in retail sales tax collections
T h r e a t'J • Merchant turnover and closings
• Lack of affordable housing
. Pine beetle infestation and impact on quality of
*'We' means Town of Vail Municipality, Vail Resorts Corpo- environment
ration, Businesses within Vail's municipal boundaries and • Water shortage
Organizations committed to the success of Vail. • I -70
• Boise
Controlled • Pass closings
Things we can influence and /or change • Congestion
• Lack of mass transit alternative
• Maintaining a viable workforce to provide the level . Reduced number of youth moving to Vail
of service required to meet expectations . Available work force
• Parking challenges Prolonged construction
• Challenges with transportation frequency/ service/ 6 Reluctance of educated youth to do manual labor
routes and linkage with Eagle County Regional
Transportation Authority (ECO)
• Decreasing commercial space for professional
services and businesses
• A growing chasm between the TOV and VR
• The inability to bring unity for the greater good
amongst the Town, VR, the various chambers and
associations.
• Over development
• Threat of wildfire
2 3
TOWN OFVAIL
Town Council Retreat
December 8, 2009
Vision
OUR VISION
To be the Premier Mountain Resort Community!
0- UR MISSION
We will provide the citizens of Vail and our guests
superior services, outstanding environmental
stewardship and an abundance of recreational,
cultural and educational opportunities.
BUR VALUES
Respect -Trust - Integrity
Innovation - Collaboration
OUR COMMITM�NT
To provide vision, leadership, efficiency,
transparency, accountability and fiscal responsibility.
Aj
TOWN OFVAII„
COMMUNITY VALUES - THE BASIS FOR VAIUS 20/20 PLAN
The Vail 20/20 process began with identifying a set of values that represent what is truly important to the community. As Vail moves forward, these values
will serve as benchmarks for future decision - making.
....................... ............................... • • •• Premier Resort Community
Vail values its role as a premier resort community, which recognizes the interdependent rela-
tionship between the resort, community and municipality. Vail's success as a resort depends
largely on its success as a community, as the community fosters relationships between locals and
visitors. We make plans and take actions that are investments in the experiences and lives of
many different generations, today and into the future. It takes work and reinvention to stay No.
1, and Vail is committed to innovation and creativity to achieve our goals.
• Diversity
Vail values maintaining a diverse population of residents, workers and visitors, with a broad
representation of age, family composition, ethnic background and economic means.
�t
• Activities Benefit Individuals and the Community
Vail values a vibrant community life supportive of spiritual and physical well -being and
encouraging of intellectual and cultural growth. This value includes providing a wide variety
of educational, recreational, entertainment, art and cultural opportunities.
These offerings are accessible to all and appeal to residents and guests of all ....................................................... ............................... .
ages, incomes and interests. These activities promote the development of z
i
relationships that strengthen the community.
• Natural Environment
Vail values the environment as a source of health, beauty, recreation and
economic strength that makes Vail a special place to live, work and play. As = -
stewards of the environment, Vail is committed to promoting sustainable
environmental practices in every aspect of the community. " Y
• Safety and Health
Vail values a sense of personal security for its citizens and their children, as
well as for property. Quality healthcare and physical activities support the
health of the community.
• Participation and Cooperation ................. ...............................
Vail values the participation of its citizens in community life, decision -
making and planning for the future. To foster effective communication, the
community subscribes to a Common Code of Ethics for conduct in civic life
including honesty, integrity, civility, respect, trust, goodwill, transparency,
openness, selflessness and generosity. A sense of ownership and responsi-
bility is achieved through open communication and cooperation between - --
community members, businesses, interest groups and local and regional - -
governments. Cooperation is essential to addressing issues that extend
beyond town boundaries..
• Leadership
Vail values a transparent, fiscally responsible and ethical municipal govern-
ment that engages community members, private partnerships ,municipalities
............................. ...............................
and other entities throughout the region to make sound decisions that serve
all interested parties for the long term. L A
• Healthy Economy
Vail values world -class service and a vibrant, diverse, year -round economy
that caters to full and part -time residents, visitors and business owners and
operators. A growing employment and revenue base supports the economy,
which thrives on environmental sustainability, amenities and events, trans-
portation and other infrastructure.
• Sense of Place and Character
Vail values the strong history of the town and its unique character and legacy
while acknowledging the importance of reinvention. This is reflected in the
high quality of the built environment with design and features that endure
over time.
a
• Transportation and Transit Network
Vail values a sustainable, multi -modal transportation system that effectively ®o_
provides ease of access to residents, visitors and the workforce in an environ-
3:
mentally and technologically forward manner.
Vail Charette
November 11-14,1998
Notes and Final Report
Presented to the Vail Community Task Force
with assistance from the Vail Valley Foundation
and Vail Associates.
Wendy Wolfe
President
Markets with Wolfes, inc.
Executive Summary
On November 12 and 13 1998 a group of five experienced executives from companies
outside the Vail Valley participated in a charette to brainstorm ideas to distinguish Vail as
the premiere forward thinking mountain resort community in the world. This was an
initiative by the Vail Community Task Force. The purpose was to seek fresh input and ideas
from the outside to generate community wide discussion and assist existing community
processes in their planning.
What follows is a summary of the group's observations and main recommendations
(Paraphrased from the Nov. 13 report out to the Vail community).
THE PROBLEM
Vail's economy is based on the ski industry. Like many other mature industries, the growth
of the sport of skiing is flat, if not declining. Vail is a long -time established grandfather of all
ski resorts. There is a dangerous situation building as we look at Vail today. It is no longer
the sparkling new built for purpose, up-to -date ski resort It is at a disadvantage to the
instantaneous appeal that newer resorts have. And there is no longer a naturally growing
industry to draw from.
There are three choices to address the problem:
1. Re- capture and solidify the preeminent position (the largest percentage of the pie) in the
• ski industry.
2. Grow the pie, reinvigorate the ski industry, introduce new markets to the sport and grow
the overall industry so that your percentage also grows.
3. Redefine Vail and its identity around future growth opportunities TBD recognizing that
the ski industry has reached full maturity and can no longer be the catalyst for growth.
NEED FOR A COMMON VISION
There is one more significant piece to this puzzle. The 30 -year growth of the ski industry
also brought about a significant community that calls Vail home. The prominence of the
Town of Vail has become one entity. The Ski Company has become another entity. Both
are key stakeholders. But there is no shared vision between the two entities and - no one
person who is working to bring the two entities together and move in the same direction. It
is not crucial that the two are always in total lockstep but it is critical that you communicate
clearly and openly and be visibly together. The two entities must have one very clearly
expressed very commonly understood vision of where you want to go, when you want to
get there and what it looks like when you're there. A leader must continuously reinforce the
vision in an uncompromising manner again and again and again. This will ultimately
determine success or failure.
3
FINAL THOUGHTS
At the end of the charette the group was asked to complete this sentence, '1f you could do
1 or 2 things to make Vail better I would.. "
♦ Take the passion and channel it into a single focus.
♦' Anoint a leader, clearly empowered, charismatic. The leadership has to have courage.
♦ Set a deadline for solutions, act and communicate.
♦ Choose 3 -5 positive benefits that can be implemented by the start of the season.
♦ Recognize Vail as the flagship ski resort.
♦ Have a group that thinks about nothing but the vision
♦ Create exceptional community benefits and programs.. things that make Vail, Vail.
SPECIAL THANKS
A note of thanks to the Vail Community Task Force for initiating this project. It was
successful due to the hard work and persistence of this group to organize this charette in an
objective manner and allow the group to make honest and candid observations. Another
note of thanks goes to the Vail Valley Foundation and Vail Associates who covered the
expenses for the charette. The executives volunteered their time. We are very grateful to
Mike Reininger, Judy Petersen - Fleming, Bob Sullivan, Doug McGuire, and Amy Levek for
their contribution of time and creative thinking.
THE REPORT
The group brainstormed a number of relevant ideas beyond those discussed in the
Executive Summary and offered thoughts and recommendations on a range of topics.
Those notes are included in the following pages of this report.
5
Structure of the Charette
Wendy Wolfe, a brand development consultant and facilitator (bio information below)
presented the Vail Community Task force with a list of participants. The list was approved
and invitations went out the first of October. The five participants listed on the previous
page accepted the invitation. A package of advance information was sent which included
the history of Vail, skier trends and highlights from the Town Survey administered by RRC
Associates, several recent articles from consumer ski magazines rating ski resorts, and a
collection of summer and winter collateral materials.
The participants arrived in Vail on Wednesday, November 11. Vail Mayor Rob•Ford and
Rod Slifer, representative of the Vail Valley Foundation, hosted the welcome dinner.
- fhe group spent all day Thursday, November 12 touring the Vail Valley which included
Edwards, and Beaver Creek as well as a walking tour of Vail Village to Lionshead and a Bide
up the gondola to Adventure Ridge. Dave Corbin,Vice President Vail Resorts Development
Company, Bob McLaurin, Town Manager, Diana Donovan, a long -time resident and
community at large member of the Task Force, and Russell Forrest, Director of Community
Development for the Town of Vail guided the tour. The Community Task Force hosted
cocktails and dinner during the second evening.
On Friday, November 13 the participants spent the day in a brainstorming charette
facilitated by Wendy Wolfe. During that session first impressions were discussed, the
competitive landscape was explored, ideas were generated and recommendations were
offered.
• The group presented results from the charette at the end of the day to the public at the Vail
Athletic Club. Chris Cares, Principal for RRC Associates, Robin Litt, Community Affairs for
Vail Associates, Chris Moffet, Community at Large Representative from the Task Force, and
Suzanne Silverthorn, Information Officer for the Town of Vail compiled notes. Those notes
are the basis of this final report.
Background information on the Facilitator
Wendy Wolfe is a consultant who specializes in entertainment and leisure brand
development. Prior to moving to Breckenridge, Wendy spent 9 years as a marketing
executive with the Walt Disney Company in Orlando and Paris. She also has extensive
marketing experience in television broadcasting through her work with Gannett who owns
9News in Denver and 20 other television- stations throughout the country. Wendy has
facilitated numerous workshops to help organizations discover the core strengths of brands
and then leverage those strengths into a master plan for the future.
Enrichment programs
• Outdoors
■ The "mountain" its mystique, the science of avalanches, etc.
■ Ultimate recreation program, a climbing wall that teaches you geology.
• Accessible to locals and guests
■ Change w /seasons
♦ Mountain activity center
■ Highlights the birthplace of skiing/10` Mountain Division.
Become more unified with down valley for community.amenities. Call it the Vail
Swim Team instead of the Avon Swim Team.
♦ If you're going to do a performing arts complex create something twice the size of the
Vilar Center and bring in bigger, well -known acts. Let the profits pay for a community
facility.
Employees /Guest Service
Train employees like New York cab drivers (sensitivity to guests).
Elevate lifestyle of a "ski bum" make it desirable to be one.
♦ Understand all the things that are making employees unhappy and compile a list. A
number of them may not be that difficult to solve. Solve as many as you can.
♦ Design a college program something like Disney's. Kids come for 1 semester to work
and learn the hospitality business.
♦ Build a free parking lot off -site for employees and shuttle them in, if necessary. Take
away as many negatives as you can.
• ♦ A Valley wide recognition program. Give guests superstar pins or stickers to award to
employees in restaurants, shops, hotels, on the mountain, etc who provide exceptional
service. Reward employees who get most pins /stickers.
♦ Do an ad campaign focused on employees - show -off our employees.
♦ Vail should pay employees more than Beaver Creek, Breckenridge and Keystone to get
the best of the best at the flagship resort and to compensate for the hassle factor of
getting to work.
9
*Vail -no sense of arrival. Aspen has the sense of entry - Absolutely, you sense it. Vail lacks
it. Aspen mountain -not as friendly skiing here. Aspen is more intimidating than Vail. Aspen
• is New York on the mountain. It has an edge and attitude. You must dress the part.
Post - Arrival Impressions of Vail
Since you arrived this time and after the tour yesterday.
+ Needs a focus
+ More concern since this visit and taking a closer look -it's really chopped up. :
+ Different areas that don't relate - all the parts seem to lose-their focus.
+ Line exists in Vail between Vail Village and Lionshead -its so linear.
You don't know where you are (all agreed with this).
People can navigate Vail Village, but you get lost in other parts of Vail.
Vail needs a focus. All of the entities in Vail (Town, VA, etc.) don't seem to relate. Areas in
town don't tie - Lionshead and Vail Village. Sharp contrast between the two areas - and
"no man's land" in between the two villages.
No true sense of a master plan... something that shows the vision for the Town and VA for
the next 10 years. There is not clear alignment. The town may be a little worried about
"their shadow."
There seems to be communication, maybe not agreement between Vail Town and Vail
Resorts. They don't seem to be pulling in the same direction. People in town don't like to
recognize that VA is the economic engine.
"You don't get the impression that there is a mechanism to unify."
'Turmoil" - work force is not into customer service. People are frustrated. You could feel
it. People are unhappy and unable to resolve it.
No sense of mechanism to unify.
Impatience_ and uneasiness about the future.
There's momentum, but misguided.
Vail Associates seems to have an agenda and they're moving ahead. Seems like there is a
lack of leadership.
Need more vision. Very fractionalized. There's not one vision for the valley.
Sounds like service is a huge issue here. Have to have and keep "cast" happy. Need good,
happy employees. Employee housing is related. If there were ever a lifestyle driven career
choice, it would be at a ski resort. Why don't you have a college program or a series of
hospitality programs where you could get college credit - stay for three months, place to
live, provide transportation. It would be cheap labor for Vail. Sonnenalp brings in Swiss
exchange students - has great service. Disney has 1200 -3000 students at any given time on
internship programs. Workforce is changing, some expectations have changed.
• 11
After considerable discussion, the group unanimously recommended that Vail focus on its
core competencies; skiing. The focus should remain tight until all ideas have been
maximized to re- position Vail as the granddaddy ski resort, the flagship of all VA ski resorts,
the season starter and the ski technology authority. Focus on 1 & 2 before you drift off to
#3.
Only after Vail has reached full potential on its core competencies should the focus expand
to something as broad as Vail = Mountain sports.
More about the Vision or lack of Perceived Vision for Vail...
Is there a vision leader in Vail? It isn't apparent to us."
"No one can articulate a vision for Vail today. That needs to be changed fast."
VA and the Town must join forces, share a vision, and set priorities. You don't see Vail
taking a risk. It plays it safe. May have to start thinking differently You must have a crystal
clear vision; get people to believe in what you're going to do. A singular vision is what
makes Disney work. Myrtle Beach is defined by golf. From a political and business
standpoint that area has gotten on the band wagon from the way they operate the airport to
the way they set tables they are focused on a golf mindset. They own that business.
"You've gotta have a crystal clear vision - and you don't waiver from it. Get people to
believe in what you're doing, prioritize and involve the community. But, it takes leadership."
The leader doesn't have to come from VA or the Town.of Vail.
(The example of Payne championing the Atlanta Olympics was cited as well as the
renovation of Times Square).
"You're getting ahead of yourselves if you build buildings unless you know what you want
to.be when you grow up. If this is unanswered you could make mistakes."
Here it seems that as goes the mountain, so goes the town. VA and the town must have a
hand -in -glove relationship. You need trust. There must be stronger communication
between Adam Aron and Rob Ford. The leaders of each entity should be on the front page
of the paper every day even if they don't always agree. They must be constantly taking an
active interest in the community. The "greener grass" of other places that are successful
(psychological concern of the Vilar Center) is .distracting the community. When you get
distracted you lose focus on what you do well. The leaders must not let the community lose
sight of the focus.
"Its great to get input, but a leader has to step up and say - 'here's the plan.' You can't be
all things to all people."
Is Vail a Resort or a Town?
Reaction...
80% resort
20% town
13
Competition/Threats to Vail
• ♦ Utah Olympics
♦ Other Colorado resorts
♦ Spas
♦ Holistic. experiences
♦ Beach
♦ Golf (Myrtle Beach, Hilton Head)
♦ Disney
♦ Adventure travel
♦ Cruises
♦ Anything that is hassle free, all inclusive, oriented to the family.
"Skiing is less of a hardcore activity today. A great mountain doesn't mean quite as much.
Now it's a heated gondola, ski school, food, etc.. A hot toddy is more important than a
shooter for a Vail guest. They've grown up."
Kids and parents need to equally have a good time together and with independent activities.
Test for Disney Cruise ship program development: The children's experience would be
considered successful if, by the end of the day, the kid would rather have dinner with new
friends made that day than go with the parents. That relieves the parent's guilt and liberates
them all to fully enjoy themselves.
The Vision Revisited
• The group kept coming back to the vision. They were passionate that Vail must get this
right before they move on to anything else.
If Vail = Skiing, what would be the set of criteria that would guide us to fulfill this vision?
1. To provide the best ski experience, bar none.
2. Vail must be the employer of choice in town and on the mountain producing motivated,
satisfied, happy employees.
3. - Vail must provide the best community amenities... a combination .of programs and
facilities that appeal to-locals and guests demonstrating how a great ski mountain makes
a great community.
Get one or two exceptional benefits started. Things that make Vail, Vail. Identify and
reinforce them.
Ideas that would make Vail, Vail
♦ Stake a claim, i.e. the birthplace of skiing, the first real resort in America.
♦ Enrichment programs
• Outdoors
• The "mountain" its mystique, the science of avalanches, etc.
• Ultimate recreation program, a climbing wall that teaches you geology.
• Accessible to locals and guests.
• Change w /seasons.
• ♦ Mountain activity center that highlights the birthplace of skiing/10 Mountain Division.
15
EWA Wj
- Focus on the Future
STRATEGIC ACTION PLAN
Adopted by the Vail Town Council
November 6, 2007
TOWN OF VAIN
ACKNOWLEDGEMENTS
The Town of Vail wishes to thank members of the community who participated in the Vail 20/20 process,
as well as the following individuals and organizations:
Vail Town Council Vail Housing Authority
Rod Slifer, Mayor Steve Lindstrom
Farrow Hitt, Mayor Pro -Tem Mark Ristow
Kevin Foley Sally Jackle
Mark Gordon Kim Newbury
Kent Logan Ethan Moore
Greg Moffet
Kim Newbury Representatives and Organizations
Bruce Baumgartner, Eagle County
Planning and Environmental Commission Cal Wettstein, US Forest Service
Bill Jewitt, Chair Linn Schorr, Eagle River Water and Sanitation District
Dick Cleveland Dave Johnson, ECO Transit
Anne Fehlner - Gunion Bill Jensen, Vail Resorts
Rollie Kjesbo Jim Lamont, Vail Village Homeowners Association
Michael Kurz Jim Brandmeyer, formerly of Vail Alpine Garden Foundation
Bill Pierce Peter Abuisi, Vail Mountain School
David Viele Karen Strakbein, formerly of Eagle County School District
Ceil Folz, Vail Valley Foundation
Town of Vail Staff Michael Robinson, Vail Valley Partnership
Stan Zemler, Town Manager Gregory Repetti, Vail Valley Medical Center Foundation
Pam Brandmeyer, Assistant Town Manager Karen Simon, Vail Valley Charitable Fund
Gregg Barrie, Landscape Architect Bill Wilto, Vail Valley Rotary Club
Judy Camp, Finance Director Bev Trout, Vail Board of Realtors
Warren Campbell, Chief of Planning Kaye Ferry, Vail Chamber and Business Association
Bill Carlson, Environmental Officer Mark Bricklin, Vail Daily
Susan Douglas, Administrative Commander, Vail PD Don Rogers, Vail Daily
Russ Forrest, Former Director of Community Development Carl Walker, Vail Religious Foundation
Rachel Friede, Town Planner
Bill Gibson, Town Planner Environmental Team
John Gulick, Former Vail Fire Chief Luke Cartin, Vail Resorts
Greg Hall, Director of Public Works Anne Essen, Resident
Kathleen Halloran, Budget Manager Kim Langmaid, Gore Range Natural Science School
Dwight Henninger, Vail Police Chief Susan Pollack, board member of Gore Range Natural
Scot Hunn, Senior Planner Science School
Kelli McDonald, Economic Development Manager Matt Scherr, Eagle Valley Alliance for Sustainability
Todd Oppenheimer, Capital Projects Manager Caroline Bradford, Grand River Consulting
John Power, Director of Human Resources
Elisabeth Reed, Former Town Planner Vail Economic Advisory Council
George Ruther, Director of Community Development Dick Cleveland
Suzanne Silverthorn, Community Information Officer Rick Scalpello
Nina Timm, Housing Coordinator Robin Litt
Jamie Wilson, Comm. and Special Projects Manager Sally Hanlon
Rob LeVine
Vail Recreation District Staff Pam Stenmark
Mike Ortiz, Director, Vail Recreation District Mark Cervantes
John Monson, Assistant Director, Vail Recreation District Matt Morgan
Steve Kaufman
Consultants Tori Franks
Becky Zimmerman, Principal, Design Workshop Rayla Kundolf
Rebecca Leonard, Project Manager, Design Workshop Bob McNichols
Pam Britton, Facilitator, Design Workshop Bob Boselli
Anna Gagne, Project Assistant, Design Workshop Alan Kosloff
Chris Cares, RRC Associates M. Joseph McHugh
TABLE OF CONTENTS
EXECUTIVE SUMMARY 1
VAIL 20/20 COMMUNITY VALUES 3
LAND USE AND DEVELOPMENT 4
PARKS AND RECREATION 6
ENVIRONMENTAL SUSTAINABILITY 8
HOUSING 11
TRANSPORTATION 13
ECONOMY 16
PUBLIC SAFETY 18
COMMUNITY DIVERSITY 19
APPENDIX A: BACKGROUND INFORMATION A -1
APPENDIX B: PUBLIC INPUT SUMMARIES B -1
APPENDIX C: VAIL TOMORROW SUMMARY C -1
APPENDIX D: COMMUNITY SURVEY 2007 D -1
**NOTE: IF APPENDICES ARE NOT INCLUDED,
THEY CAN BE VIEWED AT WWW.VAILGOV.COM /2020
EXECUTIVE SUMMARY
The Vail 20/20 Focus on the Future process community and public safety topics, including
began in 2006 as a way to build upon Vail's specific vision statements, long -term goals, and
successes, keep the resort community actions and strategies over the next 5 years to
competitive and to seek opportunities to improve achieve those goals.
the community through a strategic plan. Goals of The appendices include the following information:
the 20/20 process were adopted as follows: Background information, current practices,
current strategies, guiding documents, and public
• Create a plan that identifies commonly shared input for each topic (Appendix A), summaries of
values in the community. public input (Appendix B), Vail Tomorrow
summaries (Appendix C), 2007 Community
• Create a clear vision for Vail. Survey (Appendix D).
• Integrate a plan to coordinate Vail's strategies
for the future. Vail's Vision is the general vision statement for
Vail's future, based on input from the community
• Create a plan that transcends the during the Vail 20/20 process, and is as follows:
administrations of town staff, Vail Town Council
and appointed boards and commissions. We are the "Premier Mountain Resort
Community" by providing high quality of life
and experiences for both residents and
Vail's last community visioning process took visitors. This is achieved through
place in 1996, which involved the community in environmental stewardship, world -class
the creation of shared values, goals and actions. recreational, cultural and educational
Now, more than a decade later, that earlier work opportunities, a strong year -round economy,
from Vail Tomorrow has been re- examined as diversity of housing, and superior
part of the Vail 20/20 process. infrastructure. The town actively seeks input
and cooperation from the community and its
neighbors to ensure fulfillment of its vision.
The public input process for Vail 20/20 has
included two public workshops, a meeting with
Vail's stakeholders, a workshop with Vail The following provides a summary of each topic
Mountain School students, and an open house to and general themes expressed by 20/20
respond to a first draft of the Strategic Action participants. For more information, visit
Plan. Environmental sustainability, workforce www.vailgov.com /2020
housing, 1 -70 mitigation, wildfire preparedness
and management of growth and redevelopment
were identified during these meetings as top Land Use and Development The completion of
priorities for the town. In all, more than 300 current redevelopment in Vail and preparing for
voices were heard to assist in setting a direction future growth is essential to Vail's ongoing
for the future. success as a resort community. Through
evaluation of and modifications to the town's
planning documents, the town has an opportunity
The Vail 20/20 Strategic Action Plan begins with to ensure proper guidance of future development.
a set of values that outline what is truly important During 20/20, some participants expressed
to the community. The plan then details land use concerns over the scale of development in Vail,
and development, parks and recreation, while others expressed satisfaction with the
environment, housing, transportation, economy, town's management of growth and development.
1
EXECUTIVE SUMMARY
Parks and Recreation Aging infrastructure, the Economy Increasing capital and operational
need for new recreation facilities and expenses for the town, a sales tax driven
programming to meet public demand and a lack municipal budget, workforce housing needs and a
of funding have been identified as important seasonal economy impact the community's long -
challenges to be addressed by Vail's leaders and term financial health. During 20/20, participants
its partners. During 20/20, participants expressed expressed interest in creating a year -round
a desire for new facilities, increased maintenance economy, funding capital projects and focusing
for existing facilities and additional marketing for on workforce housing.
recreation programs.
Community Vail's community direction and
Environment Vail's reputation as a resort industry diversity is impacted by variables such as
leader lends itself to setting exceptional housing, employment and affordability. These
standards for environmental stewardship. During variables have caused a decline in the number of
20/20, participants encouraged the town to families living in Vail, while representation from
become a leader in environmental sustainability, other demographic sectors such as retirees and
including improvement in town practices and part -time homeowners moving to Vail full -time
creation of new environmental opportunities for has increased. During 20/20, participants
businesses, residents and guests. expressed optimism in addressing the many
challenges associated with improving community
Housing The high cost of housing and a lack of diversity, which in turn, will contribute to a
developable land continue to challenge the healthier resort.
community in providing adequate workforce
housing. Opportunities exist to increase the Public Safety The town continues to look for
amount of employee housing through opportunities to improve its public safety divisions
redevelopment of existing housing, the purchase including constructing a new fire station in West
of deed - restricted units and through developer Vail to improve emergency response times in the
requirements. During 20/20, participants placed neighborhood, as well as renovation to the Main
workforce housing as a top priority for the Vail fire station. Additionally, the increase in
community and government leaders to address. wildfire danger caused by the ongoing pine beetle
outbreak poses a threat to public safety and the
Transportation Vail strives to operate a seamless town is working with local and regional partners to
transportation system while experiencing an prepare itself and its residents in the event a
increase in users in every mode of transportation. wildfire occurs. During 20/20, participants
This increase has caused the town to reevaluate expressed the need for a new fire house in West
and seek new opportunities for funding sources Vail and ongoing response to the beetle outbreak.
and solutions to traffic congestion and parking
needs. During 20/20, participants expressed The Vail 20/20 Strategic Action Plan has been
concerns regarding 1 -70 noise and pollution, developed to guide decisions by key leaders to
increased traffic in Vail and the need for ensure these decisions are aligned with the
additional parking options. community's desired future, as outlined in Vail's
Vision above. The plan will also be used to
improve effectiveness and efficiency in capital
and operational budgeting for the town. As such,
Vail's 20/20 values and vision statements, goals
and actions should be reviewed as needed to
maintain a strategic direction into the future.
VAIL 20/20: COMMUNITY VALUES
Vail's Community Values serve as the foundation for the
Vail 20/20 Strategic Action Plan and are the essence of Vail's identity.
Premier Resort Community: Vail values its role Participation and Cooperation: Vail values the
as a premier resort community, which recognizes participation of its citizens in community life,
the interdependent relationship between the decision making and planning for the future. To
resort, community and municipality. VaiI's foster effective communication, the community
success as a resort depends largely on its subscribes to a Common Code of Ethics for
success as a community, as the community conduct in civic life including honesty, integrity,
fosters relationships between locals and visitors. civility, respect, trust, goodwill, transparency,
We make plans and take actions that are openness, selflessness and generosity. A sense
investments in the experiences and lives of many of ownership and responsibility is achieved
different generations, today and into the future. It through open communication and cooperation
takes work and reinvention to stay No. 1, and Vail between community members, businesses,
is committed to innovation and creativity to interest groups and local and regional
achieve our goals. governments. Cooperation is essential to
addressing issues that extend beyond town
Diversity: Vail values maintaining a diverse boundaries.
population of residents, workers and visitors, with
a broad representation of age, family Leadership: Vail values a transparent, fiscally
composition, ethnic background and economic responsible and ethical municipal government
means. that engages community members, private
partnerships, municipalities and other entities
Activities Benefit Individuals and the throughout the region to make sound decisions
Community: Vail values a vibrant community life that serve all interested parties for the long term.
supportive of spiritual and physical well -being and
encouraging of intellectual and cultural growth. Healthy Economy: Vail values world -class
This value includes providing a wide variety of service and a vibrant, diverse, year -round
educational, recreational, entertainment, art and economy that caters to full and part -time
cultural opportunities. These offerings are residents, visitors and business owners and
accessible to all and appeal to residents and operators. A growing employment and revenue
guests of all ages, incomes and interests. These base supports the economy, which thrives on
activities promote the development of environmental sustainability, amenities and
relationships that strengthen the community. events, transportation and other infrastructure.
Natural Environment: Vail values the Sense of Place and Character: Vail values the
environment as a source of health, beauty, strong history of the town and its unique
recreation and economic strength that makes Vail character and legacy while acknowledging the
a special place to live, work and play. As importance of reinvention. This is reflected in the
stewards of the environment, Vail is committed to high quality of the built environment with design
promoting sustainable environmental practices in and features that endure over time.
every aspect of the community.
Transportation and Transit Network: Vail
Safety and Health: Vail values a sense of values a sustainable, multi -modal transportation
personal security for its citizens and their system that effectively provides ease of access to
children, as well as for property. Quality residents, visitors and the workforce in an
healthcare and physical activities support the environmentally and technologically forward
health of the community. manner.
LAND USE AND DEVELOPMENT
20/20 Vision The pedestrian ambiance and o Land Use Plan
scale of Vail Village and LionsHead continues o LionsHead Master Plan
into 2020, where the European alpine charm of o Vail Village Master Plan
Vail is replicated in its new development. The o Comprehensive Open Lands Plan
unique character of Vail is evident from the o Ford Park /Donovan Park Master Plan
Tyrolean building style that speaks of Vail's o Three Mile Plan (annexation plan)
history, to the mountain contemporary style that o Comprehensive map that includes parcels,
heralds technological advancement. The vibrant zoning and hazards
mixed -use pedestrian core areas of Vail attract o Timber Ridge Redevelopment Plan
guests, residents and businesses. The diversity
of businesses within the core areas provides . Work with Eagle County to incorporate the Vail
something for everyone and the new affordable Integrated Land Use Plan as part of the Eagle
housing options are seamlessly integrated into County Comprehensive Plan.
the community's fabric. Growth has been
carefully managed to be sustainable and • Make amendments to the Vail Town Code to
complementary to the natural environment. reflect planning document updates, including
the Sign Regulations, Zoning Regulations and
20/20 Implementation Based on input from the Development Standards Handbook.
community during the 20/20 process, town staff
developed the following goals and action Work with utility companies and town staff to
strategies to support the land use and address capacity issues and identify future
development vision. The goals also reflect the concerns for development and redevelopment
common themes heard from the community projects.
during the 20/20 process, including a need for
more employee housing, increased Goal #2: Land use and development decisions
environmental sustainability, reduction of 1 -70 will address environmental sustainability as a
impacts and managed growth. priority of the community.
Goal #1: Vail will continue to manage growth, Actions /Strategies
maintaining a balance between the bulk and . Create green building standards for all new
mass of residential, commercial and recreational buildings within the town.
uses to ensure the quality, character, diversity
and vitality of the town by ensuring that all . Ensure that all Comprehensive Plan updates
regulatory and advisory land use documents are address environmental issues, including
updated and current, providing ease of recommendations for improvements.
compliance and enforcement, and uniformity
among regulatory and advisory documents. . Work with public and non - profit partners to
ensure that environmental issues within the
Actions /Strategies town and region are being addressed.
• Update planning documents, ensuring public
participation and regional government . Educate developers and applicants on how to
participation to reflect current conditions, incorporate environmental sustainability into
management of growth and gain a clear projects.
understanding of a preferred future scenario for
Vail, including: • Promote alternative transportation through
o West Vail Master Plan planning efforts that will reduce Vail's carbon
o Chamonix and Wendy's site Master Plan impact.
4
Goal #3: Ensure fairness and consistency in the Goal #4: Provide for enough deed - restricted
development review process. housing for at least 30 percent of the workforce
through policies, regulations and publicly initiated
Actions /Strategies development.
• Provide transparency of the review process by
improving communications. Actions /Strategies
• Update housing regulations to include more
• Embrace policies and practices that ensure zone districts that are required to provide
honest governmental interaction. employee housing.
• Define ways in which to improve • Redevelop Timber Ridge to increase number of
communication with the public. employee beds.
• Review and improve policies regarding • Use employee housing fund for buy -downs and
notification of design review applications. other programs that will increase the number of
employees living within the town.
• Provide adequate training for members of the
town's boards, commissions and committees • Address the zoning regulations to provide more
regarding goals and purposes for regulation. incentives for developers to build employee
housing units.
• Develop a streamlined design review process
and include in regulation updates.
5
PARKS AND RECREATION
20/20 Vision
•Develop an understanding of the future of parks
Vail embraces a healthy lifestyle and is a place and recreation amenities through planning and
where one of any age, economic status, race and public participation, and update the Vail Parks
culture can indulge in a multitude of diverse and Recreation Master Plan as needed.
recreational activities. With Vail Mountain, Gore
Creek and a strong regional system of diverse
recreational facilities and amenities, the Vail Goal #2: Establish and improve upon
Valley is a premier destination for the recreation partnerships with public, private and non - profit
enthusiast. Through Vail's vast and entities, ultimately delivering added benefits to
unprecedented era of capital improvements, pace recreation users.
is maintained by offering exceptional recreational
programs in world -class facilities that are actively Actions /Strategies
communicated and marketed to users.
•Update lease and management agreements
20/20 Implementation between the town and VRD.
Based on input from the community during the •Seek opportunities to provide aquatic
20/20 and the Vail Parks and Recreation Master programming by collaborating with hotels and
Plan processes, town and VRD staff developed athletic clubs.
the following goals and action strategies to
support the parks and recreation vision. •Collaborate with Western Eagle County
Metropolitan Recreation District and Eagle -Vail
Metropolitan District to create a seamless and
Goal #1: Evaluate current recreational valley -wide recreation experience.
programming, facilities and amenities and ensure
they meet the needs of all users on a year -round .Work with Vail Resorts, Inc. and the Forest
basis. Service to build new trail systems.
Actions /Strategies •Work with Vail Resorts, Inc. to improve biking
•Evaluate need for new youth services space, and hiking on Vail Mountain and create additional
pending potential LionsHead parking structure on- mountain recreation opportunities.
redevelopment.
•Continue to evaluate and increase marketing for
•Continue to gain community input on desired Vail's parks and recreation programming by
programs on both current and future plans. partnering with the Vail Valley Partnership, Vail
Chamber and Business Association, Vail Local
•Provide affordable recreation programs and Marketing District, Vail Resorts and other
packages for seasonal workers and residents organizations to promote events and services to
with moderate income levels. guests and new residents.
•Identify programs not meeting minimum capacity .Work with private sector and water controlling
and work to improve programs and marketing. entities to improve fishing opportunities.
•Work with local tourism organizations to provide
alternatives to skiing and additional summer
activities.
6
PARKS AND RECREATION
Goal #3: Conduct necessary capital •Begin update of Parks Safety and Improvement
improvements of Vail's current recreational Plan to plan for implementation completion.
facilities and amenities to meet high standard of
quality for users. •Convene a citizen committee to make a
recommendation to the Vail Town Council on the
Action /Strategies location and design of a permanent Vail skate
park.
*Explore combining efforts among the town and
VRD for turf management and landscaping.
Goal #4: Evaluate and prioritize needs and
•Explore creation of an adopt -a -park program obtain funding for recreational facilities and
and /or park ambassador program to improve park programming in Vail.
maintenance.
Actions /Strategies
*Quantify current deferred capital maintenance
backlog for recreational facilities. •Reevaluate the VRD's fee policy including
resident /non- resident fees to reward the Vail
*Create trail connections that take users off the taxpayers; consider an inclusion election and /or a
road. special recreation tax for "non- included areas;"
establish non - resident fees.
*Enhance the Nordic skiing facilities through
grooming improvements. •Consider the use of Real Estate Transfer Tax to
fund VRD initiatives.
*Plan for and provide new destination play
environments throughout Vail. •Consider a ballot initiative in May 2008 by the
VRD to address recreational facilities and
programming needs.
7
ENVIRONMENTAL SUSTAINABILITY
20/20 Vision
•Encourage or require building certifications that
Vail is an environmental leader and a sustainable promote material efficiency through LEED
community. Vail collaborates with the community (Leadership in Energy and Environmental
to restore and protect the natural and built Design) certification and /or other green building
environment in balance with its economic and programs.
social needs.
•Complete a town greenhouse gas emission
20/20 Implementation baseline inventory to understand goals and to
promote the use of renewable energy and energy
Based on input from the community during the efficiencies in town facilities.
20/20 process, town staff met with a team of
interested citizens and developed the following •Build awareness of the climate change problem
goals and action strategies to support the through public education and awareness
environmental sustainability vision. The goals programs.
also reflect the common themes heard from the
community during the 20/20 process, including •Partner with Holy Cross and other utility
being an environmental leader, a need for more companies to promote and educate consumers
employee housing, reduction of 1 -70 impacts and about energy efficiency.
managed growth.
•Encourage adoption of green building strategies
Goal #1: Measure, Monitor, Manage: Gain a and practices.
clear understanding of our current baseline
scenario of environmental health and impacts and .Implement energy efficiency and conservation
create clear and concise measurable goals. measures for municipal facilities.
Actions /Strategies •Research alternative fuel options for town
•Establish a baseline scenario for green house transit /fleet operations.
gas emissions, waste levels, water quality and .Partner with the 1 -70 Coalition and ECO Transit
forest health, as well as any other measurable to promote and leverage mass transit projects.
scenario for environmental health.
•Establish measurable, attainable goals for •Support employee housing initiatives in order to
improving the baseline scenario through reduce trips into Vail.
calculated research. •Enforce vehicle idling laws to reduce carbon
•Take action from the remaining goals in order to
output.
achieve each established goal for improving
environmental health. Goal #3: Ecosystem: Improve the health and
diversity of the forest and mountain ecosystem
while recognizing the interdependence of the
Goal #2: Energy Management in Buildings and wildland urban interface (WUI) corridor within
Transportation: Reduce the town's 2007 baseline Vail.
green house gas emissions.
Actions /Strategies Actions /Strategies
8
ENVIRONMENTAL SUSTAINABILITY
•Reduce extreme wildfire hazard areas in the •Encourage creation of on -site recycling
wildland urban interface as outlined by 2010 opportunities for multi - family housing units.
through the Vail Valley Forest Health Project and
the town's Community Wildfire Protection Plan. .Develop a small commercial cardboard recycling
collection program for Vail based businesses.
•Partner with the Forest Service on future
wildland fire mitigation and fire prevention •Promote and require recycling of construction
projects. waste and building material.
•Encourage updating and /or enforcement of the •Create a culture of waste reduction and
town's regulation making pine beetle infested resource efficiency by delivering a clear and
trees a nuisance, through property assessments consistent message.
and owner education, as well as the use of the
town's wildfire mitigation crew. •Replace current animal waste disposal bags
with biodegradable bags.
•Research state and federal grant opportunities
for wildfire fuel reduction projects, public
education and fire prevention programs. Goal #5: Water Quality: Maintain Gore Creek
watershed as a Gold Medal fishery, while working
*Research potential code amendments to further to maintain tributaries that meet and /or exceed
protect homes from wildland fires. aquatic life standards set by the state of
Colorado.
*initiate Trees for Vail program as a forest
restoration program in the Town of Vail. Actions /Strategies
•Work with non - profit organizations and the •Annually review funding to support the Eagle
Colorado Department of Wildlife to improve River Watershed Council and other partners and
wildlife conditions. continue participation in the Black Gore Creek
steering committee.
Goal #4: Resource Efficiency - Reduce, Reuse, •Support permanent on- stream solutions that
Recycling: Reduce the rate of residential, protect Gore Creek from past operation and
commercial and construction waste through maintenance of the 1 -70 roadway (i.e., Basin of
programs centering on reducing, reusing and Last Resort), including annual review of funding
recycling waste. opportunities and public support of the program.
Actions /Strategies •Develop and implement best management
practices for sedimentation and erosion control in
•Increase recycling participation and reduce per the watershed.
capita landfill waste through an ordinance
requiring residential and commercial recycling. .Work with the Colorado Department of
Transportation in the development of actions that
•Increase the number and quality of recycling reduce past and future 1 -70 operations and
drop off locations within the town, specifically in maintenance impacts to Black Gore Creek, Gore
East and West Vail.
ENVIRONMENTAL SUSTAINABILITY
Creek, Miller Creek and Polk Creek, via public .Work with non - profits to promote environmental
participation process and comment period. programming in Vail and regionally.
•Support a storm water pollution prevention
public education program in the town.
•Research the need to create an Environmental
•Integrate Town of Vail storm water protection Council supported by a variety of funding sources
and compliance program with the Forest Service that promotes environmental education and
and Vail Resorts to prevent discharge of ecotourism in Vail.
sediment into Gore Creek.
Goal #6: Education: Ensure the community is .Encourage the business community to conduct
educated and aware of environmental issues to an educational campaign to promote and design
encourage responsible environmental actions. programs that support Vail as an ecotourism
destination.
Actions /Strategies
•Promote and communicate the value of Gore
•Work with the Town Council to identify Creek within the Vail community.
environmental issues that need immediate
attention as well as those that will require action .Work with a local or regional university to
in the future. identify ways to improve Vail's environmental
health.
•Conduct public awareness campaigns to
promote environmental stewardship (i.e. .Partner with Vail Resorts to implement
increased recycling, energy efficiency). environmental programs within and around Vail.
•Build awareness of the Vail ecosystem by .Conduct a campaign to educate public on
coordinating the promotion of outdoor recreation wildlife resistant garbage containers.
amenities with local stewards of the environment.
10
HOUSING
20/20 Vision
•Work with the County and other regional entities
The number of employees living within the town to ensure housing is addressed on a regional
has steadily increased, thanks to the town's level.
commitment to ensure affordability and
availability of housing. The number of deed- .Preserve existing affordable /workforce housing
restricted rental and for -sale units required of within the town.
both private and public projects has increased. o Expand "buy down" program that gives
The diversity of deed - restricted units can cash for deed restrictions of units.
accommodate the seasonal worker, as well as all o Evaluate impact and explore options for
levels of year -round employees, including those replacement of EHUs from Timber Ridge during
with families. Housing in general has been redevelopment.
transformed to include green building standards.
•Expand the number of employee beds in the
20/20 Implementation Town of Vail.
Based on input from the community during the o Redevelop Timber Ridge to increase
20/20 process, town staff with the Vail Local affordable /workforce housing and maximize
Housing Authority, developed the following goals redevelopment potential with high density zoning.
and action strategies to support the housing o Update Chamonix /Wendy's Master Plan to
vision. increase employee housing development
potential.
Goal: The Town of Vail recognizes the need for o Redevelop Chamonix parcel per the
housing as infrastructure that promotes master plan.
community, reduces transit needs and keeps o Redevelop the A -Frame lot for employee
more employees living in the town, and will housing.
provide for enough deed - restricted housing for at o Conduct inventory of all sites with
least 30 percent of the workforce through policies, development potential and pursue opportunities
regulations and publicly initiated development. for acquiring undeveloped or underdeveloped
properties.
Actions /Strategies o Consider increasing incentives in
•Research and propose next steps for performance zoning for property owners who
strengthening the town's inclusionary zoning and build EHUs.
commercial linkage policies, including o Continue to purchase properties for TOV
requirements for more zone districts. employee rentals.
o Amend development standards to allow for
*Research parking requirements for employee development of EHUs on properties.
housing and consider reducing requirements for o Evaluate opportunities for potential land
employee housing developments. swaps with the Forest Service.
o Evaluate opportunities for annexation of
•Ensure pay -in -lieu funds generate as many land from other jurisdictions.
workforce housing units as possible. o Update the Vail Land Use Plan and identify
more areas for employee housing.
*Establish protocol for disbursement of dedicated •Enumerate the effects of housing employees
housing fund resources. within the Town of Vail, including a cost - benefit
•Research and secure potential alternative analysis of employee housing.
(besides pay -in -lieu) funding sources for
employee housing.
11
TRANSPORTATION
20/20 Vision
•Maintain the supply of parking where all demand
Vail is recognized as having a comprehensive is met except up to a maximum of 15 days of
transportation system and through continued winter and three days of summer when parking
redevelopment, has reinforced its transit - oriented demand exceeds supply.
lifestyle. Transit, walking and biking are the
major modes of travel along with extensive, multi- •On parking overflow days, provide on- street
modal connections between major destinations. emergency parking and additional bus stops to
Those who choose to drive are welcomed with a ensure a maximum waking distance of a quarter
well- maintained roadway system directing mile to a bus stop or half mile to the final
vehicles to Vail's managed parking areas. Goods destination.
and service delivery are distributed through the
town's dispersed loading and delivery system. •Parking revenue shall offset all parking costs,
Getting to and from Vail is safe and efficient. including operations and capital, and combined
Connections throughout the intermountain area with the ski tax, shall pay for the operational and
are seamless and a big factor in Vail's quality of capital costs of transit.
life. Workers enjoy a one -hour commute from the
Denver Metro area or Glenwood Springs in a •Meet future parking needs of approximately
reliable and environmentally friendly method, 1,000 spaces by developing parking supply that is
while residents and guests enjoy the same conveniently located to destinations.
commute to Denver for work or visits to the many
cultural venues and events. Convenient Bikeway
connections to the nearby airports make year- •Integrate Frontage Road plans to include
round travel to Vail easy from anywhere in the bikeway construction.
world.
•Work with regional trail authorities to implement
20/20 Implementation a comprehensive regional bike trail system to
ensure Vail will be the center of a regional bike
Based on input from the community during the trail system connecting areas as far as Aspen,
20/20 process, town staff developed the following Rifle, Breckenridge, Fairplay, Kremmling,
goals and action strategies to support the Leadville and Salida.
transportation vision.
Goal #1: Create an integrated Transportation •Create regulations that provide convenient
System with high levels of service that caters to connections between developments and
the many needs of our residents, guests and bikeways.
employees and embraces the many issues of the .Work with private developers to ensure all
surrounding natural and built environment in its arterials in Vail have bikeways along them and
design, implementation and operation. that there are connections between
Actions /Strategies neighborhoods.
Parking •Codify and require developments to provide
•Aggressively manage parking to minimize major easements and construct connections.
capital investments to increase supply while •Work with the Forest Service, Bureau of Land
encouraging travel modes other than single Management, Greater Outdoors Colorado,
occupant vehicles.
12
TRANSPORTATION
Colorado Trail and other partners to implement •Ensure and plan for all major parking areas to
the Rocky Mountain trail system that provides be integrated with significant line haul transit
regional connections for hiking, mountain biking connections.
and other non - motorized modes of transportation,
with Vail in the center of the system. •Research feasibility of an advanced mass transit
system in Vail.
•Increase bicycle parking in commercial core
areas. •Provide a max of 30 minutes to one hour off -
peak service that is coordinated with expected
Pedestrian ization walk times and people's ability to reach stops
•Ensure that all pedestrians have a maximum of during both the winter and summer.
a quarter mile or less to walk from transit stops to
major destinations. •Coordinate and work with ECO Transit to ensure
service can be provided as demand is driven by
*Ensure that walking distances from residential Vail's aggressive parking management and travel
areas to transit stops are one -sixth of a mile in demand management strategies.
high density areas (5 minute walk), one -third mile
in medium density areas (10 minute walk), and a .Work with local, regional and state governments
half mile in low density areas (15 minute walk). to ensure that Vail's mass transit system is
interconnected to a county -wide and statewide
*Ensure transit and pedestrian connections are system, including connections to Summit and
integrated into the design of development Garfield counties.
projects.
Roadway
•Evaluate the need for amendments to Zoning •Maintain the current Levels of Service on roads
Regulations and master plans to incorporate throughout the town through road improvements
transit oriented development and more mixed use (LOS C in clear daytime conditions, LOS D in
development. harsh winter conditions on arterials, LOS D at
cross streets during peak times in clear daytime
•Analyze current manmade pathways and conditions).
acquire easements to build legitimate pathways
(including streamwalk). •Work with the Community Development
Department to ensure land use patterns do not
•Improve sidewalks on frontage roads and other adversely affect travel demand without mitigation
necessary places. or no change in level of service.
Transit Weep arterial roadway size to four lanes with a
•Annually review transit costs and parking center median with a 35 mph speed limit.
revenue and adjust as necessary in order to
maintain balance. •Create a secondary parallel loop route to the
frontage roads with two lane 25 mph speed for
•Provide peak time line haul service of five to emergency service.
eight minutes and max of 15 to 20 minutes on
outlying peak service. •Provide alternate routes to detours with proper
signage.
13
TRANSPORTATION
•Seek funding and creation of a Simba Run
underpass to allow additional routes across 1 -70.
Goal #2: Minimize the environmental impact of
1 -70 the transportation system on the town and the
•Work with CDOT to ensure 1 -70 functions region.
adequately for the movement of people and
goods to and from Vail. Actions /Strategies
•Participate in the 1 -70 Coalition to assist with •Ensure town vehicles minimize their carbon
solutions for traffic congestion along 1 -70. dioxide emissions by upgrading current fleet with
energy efficient and low emission vehicles.
•Convene citizen group to work with staff on a
study of 1 -70 and long -term mitigation of noise •Research methods for reduced energy use in
and intrusiveness. streetscape and other parts of system that have
high- energy consumption.
•Work with the Colorado Department of
Transportation and other organizations to •Continue to mitigate noise pollution issues
research feasibility and funding for mass transit throughout the town through sand storage
along 1 -70 that provides seamless connectivity to berming and other methods; work with community
Denver Metro System. The measurement of to create new long -term solutions for 1 -70 noise.
success would be a 60- minute trip from Vail to
Denver (C -470). •Monitor effects of air pollution from
transportation sources and research potential
*Continue to improve the entrances to Vail to mitigation.
ensure a LOS C.
•Encourage the Colorado Department of
•Work with Eagle County and CDOT to Transportation to reduce road sanding yet
encourage safety improvements on Vail Pass and maintain safety standards.
Dowd Junction.
•Maintain current sand sediment basins and work
*Continue to explore options for burying or with CDOT to increase capacity and number of
rerouting 1 -70. basins.
Air Service •Encourage Sediment Control Action Plan
•Encourage year -round air service with adequate (SCAP) for Vail Pass and Vail.
year -round connections from around the world to
airports in the region. •Reduce point and non -point sources of pollution
from transportation.
•Work with ECO Airport, Grand Junction Airport,
Denver International Airport and shuttle services •Work with Division of Wildlife to ensure that
to create plan for year -round air service that transportation improvements do not affect wildlife.
serves Vail.
•Enhance natural environment through initiatives
•Support local marketing efforts to work with to improve ecosystem health.
travel package companies to ensure that service
to Vail is affordable and accessible.
14
TRANSPORTATION
•Respect currently adopted view corridors by
encouraging development that enhances view.
15
ECONOMY
20/20 Vision not limited to the Vail Business Review, same
store comparisons and the Travel and Tourism
Vail's economy is supported through a year -round Trends Study.
viable business environment that meets the
market demands of both residents and visitors. •Research cost and need for an Economic Vitality
The major redevelopment of much of the town Study to evaluate Vail's current retail offerings,
has expanded and enhanced Vail's pedestrian retail marketing opportunities, recommend
and commercial core areas, which provides a strategies for enhancement of Vail's retail
strengthened tax base. A diversity of retail, experience and better define the Town of Vail's
lodging, dining, cultural events, service role in economic development.
businesses and both indoor and outdoor
recreation opportunities funds a growing •Work with Vail's economic partners, including
employment and revenue base. The town's but not limited to Vail Resorts, Inc., Vail Valley
strong infrastructure, environmental stewardship Medical Center, Eagle County School District,
and its cooperation with economic and Vail Mountain School and others to maintain
community partners benefits Vail's financial strong relationships with the town's largest
system. Through prudent cost - management and economic contributors.
balancing of diversified revenue sources, the
municipality has sustainable funding for its capital •Continue to facilitate Vail's Billion Dollar
and operational needs. Renewal, including re- branding of the renewal,
which will generate additional economic activity
20/20 Implementation and tax dollars.
Based on input from the community during the
20/20 process, town staff worked with the Vail Goal #2: Focus on building a year -round
Economic Advisory Council and developed the economy; reduce economic seasonality by
following goals and action strategies to support growing the summer economy at a rate greater
the vision for Vail's economy. than or equal to the winter economy.
Goal #1: Increase the Town of Vail's economic Actions /Strategies
activity as measured by tax revenue to, at a
minimum, keep pace with annual inflation. •Market and promote Vail to local, regional,
national and international visitors as a year -round
Actions /Strategies destination.
•Support retail opportunities in Vail including .Utilize data from the Vail Local Marketing District
completion of streetscape in Vail Village and and seek ways to increase summer (May -
LionsHead; modification of Vail's sign code to October) visitors, including group business.
offer better opportunities for businesses to
promote themselves; implementation of the .Annually review funding for economic vitality
LionsHead Master Plan; adoption and programs such as Bravo!, Hot Summer Nights,
implementation of the West Vail Master Plan; and Vail International Dance Festival, Street Beat
redevelopment of the LionsHead parking Concert Series, Vail Jazz Foundation,
structure. Commission on Special Events, Visitor
•Benchmark local economic performance via Information Centers and other programs.
economic and industry indicators including but
16
ECONOMY
•Support the local economy by working with the
business community to address future workforce
housing needs as they relate to business in Vail.
Goal #4: Identify and implement additional
Goal #3: Maintain a town -wide workforce in which revenue sources to support Vail's capital needs.
at least 30 percent of people who work in Vail
also live in Vail. Potential Action
Potential Action •Address funding shortfalls for future capital
needs through research and implementation of
new revenue sources.
LL�_
17
PUBLIC SAFETY
20/20 Vision •Identify an action plan to address immediate and
future public safety threats.
The Town of Vail delivers world -class emergency
services that provide a safe environment that •Develop and practice mutual -aid responses to
supports being the Premier Resort Community. identified public safety threats such as the wildfire
risks posed by the pine beetle and other
20/20 Implementation hazardous forest fuels.
Based on input from the community during the •Identify short and long -term resources and
20/20 process, town staff developed the following staffing needed to address the public safety
goals and action strategies to support the threats, such as the West Vail Fire Station, and
community's vision for public safety. collaborate regionally, wherever appropriate.
Goal #1: Identify and address potential public •Identify an action plan to retain public safety
safety threats that may jeopardize the employees, which are critical to the success of a
community's safety and security. safe, secure and customer - friendly community.
Actions /Strategies •Identify the causes of public safety employees
•Identify potential immediate and future public leaving the TOV and address root causes.
safety threats. • Identify an action plan to address substance
abuse problems to reduce crime and disorder and
•Create a risk assessment of short -term and other social issues to ensure a health community.
long -term public safety threats.
•Work with other county agencies to prevent and
address substance abuse in the community.
is
COMMUNITY DIVERSITY
20/20 Vision
Community connections are an essential part of Actions /Strategies
Vail's livelihood. Vail is a close -knit and inclusive
mountain community and its passion for the place •Retain and build upon existing activities and
is infectious. Whether a person lives, works, or occasions that strengthen our community life.
visits here, there is a special bond that ties
people together. This is a place where everyone .Assess existing and future community facility
is welcome and community contributions are needs in partnership with the Vail Recreation
highly valued. Vail takes great pride in District, Vail Valley Foundation, Vail Resorts,
celebrating its diversity and together its people Eagle County School District, Vail Valley Medical
appreciate the distinct recreational, cultural and Center and others.
educational qualities that can only be found in
Vail. The community actively participates in the
growing number of activities taking place in Goal #2: Create opportunities to strengthen
facilities that are well maintained and appeal to community diversity.
Vail's diverse needs. As individuals, stakeholders
feel a responsibility to participate fully in the Actions /Strategies
community, exchanging ideas and sharing a
commitment to fulfill the collective vision in .Embrace policies and practices that
making Vail the best place on Earth. Vail is accommodate a diverse population including the
known worldwide for its innovation, civic town's goal to house 30 percent of the
leadership and overall best practices. For visitors community's workforce in Vail.
and residents, there is no better place than Vail.
•Retain and recruit community institutions that
20/20 Implementation strengthen our diverse community characteristics.
Based on input from the community during the Goal #3: Expand opportunities for effective
20/20 process, town staff developed the following community leadership.
goals and action strategies to support the
community diversity vision. The goals also reflect Actions /Strategies
the common themes heard from the community
during the 20/20 process. .Build upon Vail's ongoing reputation of
responsible and effective leadership.
Goal #1: Create opportunities for enhanced .Increase opportunities for citizen involvement in
community interaction through increased the decision - making process.
activities, occasions and physical locations that
bring our diverse community members together. .Increase community civility in the decision -
making process.
•Work with community to make Vail an
environmental leader.
19
TOWN OF VAIL
Town Council Retreat
December 8, 2009
Making Vail a Better Place
Council Comments TOV Staff Comments
THINGS TO MAKE VAIL A BETTER PLACE
Improved skier drop off Seamless relationship between VR and TOV (common mission - strategic goals and
Improved parking /transportation tactical objectives). Quarterly meetings to ensure we are on the same page with VR
With Vail Resorts, expand the Lionshead Parking structure Have a "Family Days" week, in which all skiing and restaurants are discounted to families.
to the East and start solving the CURRENT parking issue The typical family does not come to Vail -too expensive.
(400 space deficit) on a site that is owned by the TOV and is currently Renovate the Main Vail Fire station ASAP (I'm serious) it gets significant traffic, visitors,
used for parking. This could increase the flow of $$$ into Lionshead and exposure, yet is the most dilapidated /outdated structure in the Village. Add community
mall area. restroom as part of renovation.
Continue evaluating the TOV staffing level so that we are as lean as possible A coordinated vision that we refocus and realign, we ask tough questions and determine what will
while maintaining essential services. Efficient use oftax dollars. be needed over the long term to be successful. An integrated business plan that determines what
Identify critical infrastructure maintenance issues and realistically prioritize growth rate is needed in a competitive resort market environment. Will we get the agreed to
them. Continue conservative annual budget preparation to balance results and outcomes we identified we need to achieve success. We all need to pull together
capitol and operational needs. cooperatively.
Better customer service - remember who is paying our salaries. Play to our strengths and capitalize on them, copy our competitors if we can where we are weak.
Make next -bus system accurate and /or work. Use market research and data where necessary verses emotion and opinion.
Take a walk in the guest's shoes - Finish the rough edges, we are 85% of the way to completing a two Village makeover. Finish what
Signage- Friendly? Welcoming? Informational? we started then go and evaluate any remaining warts and fine tune them as well. Entries, wayfnding
Access in W & LH Drop off /pick up - Bus & Shuttle Drop off ect. We established the house per se now we need to add furniture and fixtures and programming.
Welcoming? Convenient? Flowoftraffic? Signage? Address parking and regional transportation issues.
Parking Increase recreation programs and amenities.
Elevators- easyto find, well lighted? Make some headwayon environmental initiatives.
Information -Town maps- one stop shop - easyto find? Increase collaboration and partnerships with business community, Vail Resorts, Eagle County, ect
Restrooms- signage availability during economic recovery.
Unannounced road trips to near by resorts to Iookfor ideas we Ramp of guests services.
borrow and steal. Agree on parking master plan.
Stimulate sales tax collection Lighting in pedestrian areas.
Thinklact like a successful mall operator Improve upon current parking situation.
Heads in beds strategies - pin pointed national /front range targets Ensure that Lionshead Transportation Center concept becomes reality.
Feet in the street strategies -45 mile radius -week of strategies Heighten strategic alignment of resort services and guests relations to improve the experience
Protect and promote your anchor stores for guests and residents.
Treat Bridge Street like Rodeo Drive Improve relations with Vail Resorts and Eagle County.
Treat commercial core like sections of a major mall - each with their own Continue to build long -term brand awareness that drives short-term sales and continue to position
marketing and event plan Vail as a world - class, year -round destination.
Bridge Street/Gore Creek Dr. Deliver a guest services product that reflects the billion dollar infrastructure improvements.
East Meadow Dr. Work on sustainable relationships with our partners: VRI, BOCC, VVMC, VRD School District ect.
Lionshead "edges" Get a conference center ballot passed.
ArrabelleNail Square Vail is a great example of a master planned communitywith a tradition of adherence to its master
West Vail plans. Unfortunately, many of Vail's master plan nin g documents are outdated and yet th ere is
Strategic placement of events that compliment the part of town they lot ofwork to still be done. Updating our master plans will make Vail a better place.
are staged in (Rodeo DR. high end merchants/high end Vail is mugne from other resorts in miry ways (Easy air and ground access, great shopping, .
restaurants= sophisticated higher end events) and time ofyearthey are great outdoor recreational amenities, pedestrian- centric villages, guest services, wodd -class
held to drive business. mountain experience, etc.). This sets us apart from other resorts.
Cross promote W & LH Our uniqueness is a strength that adds to the allure and attraction as a premier resort and a great
Improve access at all portals community. That said, focusing on further improving upon and enhancing our strengths
Coordinate guest service strategies /goals TOVNR /Merchants and not dwelling on those things we can not influence would make Vail a better place.
Encourage merchants to reduce their out of town shipping by 10% Tlne proliferation of vehicles (town tricks, private cars, loading and delivery vehicles,
Take charge of our own destiny ... provide more parking options construction trucks, etc.) in Vail Village and our pedestrian areas has a negative impact on the
Create /maintain ambiance in the Villages guest experience. The intrusion ofthese vehicles causes pedestrian /vehicle conflicts, negatively
Sound system to create energy /mood impacts the aesthetics, introduces unnecessary noise and odor, blocks storefront windows, etc.
Strategically placed entertainment The infrastructure is in place to implement the needed change.
Keep flowers out in the fall until they die from a freeze Further reducing and /or eliminating vehicles from the pedestrian areas will make Vail
Enhance guest experience with improved guest service. The community greeter abetter place.
program is a good first step. Collaborate with other stakeholders to deal Wth the difficult decisions facing Vail.
Continue to work on relationships with major partners, including Vail Resorts Build additional parking in Ford Park for summer events and those wanting to access skiing from
and WMC. the Village and Golden Peak.
Facilitate a return to levity that we have lost. Identify and provide skier drop -off close to the lifts.
Regress from construction economy. Provide better access /circulation/parking to arnerufles and events — ski nromrtain;
Focus on a world class community which wall result in a world class ski resort. Ford amphitheater, etc
Need to focus on a seemless relationship with respect to the guest would be my Erdnance the year-round economy, potentially dnrongh partnership with V V MC; sunmer sports
choice with a special emphasis on TOV areas to include meet & greet, parking and the wellness; on- mountain activities, etc.
and assistance at drop offs. Implement a strategic capital plain to address deteriorating town assets as well as needs for
parking, transit, housing, etc.
THINGS TO ACCOMPLISH IN THE NEXT TWO YEARS
Have Timber Ridge and the W. Vail Fire station well on their way to completion. Implement full RFID (Radio Frequency Identification) tagging of all library materials (tracks
The ground work has been done, let's get them through the approval processes ASAP. inventory, manages circulation, increases efficiencies) and implement self -check as an additional
Improve our environmental projects, for example, get the pay -as- you -throw program means of assisting our patrons. Discussions with possible vendors are currently underway and we
offthe ground; focus on getting the pine beetle recycling plant approved and completed. hope to begin implementation in the spring of 2010.
Have the improved LH transit center /skier drop off and parking improvements Improve HVAC system in the library using information gleaned from recent audits (mechanical
approved and ready to begin. This can be linked to a master strategic plan for use of & lighting /electrical). Phase in retrofits and other recommended cost - saving measures and
the LH TIF funds. efficiencies. Work with the Facilities Department of the TOV. Replace Iibrarys roof as it has
Workjointlyw,nth WMC and private parties to plan /construct a medical office already exceeded its life- expectancy.
building /new TOV municipal building to help the hospital expand successfully in Establish the Friends /Foundation ofthe Town of Vail Public Library. Identify key stake holders,
town while at the same time replacing the outdated municipal complex so we draft bylaws, applyfor 501 -c -3 status, build current membership and attract & retain future supporters.
can continue to provide first rate municipal services. Agree on competitive comp position.
Identify a bricks and mortar project for the conference center funds that increase heads Establish core base force.
in beds and expands our shoulder season options. E.g medical tourism or education. Combine host program with info. Center.
It should comply wth the mandate that the voters approved when the tax was Sustainable TOV budget - via evaluation of labor costs and re- prioritization of municipal
implemented. Evaluation of existing revenue streams and determination iffuture revenue sources are needed as it
Complete the West Vail Master plan and prepare for redevelopment in that area that relates to ongoing capital projects, TIF, conference center funds, RETT, ect.
preserves its status as a local focused community center that provides services that a Road map developed for items identified in Q.1.
town needs to survive (gas station, laundry-dry cleaners, barbershops, ect.) Get alignment and focus on capital spending priorities. Asset management, there is competition
Make sure approved properties work before approving more development. between the resorts wants and the assets the town is responsible for. Need to have the direction
Simba Run underpass. and Vision discussion first and understand what it takes to be competitive. The rest should follow.
Improve coordination and working relationslup with Vail Resort The additional revenue can help a lot.
Meet more regularly Determine our direction everyone have good ideas but we are scattered.
Coordinate marketing efforts Establish secure revenue sources to sustain the services and infrastructure improvements needed
Together plan for the launch and shut down of each ski season. to stay at the top of the resort market. Hotels remodel every five years. In some ways we are
(proactive, not reactive) in the same scenario. Two such sources are more paid parking ifwe captured 20%
Shine guest service philosophies (1 2,3,4,5 dollar rate structure) offree parking at winter rates this equals 2 -3 million dollars. A
Ski Area rankings- strategjze together in each category combined lodging and sales tax to sustain the resort services we provide.
Shared vision of mountain & commercial core success strategies Complete the West Vail Fire station. Continue with Wildland Mitigation - complete pile burning,
Coordinate efforts of VLMD, CSE, Infornafion Booths, Economic ensure Wildland budget stays in tact. Deploy Wildland crews when applicable so they can get
Advisory Council, and local chambers/business associations. much needed experience and create revenue stream.
Collapse into one entity reporting up through Economic Renovate the East Vail Fire station and replace an aging (maintenance prone) fire apparatus.
Development/Kelli McDonald. (Approve budgeted funds that are earmarked for this project). Hire a full time Tmining Officer.
Sub - committees with sub -focus meet monthly. Form a task force to begin the process for placing a question on use of the conference center
Meet every other month as one group at which time sub committees funds on the November 2010 ballot.
report to entire group. Bring more overnight visitors to Vail to increase revenue and sales tax generated through marketing,
Econonic Development would be lead VBCA. Act as "paid lobbyist" partnerships and special events.
for business community. Regain the number 1 ranking for Vail in Ski Magazine by improving guest service, value perception
VBCA, Information Booths & Community Volunteers collapsed into and overall satisfaction.
one entity in charge of dispersing information. Redevelop Timber Ridge
Tax increase to provide peimhahent/stable funding for chdtual, entertzinmhent and Raiselimprove customer service standards
educational events /programs /entities using Denver, Aspen, and Telluride as model. Use TIF for LH infrastructure improvements.
Bite the bullet and develop more parking -stop waiting for others- control our destiny Increase use of modern technology to improve access to municipal services (customer
Prioritize Capital Projects List - you are working on this but we need to determine service) and increase productivity and efficiency (reduce operating expenses).
some policy direction prior to just picking projects. For example, is it still the town's Complete a technology audit to term our strengths, weaknesses, opportunities
policyto have only commercial on the first floor? If not, and office space is acceptable mid threats
we may want to consider putting offices in the Iionshead auxiliary building Upgrade the Permits Plus software currently utilized on the development review
Create more affordable housing - continue forward with Timber Ridge, and look at other Create SOP's across the organization for the use of softwarm prograns and functions
opportunities to build such as on Chamonix Site and other town owned lands. process to a web -based progran
We should do our own market research studyto determine actual needs. Father develop the Town's geographic information systems capabilities trough
Engage those aspect of the community that are traditionally not heard at council meetings Inplement the ability for electronic submittal of information and materials to the Town
(host coffee talk, get plain speak agendas, get away from alphabet soup) cross- depantinent coordination
Ensure that all projects are completed to a world class level - ther are many projects Update the Town's ten-year old website and website format
in the pipeline and before adding more to a two year agenda I would like to ensure Create `less paper" packets and materials through better coordination and
that we reflect on our current list of projects. organization
In my mind the West Vail Fire Station is a given. My priorities for the next year, Purchase electronic plan review software and allocate finds for twining and
not two years would be to improve the economy and business climate in town development
by developing and implementing a plan with VRI which will drive destination visitation Update the Town of Vail Zoning and Subdivision Regulations and Design Guidelines to
summer as well as winter while also focusing on improving on the TOV business improve customer service, enhance the development review process, and increase
processes for approvals, from special development such that we are making it easier the effectiveness of the prescribed regulations.
to do business with the TOV. Complete and implement a strategic parking plan Gain the support aid buy -in of the Town's Boards and Commissions on the
so we can determine how mcuh parking will be needed and where it should be immediate value of this effort and the long -term benefits to the conunmity mid the
developed. Timber Ridge - Get it started and move Chamonix forward so first parse is customer.
ready to go in 2011. Maintain regular schedule of work sessions aid public meetings to advance the
project forwad.
Host a series of public open house meetings to gain input aid comment from the
community.
Maintain a regular schedule ofiueetings with a teclmical advisory panel to gain input
and comment from specific stakeholders and interests in the comnnunity.
Appropriate funds to compete the project to ensure that the long -term benefits of
the project are realized.
Advance the Town of Vail Environmental Sustainability programs and initiatives.
Reaffirm die goals, policies and action steps identified in the recently adopted
Town of V ail Environmental Strategic Plan
Research the value of the Planning & Enviromnental Commission and/or create
an Envirmmnental Board to aid in the irnplennentaflmn of tlne Town's
enviromnental programs and initiatives.
Complete the facilities energy audit and pursue grant funding for implementation
Complete construction of Tinnber Ridge Phase I; tactics— work w/ Vail Timber Ridge LLC
to make it happen; get release from US Bank on collateral or arrange newfnancing
Complete transit center in LionsHead; tactics — find a design option accommodates ECO
buses and really improves guest drop -off in a significant way tie, close in) and; do not compromise
parking options long -term; tap into federal dollars and TIF
Develop a sustainable organization and business model within the constraints of a `Stew
normal"
of lower revenue. Tactics: Staffto re -focus on the organizational health process /issues in early
2010 for inclusion in 2011 budget process
Identify alternative sources of revenue to reduce our reliance on sales tax, this would probably
mean increasing property taxes as we have the lowest in the County and are the only full- service
community.
Bring civility and the ability to disagree in a respectful manner to our public discourse. This may
require clear messages of appropriate behavior at Council meetings and limiting the time that each
member of the public has to provide public comment. This Wll help the public get to the point and
leave the rhetoric at the door.
LOOKING OUT FIVE - TEN - FIFTEEN YEARS, WHAT WOULD YOU LIKE TO COMPLETE OR START
IN ORDER TO ENSURE VAIL MAINTAINS ITS PREMIER MOUNTAIN RESORT STATUS
In the next 5 -10 -15 years I'd like to see tremendous improvement in public transit. The
more we facilitate this, the less we have to worry about parking. We need to make Comprehensive renovation ofthe public library. Recapture the library's entire square footage for use
transit a valley vide priority. We also will have to address the rapidly deterioration as a public library (would require altemate housing options for the current residents on the lower level)
capital projects in the town. In 15 yrs. I'd like to see a vital medical tourism business Move towards centralizing patron services at one service desk as opposed to two. Realize increased
as a third economic engine for the town. That may involve developing the existing usage ofthe librays community room as it's an ideal space for a variety of educational opportunities
municipal buildings lot and moving the town offices somewhere else. special programming options (collaborative ventures with Vail Symposium, for example) and as a
The Simba Run underpass would provide alternatives to traffic flow and would make the location for a civic engagement.
town a safer place. It could enhance public transit. Simplify Town Code
Identify the role that ECO Transit plays in the community and work with the county and Size of volunteer force exceeds $100. Results in slammer full -time staff
other municipalities to protect and enhance the system. Resolve housing strategy
Is there a better in -town transportation mode to replace the busses? Identification ofthe next "Big Idea' or G-HAG that has community buy-in.
Increase our already low property tax mil levy to reduce our dependence on sales tax. Giving more meaning to what is meant by "premier mountain resort community." What are its
Look at an additional lodging /sales tax combination to get special events out ofthe general characteristics? Howwould we knowifwe achieved the vision?
fund and create their own dedicated funding source. Use the 50th anniversary celebration to launch several new programs and /or initiatives that will be
Make sure approved properties work before approving more development. legacy for Vail's next 50 years.
Simba Run Underpass Strong environmental policy th at is comprehensive
Complete West Vail Fire station to improve our safety A plan to for building TOV upgrades, replacement includes VERDI buildings and a discussion of
I would like to start a conversation and possibly see the start of "brick and mortar" on an new buildings if needed
indoor performing arts center or other cultural /educational venue. A determination of what is needed in the long term to continue to be successful (define successful)
Completion of construction of an affordable housing community on the Chamoix site. and strive. What type of growth above inflation is needed? How does the growth projected
Every decision should be placed in a context of does it ft the postcard image of out over the years look? Do we have the capacity to meet the growth? Can we sustain and stay
Vail, does it value ther environment, is it balanced and forward thinking and does it competitive without growth?
encompass the levity that has characterized much of Vail's culture. Budget for and complete one major infrastructure project each year (TOV Buildings- Municipal building
What I would really like us to achieve is a vision ofwhere we want to be in 10 -15 Library, act)
years, updated everytwo years to reflect market and economic realities, which Continue (never cease) to enhance our level and enthusiasm relative to customer service. Do not let
would include a detailed look at what is going to drive our economyand then a complacency creep in, orwe will surelyfail.
capital plan that would match ourvision forthe furture and which would have Invest in our employees! Theyw Il be /are the foundation of our continued success. This includes
been refined to the point that we know it is acheivable, give our current economic employee housing. EHOP program, competitive benefits, ect If we get behind in these areas,
conditions. we will lose our primary and most valuable resource - our employees!!
One town wide customer service program embraced by Vail Mountain, Vail businesses and the
Town of Vail
A permanent funding mechanism for all special events to reduce the spending from the general fund
e.g. a similartax thatwas instituted to fund the conference centerwhich was a
combination of sales and lodging tax
Establish partnerships to create a far deeper set of programs around passions at the intersection of
outdoor sports /recreation + healthAvellness to position Vail as THE wodd -class year -round destination
for cultivating those passions.
Support, enrich, implement sustainable environmental programs
Develop a more strategic plan for mountain replacement of public facilities
Regain #1 standings
Additional parking with the long term goal of having improved mass transit, which will reduce the need
for future parking increases
Host the Olympics
Implement a year tumid econcauvAieads in beds strategy per 1.)2 and
2.k1 above — make us a "year round" premier mountain resort
Conshniction of additional parking and improved access /circulation
Implementation of strategic capital plan
Five years — Completed the first phase of construction on the Cliamonix employee
housing project and be progressing on the subsequent phases and completed the second phase of
the Timber Ridge redevelopment. Additionally, the Town will be fully utilizing the wide army of loading
and delivery opportunities afforded as a result ofthe mid -2000 redevelopment efforts.
Ten years — Completed Hie West Vail Redevelopment Master Plan and having several
properties already implementing improvements pursuant to the Plan thus creating a more diverse
revenue generating structure forthe town. Additionally we will be nearing completion of all phases of
the Ever Vail project. Ever Vail will advance this community into the stage of success
Fifteen years- Completed construction on a nnniber of transportation and transit
improvements and enhancements ensuring that traffic congestion is not a limiting factor or
detractor from Vail's continued success.
TOWN OF VAIL
Town Council Retreat
December 8, 2009
Strategic Areas of Focus
Economic Development
Environmental Sustainability
Employee Housing
Transportation
1
ECONOMIC DEVELOPMENT
ECONOMIC RECOVERY
The town is continuing to focus its efforts on a business plan for the community's
economic recovery. A three -part goal has been identified:
1. Work with resort community partners to retain leadership position in 2009
lodging and tourism activity in comparison with resort competitors.
2. Maintain municipal service levels while operating within the constraints of
the 2010 approved budget.
3. Monitor the budget throughout the year and amend as needed if actual
revenue is not equal to projections. A consistent re- evaluation of
economic objectives, strategies and tactics will be conducted to remain in
a leadership position in this evolving, "new normal" environment.
Tourism remains the primary economic driver for Vail but has shown season over
season decreases. On a positive note, Vail continues to outperform other
mountain communities in lodging occupancy. Vail Mountain saw more skiers this
year than last winter, and has sold more EPIC passes for this coming season
than last. Enplanements at Eagle County Airport are reported up 4.5% for this
coming ski season over last season. Recent attendance figures from special
events indicate an increase in people coming to Vail for events. Vail has
experienced a similar decrease in real estate sales to other resorts.
KEY MILESTONES COMPLETED
• Adopted Vail's first -ever Economic Development Strategic Plan which
contains 6 goals, including a focus on building a year -round economy. Fall
2008
The six goals outlined to accomplish this are:
1. Build a strong relationship between the Town of Vail and Vail business
community.
2. Increase the Town of Vail's economic activity as measured by sales tax
revenue to exceed annual inflation, as measured by the Consumer Price
Index.
3. Focus on building a year -round economy; reduce economic seasonality
by growing the summer economy (May- October) at a rate greater than the
winter economy (November - April).
4. Provide support for a workforce delivering world -class service to positively
impact Vail's economy.
5. Provide support for sustaining, upgrading and maintaining Vail's capital
assets as it relates to sustainable economic health.
6. Support the stimulation of diversity of services and businesses locating in
the Town of Vail.
2
• Contributed $550,000 in winter marketing stimulus funding for "Vail All the
Love" campaign which resulted in 7,000 incremental room nights during the
season. Winter 2009
• Expanded the community host guest services program to include coverage
on Fridays. Winter 2009
• Developed and shared monthly economic indicators and trends to help
respond to changing economic conditions. FY 2009
• Provided $1.4 million plus in -kind services to help fund special events to
generate summer and shoulder season business which resulted in increased
attendance during select events. FY 2009
• Implemented $2 million summer and shoulder season marketing campaign
from Vail Local Marketing District which resulted in 11,000 incremental leisure
room nights and $1.6 million of group sales room nights being booked in the
Town of Vail. FY 2009
• Embarked on a partnership strategic alliance to leverage the Vail brand with
well known companies in the sports, fitness and wellness categories resulting
in 20 potential partners as well as hosting a Women's Wellness Summit. FY
2009
• Vail indicators outpaced resort competitors during the winter of 2008 -09 and
the summer of 2009.
• Commissioned an economic impact study of the Vail Valley Medical Center to
the Town of Vail. Spring /Summer 2009
WHAT'S NEXT
• Work with the Vail Economic Advisory Council to advise the Vail Town
Council, Town Manager and the community on economic issues that will
sustain, enhance and diversify the town's economy. Ongoing
• Continue successful marketing efforts and special events and remain flexible
for new opportunities given the "new normal" environment to maintain the
goal of being the "premier mountain resort community." Ongoing
• Maintain revenue levels of 2009 sales tax generated. FY 2010
• Continue to build long -term brand awareness that drives short -term sales and
continue to position Vail as a world - class, year -round destination. Ongoing
• Heighten strategic alignment of resort services and guest relations to improve
the experience for guests and residents and transition from redevelopment to
celebration of the new infrastructure. FY 2010
CONFERENCE CENTER FUNDS
PROPOSED PROCESS
The conference center fund has a balance of $9.3 million, available for
disbursement when approved by the voters. There are two courses of action for
disposition of the conference center fund revenues allowed by the November
2005 ballot: create a refund mechanism or take a ballot issue to the voters. The
refund option was discussed in February 2006 and determined not viable due to
complications involved in returning funds to taxpayers and loss of an overall
community benefit. The February 2006 discussion also led to the conclusion,
reaffirmed in 2007, that reallocation must be used to reflect the original intent of
the conference center taxes to "increase occupancy and increase overall
economic activity." This concept has been supported by the lodging community in
letters to Town Council as well as appearances at Council meetings and in
discussions at the Vail Economic Advisory Council. There are currently two
citizen groups proposing use of the conference center funds for redevelopment of
existing buildings — CMC building at Vail Cascade and Dobson Arena.
HOW TO PROCEED
A task force could be formed to begin the process for placing a question on use
of the conference center funds on the November 2, 2010 ballot. This could be a
task force led by a Council member or two, with some resolution by late spring.
Town must notify Eagle County Clerk and recorder by July 23, 2010 if we wish to
be on the general election ballot and must certify the ballot question no later than
September 3, 2010.
This group could use an RFP -type process to solicit proposals for the use of the
conference center funds. Criteria by which to evaluate the proposals could
include the following:
• Does it increase occupancy?
• Does it increase economic activity?
• Are there community benefits?
• Is it bricks and mortar?
• Is there a business plan that creates a sustainable operation?
• Does it put the Town of Vail at risk financially?
• Does the proposing entity have a successful track record?
• Will it be supported by the voters?
If Council is interested in this approach or some other approach, this should be
scheduled for an upcoming Council meeting for discussion.
4
ENVIRONMENTAL SUSTAINABILITY
In January, 2009, the Town of Vail adopted an Environmental Sustainability
Strategic Plan, which established 6 key goals for the Town of Vail:
1. Solid Waste Stream Reduction and Recycling: Reduce the amount
of Town of Vail landfill contributions by 10% within 5 years, and 25%
within 10 years.
2. Energy Efficiency: Reduce the Town of Vail municipal and
community energy use by 20% below 2006 levels by 2020, in order to
effectively reduce the Town's contribution to greenhouse gas
emissions and impact on global climate change.
3. Ecosystem Health: Ensure that the natural environment, specifically
air and water quality, water quantity, land use and habitat are
maintained to current or improved levels of biological health.
4. Sustainable Economic and Social Development: Lead
programmatic efforts to promote sustainable and profitable business
practices within the Town of Vail and the Vail community. Implement
employee sustainability programs to maintain high quality of life.
5. Public Education and Communication: Increase public education
and awareness, communication and environmental stewardship in the
Town of Vail.
6. Transportation: Reduce the environmental impact of transportation
by supporting efforts within the Eagle Valley to decrease total Vehicle
Miles Traveled (VMT) by commuters and guests by 20% by 2020.
KEY MILESTONES COMPLETED
Policy & Regulatory Actions
• Created the position of Environmental Sustainability Coordinator to
focus on the town's environmental goals full -time.
• Updated the town's regulations making dead trees a nuisance to
assist in the town's wildfire protection actions.
• Adopted Town of Vail Environmental Strategic Plan.
• Completed feasibility study and regulatory options for a volume -
based, or Pay -As- You -Throw waste reduction program.
• Adopted 2009 International Energy Conservation Code with
amendments containing more stringent requirements for boiler and
window efficiency.
• Adopted 2009 Fuel Gas Code with amendments that improve natural
gas usage related to fire pits.
Monitoring & Measurement Actions
• Established a baseline scenario for Town of Vail organizational green
house gas emissions and energy consumption, residential waste
levels and recycling participation rates, water quality and forest health
and established measurable, attainable goals for improving the
baseline.
• Completed stream tract survey to identify encroachments on public
property to ensure protection of water quality and riparian corridor.
5
• Initiated RiverWatch stream health monitoring program, to assess
metals, dissolved oxygen, and stream health on Gore Creek sites.
• Installed monitoring device on 4.53 KW solar system at Colorado Ski
Museum.
Public Education & Environmental Stewardship
• Completed facility -wide energy assessment and implementation plan
goals and released a request for proposals, Re: energy audit for town
facilities.
• Received the following environmental grants: 1) USDA waste
composition, recycling education and survey ($100,000) for Garfield,
Pitkin, Eagle counties; 2) NWCCOG Technical Assistance grant
($5,243); Pay -As- You -Throw feasibility study; 3) $6,000 awarded for a
stream bank restoration project in Stephens Park by the Colorado
Water Conservation Board Healthy Rivers Fund; 4) AIA Colorado
Chapter grant for Sustainable Design Assessment Team project
($15,000)
• Prepared U.S. Department of Energy grant for biomass pilot project
• Implemented E -waste recycling program, collecting over 8,000 lbs.
• Reinstated Trees for Vail forest restoration program. Red Sandstone
students planted 75 trees with another 100 trees donated to Vail
residents.
• Initiated pilot municipal compost program following site visit to El
Jebel commercial compost facility.
• Completed a $135,000 recycling center improvement project.
• Facilitated a pilot recycling program for bars and restaurants in Vail
Village that has diverted thousands of glass containers from the local
landfill.
• Completed Black Gore clean -up project to prevent road sand on 1 -70
from migrating into the creek.
• Completed a Gore Creek water quality protection plan.
• Conducted a successful program and finished 5 out of 30 in the
Colorado Association of Ski Towns Reusable Bag Challenge to raise
awareness about the benefits of reusable bags.
• Created a citizen's advisory committee to assist with improving
recycling and waste diversion practices, and exploring the Pay -As-
You -Throw concept.
• Held Sustainable Building Initiative public workshop.
• Served on steering committee, held community charettes, compiled
data for Sustainable Design Assessment Team project.
• Retrofitted the Community Development Department lighting system,
saving approximately $1500 /year in operating costs.
• Coordinated Employee Environmental Focus Group efforts to improve
Town environmental stewardship.
• Conducted Town Clean -Up Day event with 100 citizen volunteers.
• Led volunteer effort for 4 miles of Gore Creek as part of the Eagle
River Clean Up.
• Led volunteer effort for 6 miles of 1 -70 as part of the ERWSC Highway
Clean Up Day.
6
WHAT'S NEXT
Policy & Regulatory Actions
• Adopt Sustainable Building Initiative. Fall 2010
• Complete volume- based, PAYT pilot program in cooperation with
Waste Management and Vail Honeywagon. Winter 2010
• Adopt volume -based waste diversion and recycling program for
residential households. Spring 2010
• Adopt recycling ordinance for commercial properties based on Vail
Village Pilot Recycling program input and results. Spring 2010
• Adopt stream tract encroachment compliance policy and
implementation strategy. Ongoing
• Adopt Gore Creek Water Quality Protection Plan. Summer 2010
Monitoring & Measurement Actions
• Work with the Governor's Energy Office, Johnson Controls Inc. and
Rocky Mountain Institute to assess current /future energy needs, and
implement energy efficiency measures for all municipal facilities.
Identify potential renewable energy projects and policies. Reduce
carbon emissions based on the Vail 20/20 input. Winter 2010
• Increase voluntary compliance of dead tree removal to reduce wildfire
hazard areas. Ongoing
• Complete community greenhouse gas emissions inventory. Winter
2010
• Conduct demonstration energy audits and blower door testing (Home
Energy Efficiency Ratings on town housing units) Winter 2010
• Publish State of Gore Creek Report indicating first year's results of
water quality monitoring. Fall 2010
Public Education & Environmental Stewardship
• Implement the Gore Creek Water Quality protection program to
assess pollutant sources entering Gore Creek from roads, residential
and commercial properties, and identify opportunities to reduce them.
Winter- Summer 2010
• Work with citizens recycling committee to determine final improved
waste diversion and recycling program. Spring 2010
• Initiate an employee vanpool program to reduce carbon emissions
and parked cars. Winter 2010
• Provide RiverWatch presentations and education programs to Vail
students. Spring 2010
• Administer recycling education program for grades 3 -5 as part of the
USDA Tri- County Waste Composition grant program.
• Continue on -going programs: Trees for Vail, E- Waste, Town, Highway
and River Clean -Up Days
• Enhance current drop off center guest experience by installing solar
powered lighting.
• Investigate additional public recycling drop -off center opportunities.
• Re- affirm the core value of environmental stewardship within the
Town of Vail through management buy -in and support, and employee
and community education.
7
• Explore establishing an Environmental Commission or strengthening
the preferred minimum qualification requirements of the Planning and
Environmental Commission (PEC).
• Strengthen partnerships with key stakeholders, particularly Vail
Resorts to further mutual environmental goals.
• Further empower the employee environmental Focus Group to take
action in their own departments. Support EFG through annual budget.
8
EMPLOYEE HOUSING
In September, 2008, the Town of Vail adopted an Employee Housing Strategic
Plan, which established the following goal for the Town of Vail:
The Town of Vail recognizes the need for housing as infrastructure that
promotes community, reduces transit needs and keeps more employees
living in the town, and will provide for enough deed - restricted housing for
at least 30% of the workforce through policies, regulations and publicly -
initiated development.
KEY MILESTONES COMPLETED
Policy & Regulatory Actions
• Adopted commercial linkage and inclusionary zoning requirements for all
new development and redevelopment in high density and mixed -use zone
districts. Spring 2007
• Adopted Town of Vail Employee Housing Strategic Plan to ensure future
actions further the town's housing goal. Fall 2008
• Amended commercial linkage and inclusionary zoning to require on -site
mitigation for new construction and demo - rebuilds. Spring 2008
• Amended the Town Code to allow employee housing units as permitted
uses in all zone districts. Spring 2008
• Established the Employee Housing Exchange Program. Winter 2009
• Established baseline "existing conditions" for all housing units in Vail.
Summer 2009
Acquisitions
• Purchased three units at Gore Range Condominiums II to provide rental
housing for six additional TOV employees. Fall 2008 and 2009
Town - Initiated Developments
Chamonix Property, Timber Ridge, Arosa Drive Duplex
• Chamonix Property and Wendy's Property rezoned for implementation of
the Chamonix Master Plan. Fall 2008
• Chamonix Property Master Plan amended to include the " Wendy's parcel"
and expanded employee housing opportunities. Winter 2009
• Vail Land Use Plan amended to include the Chamonix Master Plan.
Winter 2009
• Market study completed for Chamonix property. Winter 2009
• Established the Timber Ridge Redevelopment Advisory Committee to
create redevelopment goals and parameters. Winter 2009
• Issued a request for proposals /qualifications based upon the
recommendations of the Timber Ridge Redevelopment Advisory
Committee. Winter 2009
• Selected redevelopment team for negotiations. Spring 2009
• Signed pre - development agreement with Vail Timber Ridge, LLC. Fall
2009
• Issued RFP to develop an employee housing duplex on Arosa Drive.
Spring 2009
• Selected developer to construct Arosa Drive duplex. Summer 2009
• Commenced construction of the Arosa Drive duplex. Completion June
2010
Private Development Requirements
• Provision of 11 beds of employee housing for the Willows redevelopment,
including one unit on site. Fall 2007
• Construction of 38 on -site employee beds as part of the Vail Plaza
development. Fall 2007
• Provision of nine beds of employee housing for the Front Door
development. Fall 2008
• Construction of one on -site employee housing unit as part of the Manor
Vail expansion. Spring 2009
• Provision of one unit of employee housing for the Lion Square North
expansion. Fall 2009
WHAT'S NEXT
Policy & Regulatory Actions
• Enumerate and quantify the effects of housing employees within the TOV.
Winter 2010
• Increase zoning incentives to develop new privately owned employee
housing units. Winter 2010
• Simplify EHU Zoning Regulations as part of the overall 2009 Zone Code
Update. Winter 2010
• Re- examine EHU Exchange Program. Winter 2010
• Work regionally to ensure additional employee housing development
throughout Eagle County. Ongoing
• Update the Vail Land Use Plan to identify additional sites for employee
housing. TBD
Town - Initiated Developments
Chamonix Property, Timber Ridge, Arosa Drive Duplex
• Develop phasing options and site infrastructure costs on Chamonix
property, Winter 2010
• Issue RFP and construct new employee housing on Chamonix property.
TBD
• Redevelop' /2 of Timber Ridge. Spring 2010
• Complete construction of Arosa Drive duplex and sell units to local
employees. Spring 2010
• Evaluate potential for new development at 2507 Arosa Drive (Town
Manager's). Winter 2010
• Evaluate EHU development potential on Red Sandstone Tot Lot parking
lot. Winter 2010
• Acquire additional Gore Range II Condos. Ongoing
10
Private Development Requirements
• Issue building permit for construction of 124 beds of employee housing on
North Day Lot by Vail Resorts to fulfill previous requirement associated
with completion of the Arrabelle at Vail Square. Spring 2010
• Construction of on site housing to accommodate 56 employees at the
Four Seasons Resort. Spring 2010
• Provision of nine beds of employee housing for the Ritz - Carlton
Residences. Fall 2010
• Provision of 22 beds of employee housing for the Solaris development.
Fall 2010
11
TRANSPORTATION
The Town of Vail has established the following goal around transportation:
Create an integrated transportation system with high levels of service that caters
to the many needs of our residents, guests and employees and embraces the
many issues of the surrounding natural and built environment in its design,
implementation and operation.
KEY MILESTONES COMPLETED
Town initiated Programs
• Adopted Vail Master Transportation Plan Update. Spring 2009
• Completed Vail Traffic Impact Fee Nexus Study. Summer 2009
• Completed Lionshead Transit Center Feasibility Study Phase I. Fall 2009
• Completed Ford Park Feasibility Study Phase I. Fall 2009
• Implemented successful parking management plan to lessen winter
parking impacts. Winter 2009
Outside Agency Programs
• Reviewed Rocky Mountain Rail Authority Plan. Fall 2009
• Launched 1 -70 Coalition of www.gol70.com travel website. Winter 2009
• Submitted Evervail Frontage Road Relocation Application CDOT.
Summer 2009
• Established CDOT pilot program for Frontage Road Parking. Winter
2009
WHAT'S NEXT
Parking
• Review parking demand numbers and parking user mix, reaffirm parking
shortfall targets now and in the future. Winter 2010
• Understand the layout and spatial relationship of demand generators and
user preferences. Winter 2010
• Review past work on where the parking demand can be placed with
appropriate costs, pros and cons of each scenario. This includes use of
the frontage roads. Winter 2010
• Decide on a first phase of parking expansion and advance the project
forward to implementation. TBD
Transit
Town of Vail
• Finalize Lionshead Transit Center Recommendations. Winter
2010
• Obtain entitlements of the Recommended Improvements. Winter
2010
• Prepare Phase 1 Construction Documents. Spring 2010
• Begin Phase 1 Construction. Summer 2010
• Complete remaining phases of the plan. TBD
12
Outside Agencies
• Work with the appropriate partners on the next generation of ECO
transit. TBD
• Finalize Rocky Mountain Rail Authority Study. Winter 2010
Roadways
• Complete and refine Functional level Plans for the Vail Frontage Roads
which incorporate all elements of traffic circulation, wayfinding, variable
messaging systems, lighting, pedestrian and bicycle circulation,
landscaping, snow removal and other maintenance operations and
parking either overflow or permanent. Have plans ready to advance to
take advantage of traffic impact fees, TIF funding, and outside agency
funds. Winter 2010
• Determine ownership issue of the Vail Frontage Roads. Summer 2010
• Develop a feasibility study of Simba Run underpass to continue to
advance the plan toward a project eligible for funding from outside
funding sources. Fall 2010
• Complete last phase of Streetscape at Solaris. Spring 2010
• Design and Construct CDOT required improvements at West Lionshead
Circle and South Frontage Road. TBD
• Obtain final CDOT approval of Evervail Frontage Road Relocation Plans.
Spring 2010
Loading and Delivery
• Implement next phase of loading and delivery plan with the completion of
Solaris. Summer 2010
1 -70
• Construct utility and drainage improvements to accommodate Bald
Mountain Area Sand Storage. Spring 2010
• Complete I -70 Programmatic Environmental Impact Statement (PEIS).
TBD
13
TOWN OF VAIL
Town Council Retreat
December 8, 2009
Budget Review /Capital Project Prioritization
Status of the Budget
•
• Town emerged from the redevelopment phase with record revenues. This, along
with prudent spending has resulted in a stable financial outlook
• With a projected fund balance of $22M in the General Fund by the end of 2009,
the town's ratio of reserves to annual revenues of 78% far exceeds many other
Colorado municipalities. However, as a part of the 2010 budget, Council
allocated $3.6M of that fund balance toward the West Vail Fire Station.
• The town will be out of debt December, 2012, and currently holds a credit rating
of Aaa. This puts us in a great position for future bonding capacity should
Council want to bond for specific capital projects in the future.
• Town has approved a break even operating budget for 2010 totaling $28.9M,
with annual expenditures supported in full by annual revenues. Staff is
committed to establishing a sustainable business model for 2011 and beyond,
based on the "new normal" in revenue collections.
• • Solid master planning has led our decisions on streetscape and other
infrastructure improvements during redevelopment. The town has been strategic
with our capital dollars, which has resulted in a new face of Vail.
• Now that the redevelopment is coming to an end, Council will need to re- direct
how and when we invest future capital dollars. This may include an update of
our masterplans for what's next.
• There will be some carryover projects such as loading & delivery, use of the
conference center funds and master planning of Ford Park.
• There are also upcoming opportunities for capital projects such as
- Investment in LionsHead with TIF dollars
- Construction of a transit center with the help of federal grant money
- Redevelopment of Timber Ridge
•
Strategic Capital Plan - Background
In preparation for Tuesday's capital project exercise, we have included some background
information on capital projects within the Capital Projects Fund, the Real Estate Transfer
Tax Fund and the Tax Increment Authority (Vail Reinvestment Authority).
This information includes a look at both the 2010 budget and the next five years (2011 —
201 S). Each worksheet begins with revenue, then annual maintenance 1 ongoing fixed
costs for that time period. The remaining funds represent what will be available to spend
on capital projects in the future.
Capital projects are listed for your consideration. During the exercise, we will ask you to
work towards identifying priority projects based on your overall vision for Vail's future.
This list is not intended to be all - inclusive, but is based on items we have reviewed
during past budget processes.
_ T of Vail _
- -- - Capital Protects Fund Project List -
_ _ -- 20 - 2 _
20 - 2 016
. -L — -
2010 Total
Revenue — - - A - - - --
*opal Sales T Re venue: _ S 116 1 S K995,000 _
es Tax Split b/t Gen'I Fund 8 Capital Fu - — -- 61139 61 139
lax _ _ Cap ital Projec Fund at 61139 TS 6,4 $ 35,491, _
'Use Tax 500, _ i _ ,500,000
Federal G rant Revenue _ 2,50 1,428,000
L R J 184,5 931,770
Resale of Ar duple 1 CGOL Lo an_ repayment 775,000 15,000 _
Eaminp (m Ines_ tment and Otte 18,000 - _ —
Total Revenue 10,459,616 40,366,770
Ex pend itu res i -~
On -Going Maintenance
Parking Struc &Equipmen _ —_ 486,000 5, 729,000.
Buildings & Facilities 554,000 5,2 07,800
Cap ital Street Maintenance/ Street Li ght$ 797.500 5,726,000
---
_ Reface FJuse_s_8� Eq uip 2,198,600 1.537,400
_F T ruck Purchase f Refurbish - 1,780,900
Public S afety Te chnology 83,500 1,018,000
;Co E ui men[, Software, etc. 488,000 2
(Total On Cap ital Maintenance 4, 608,600 23,4 14,600
rvt nd Financin
IDebt S ervice on Outstanding Bonds 2,273,959 4,367,918
T ransfer from General Fund: 3,659,000 _
Transfer to Vail Reinvestment Authority 2,479,515 390,000 —
Tot Debt Servi and Financing _ 1,0 94,474 4,767,918
Fund B alance estimated a 12131110: 4,503
Funds Available for Projects: 16,696,379
Prol
West Vail Fire Station - PlanMn I Desi n 2.800,000 2,800,000 Construction of West Vail Fire Station
Main Vail Fire Station imp rovements 975 Remodel of Main Vail station after W Vail built
pail Fire Station Remodel 775,000
e Streetscape 300,000 Checkpoint Charlie, Covered Bridge heat. VVD heated walk.
T Neighborhood Road Reconstruction: E Vail Phase 1 5,575,000 Overhaul residential streets - 201 212 01 3 East Vail roads:
Columbine, Spruce Way, Streamside, Nugget Glen Lyon
Neighborhood Road Reconstruction: E Vall Phase 11 7,300,000 Overhaul residential streets - 201212013 East Vail roads:
Meadow Dr; Juniper, Main Gore, Lite Lane, Black Sear, etc,
Neighborhood Road Reconstruction Mill Creek 1,100,000 - Overhaul residential streets =09 design: Construction 2010
$1.1M for Mill Creek
Neighborhood Road Reconstruction: VVD 1.800,000 Overhaul residential streets -$1.8M for Vail Valley Dr In '11
Matterhorn Bridge reconstruction moved to 2011 due to
Neighborhood Bridge Reconstruction: Matterhorn 2,900,000 CDOT fiscal year and requirements: $828K funding from
federal grant
Neighborhood Bridge Reconstruction: Nugget Lane 1,750,000 Nugget Lane bridge reconstruction 2012
09 Vail Village wayfinding signs: S1801K for Main Vail round-
Variable Message Signs 1 Way - Finding improvements 65,000 265,000 about & Four Seasons: '10 Solaris; 'l 1 LionsHead and '12
East Vail
Buy -down Program 500,000 2,500,000 Increased to $500K per year as of 2009 per Housing Strategic
Plan
1 -70 Noise. E Vail berm 251,639 Construction of and East Vak berm would be phased; costs
not known at this time
$751 K accumulated amount over the years; split between E
1 -70 Noise: General funding 251,639 1,500,000 Vail berm in 2010 with remainder going to 2011; Annual
S250K budg beg ins again In 2012
Chamonix Site Development - Housing No budget estimated at this Ume
Creeks0e Housing Improvements 1,165,500 Need to gut plumbing; electrical wiring; roofing on TOV -owned
employee housin
Town Shop Improvements 8,225,000 Expansion of shop facility
Libra Remodel 8,500,000 Add third floor to the library, including elevator
Municipal Bldg - HVAC Renovation 2,400,000 `not replacement, only renovatlon of xx- r old system
'nta a Rd -East Vait 2,100,000
e Road • Ford Park 5,635,000
WWI Round -about Major Reconstruction 1,000,000
Total Projects - 68,205,500
Fund Satanee After Projects: 41 609 121
1
Town of Vail
- RETT_F Project List - -- - -- - _ - - - - - -
_
20 11-20 15
- - - -- �. 2,011 - 2018
2010 � Total
- - - -- - --
W E state Transfe Tax $ 4,283.000 $ 14,961,000
C ourse Lease _ -� - -_ 122,000 _ 647,591
V RDrepayment for promissory note _ 3 ' 995,136
Inter govenm R evenue + 20,000 100,000
Re creation Amenity Fees 10,000 52,
E arnings on Inve and Othe _ 40,402 15,879 , - _-
T otal Revenue 4,818 826 16,771
On - Going Maintenance
An nual Park and Landscape Maint 1,323 7,351,381
Management Fee to General F (5%) _ T 214,150 748,050
Rec. Path Capital Maint 150,000 553,226
- Tree Maintenance 65,000 325,000
Fo rest Health Management 26 5,000 1,325,000
Street Furniture Replacement 22,500 122,500 _
Park 1 Pia grou Capita! Maintenance 1 424,690 _
Bald Mountain Underpass Maintenance 200,000 - _
Envir onmental Sustainabilit 250,000 1,250,000
Pub - A n- Opera r 85 ,157 465,673
Alpine Garden Support 55 ,620 3 48.089 _
Bl Gore Creek Sand Ml ti ag tion 90,000 500,000
Total On-Going Capital Maintenance 2,835,905 13,413,609
Recreation Enhancement Account 122,000 Reserve account for golf course improvements - funded by annual lease
647,591 revenue
Fund Balance estimated at 12131/10: 10,161,762 f
Funds Available for Projects: 12 ,872,168
Pro ects
Art In Public Places - Programs ! Art 80,000 405,000 To purchase sculptures, artwork, art programs and events; remainder {s
re- each year to accumulate enoug funds
head Development 1 Improvement 74,000 improve traI1hesds; Contlnued need through 2012 (one trail per year);
Eliminated funding for 2410 2013 & 2014
Compliance wl VRD 10,000 50,000 Shared costs with VRD for ADA access at recreational facilities
Ford Park Master Plan 200,000 2,150,000 For master planning and parking survey work: Reduced 2010 from $3.3M1
to $200K to continue with planning onl
Ford Park Safety improvements 304,000 Playground improvements
Ford Park Soccer Field Parking 400.000 Reconstruct parking lot at soccer field
Construct widened 6' shoulders along all frontage roads; first priority Is
Frontage Road Bike Lanes/Trails 3,425,000
Blue Cow Chute to East Vail; path from Vail Mtn School to E. Vail a )dt;
2009 for design ($50K) and survey work ($10flK); construction was
budgeted In 2010; now pushed to 2011
Reconstructlon of playground per safety plan; 20 years old; In -house
Red Sandstone Park • Per Safety plan 439,000 design currently underway and staff working on a plan to deal with
p arking and ADA req uirements
Booth Creek Pla round 400,250 Des l n in 2 011 ; deferred construction until 2012
Booth Creek Park redevelopment - 1,390,000 Design in 2011; deferred construction until 2012
Donovan Park 304,000 Safety improvements to p layground & park
Public Restrooms 670,000 Tear down and rebuild (and enlarge) Ford Park restroom; Restrooms at
W. Meadow Drive & Vail Road; Pushed from'09 to'l1
Main Vail Roundabout pavement apron 130.000 Concrete apron to protect the grass from carsitruoks on the edge of the
roundabout - delayed from 2010 to 2012
VR"ana ed Faclilty Projects
Improvements to maintenance building and main clubhouse roof, parking
Golf Course Clubhouse, Starter Shack, etc. 33,004 1,007,2&7 lot, HVAC unit replacement, etc.
Golf Course - C**r Improvements 200,000 73,181 ADA access to clubhouse; bridge and retaining yell repairs
_ Dobson Ice Arena 100,000 193,881 2010 Central air units; 2012 Lighting and locker rooms
Ford Park 1 Tennis Center improvements 175.000 390,418 2009: Defer continued refurbishing of Ford Park tennis courts to 2010
( $6M , 2010: wa I kways & restroom roof per lease a regiment
Athletic Fields - 18,525 2012 as pha lt ove day of pa rkin lot
Youth Services 25,000 - 2010 Furnaces
Gymnastics Center 25,000 1,582 12010 Mechanical Improvements
Nature Center 10,000 17,413 12012 wood open rail fencin
- 1 VRi7 -Mane ed Facility Projects 568,000 1,902,267
Projects: 1,297,000 11,604,5117
Fund Balance After Projects- 1
2
T own of Vail _
Vail Rein Aut hority I TIF -
2011 - 2 015
- -- - - - -� - T 2
-- - -- - -
zala - Total t -- - -
Revenue -- - - -- - -- -, - - - - -- -
Pr operty Tax - Lion TI F ___2,02 - 16,966,000
Pro a Tax - Vail S Me tro_ Dis __ 3 75,000 _ 3,134,000
Federal Grant 2,47 9,515 2,500,0 . 0 Tota of appr $5M
Pr�ect Reimb - - — - - --
Earnings on Investments
To tal Rev 4,8 82,515 1 23,165,515
Ope Ex - -
Profes Fees 25,000 125,000
Management Fee 40,560 339,320
Treasurers Fee - LionsH TIF 60,840 508,980 -
Treasurers Fee -Vail S tare Me Distric 1 1,250 _ 94,020
Vail S quare Me Dist Pass Thr 363,750 3,039,980 -
Totai O perating - 501 -- 3,728,50
Fund Bal as of 1213112009 ^ —
Funds Available for Projects: 22027,45 - - -- - -
Pro ects
LionsHead Transit Center 600,000 12 000,000 ECO skier drop-off, code & ADA re mts
E. LH Entry Portal 2
LH Streetsca a connection to North Day Lot 300,000
East LH Circle 4700,000 Repave and new Ded areas
Concert Hail Plaza 1.000,000
Additional Parking at LH Structure
LionsHead Frontage Road Improvements 150 10,200 0
LH Auxilliary Building Renovation 1
LH Information Center Renovation 550,000
LionsHead Parking Structure Enhancements 3,000 000
Simba Run Underpass 27
Total Projects; 61,768,000
Fund Balance After Projects: (39,737,550
TOWN OF VAIL
Town Council Retreat
December 8, 2009
Council 2 -Year Goal Setting
Page 1 of 2
Stan Zemler - retreat questions
From: Kerry Donovan
Stan Zemler
&e: 12/3/2009 5:30 PM
Subject: retreat questions
To: Vail Town Council
From: Stan Zemler, Town Manager
Subject: Retreat Questions
Please answer the following questions in preparation for the December 8, Town Council retreat. Please return to me by
Tuesday, December 1. (or the evening of the 3rd ? ? ?)
<! - -[if !supportLists] - - >1) <! -- [endif] -->What two or three things can we do to make Vail a better place? (in
no order)
1. Facilitate a return to the levity that we have lost
2. Regress from construction economy
3. Focus on a world class community with will result in a world class ski resort
(W 2)What two or three things would you like accomplish over the next two years? Please be specific and identify
what "tactics" you would propose to achieve your goals.
1. Engage those aspects of the community that are traditionally not heard at council meetings — host coffee talk, get
plain speak agendas, get away from alphabet soup
2. Make sure that all projects are completed to a world class level — there are many projects on the pipeline and before
adding more to a two year agenda I would like to ensure that we reflect on the current list of projects
3)Looking out five- ten - fifteen years, what would you like to complete or start in order to ensure Vail maintains
its premier mountain resort status?
1. Every decision should be placed in a context of does it fit the postcard image of Vail, does it value the history of
Vail, does it value the environment, is it balanced and forward thinking and does it encompass the levity that has
characterized much of Vail's culture.
Please do not hesitate to contact me if you have any questions.
11.25.09 TOV
CURRENT ISSUES
ALO,if !supportLists] - - >• <!-- [endif]-- >LionsHead Transit Center
<! - -[if !supportLists] - - >• <!-- [endif]-- >Timber Ridge Redevelopment
<! - -[if !supportLists] - - >• <!-- [endif]- - >Ford Park Parking
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Page 2 of
<! - -[if !supportLists] - - >• <!-- [endif]- - >Ford Park Masterplan Update
<! - -[if !supportLists] - - >• <!-- [endif]- - >Ever Vail Development Proposal
<! - -[if !supportLists] - - >• <!-- [endif]-- >Strategic Plan for TIF Funds
<! - -[if !supportLists] - - >• <!-- [endif]-- >Conference Center Funds
<! - -[if !supportLists] - - >• <!-- [endif]-- >Budget Management
<! - -[if !supportLists] - - >• <!-- [endif]- - >West Vail Fire Station Construction
<! - -[if !supportLists] - - >• <!-- [endif]-- >Chamonix Affordable Housing
<! - -[if !supportLists] - - >• <!-- [endif]-- >Frontage Road Issues
<! - -[if !supportLists] - - >• <!-- [endif]-- >Completion of Ritz - Carlton, Solaris and Four Seasons
<! - -[if !supportLists] - - >• <!-- [endif]- - >Town Code Update
<! - -[ if !supportLists] - - >• <!-- [endif]-- >Capital Improvement Plan/Capital Asset Management/Strategic Plan
<! - -[if !supportLists] - - >• <!-- [endif]- - >North Day Lot Employee Housing Project
<! - -[if !supportLists] - - >• <!-- [endif]-- >Simba Run Underpass Study
<! - -[if !supportLists] - - >• <!-- [endif]- - >West Vail Master Plan
<! - -[if !supportLists] - - >• <!-- [endif]-- >Partnerships
<! - -[if !supportLists] - - >• <!-- [endif]-- >Revenue Diversification Alternatives
<! - -[if !supportLists] - - >• <!-- [endif]-- >Environmental Sustainability Projects
<! - -[if !supportLists] - - >• <!-- [endif]-- >Economic Development — Events and Marketing
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Page 1 of 1
Stan Zemler - Stan,
From: "Andy Daly"
"'Stan Zemler'"
Cc: 12/4/2009 9:19 AM
Subject: Stan,
Sorry for the delay in getting these responses back to you. I took a bit of liberty in expanding responses beyond those
provided.
1. A seamless relationship with respect to the guest would be my choice with a special emphasis on TOV areas to
include Meet and Greet, Parking and assistance at drop offs.
2. None of the choices. In my mind the West Vail Fire Station is a given. My priorities for the next year, not two years,
would be i) Improve the economy and business climate in town by developing and implementing a plan with VRI
which will drive destination visitation summer as well as winter while also focusing on improving the TOV business
processes for approvals, from special events to development< such that we are making it easier to do business
within the TOV. Ii) Complete and implement a strategic parking plan so we can determine how much parking will be
needed and where it should be developed. iii)Timber Ridge —get it started and move Chamonix forward so first
phase is ready to go in 2011.
3. Number 2 although covered in my response to #1. What I would really like us to achieve is a vision of where we
want to be in 10 -15 years, updated every two years to reflect market and economic realities, which would include a
detailed look at what is going to drive our economy and then a capital plan that would match our vision for the
future and which would have been refined to the point that we know it is achievable, given our current economic
conditions.
Look forward to working with you on better defining our outcomes. As you may infer from my comments, I do not
believe that as the leadership of our community, we have not taken an in depth look at whether the same tourism
(W fundamentals that have driven our success in the past are going to continue to drive our economy in the future. Such an
analysis would provide a more comprehensive review of the different market segments that make us successful now
including winter destination, winter day, summer destination, summer day, off season visitation to determine which are
the most profitable for the particular season and how we should go about increasing our success with the most
profitable market segments such that we continue as one of the world's truly successful world class resorts. We need to
be both tactical and strategic with more emphasis on the strategic then has been done in the past several years.
Andrew P. Daly
Gore Peaks Investments, LLC
Steamboat Alpine Development, LLC
1000 S Frontage Rd W, Suite 203
Vail, CO 81658
970 - 477 -1315
skidaly @vail.net
(W
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Page 1 of i
Stan Zemler - Re: Attached is a series of questions I would like each of you to respond to in
preparation for the retreat. This e-mail is set -up so that you can type in your responses.
Included is a list of some of the projects that are carrying over from the previous Council.
,
From: Margaret Rogers
To: Stan Zemler
Date: 11/25/2009 11:12 AM
Subject: Re: Attached is a series of questions I would like each of you to respond to in preparation for
the retreat. This e -mail is set -up so that you can type in your responses. Included is a list of
some of the projects that are carrying over from the previous Council.
The form would not let me type in my answers, so here they are:
Things to make Vail a better place:
1. improved skier drop off
.2. improved parking /transportation
Things to accomplish in the next two years:
1. Have Timber Ridge and the W. Vail Fire Station well on their way to completion. The ground work has been done, let's get them
through the approval processes ASAP
2. Improve our environmental projects, for example, get the pay -as- you -throw program off the ground; focus on getting the pine
beetle recycling plant approved and completed.
3. Have the improved LH transit center /skier drop off and parking improvements approved and ready to begin. This can be linked to
a master strategic plan for use of the LH TIF funds.
In the next 5 -10 -15 years I'd like to see tremendous improvement in public transit. The more we facilitate this, the less we hav
worry about parking. We need to make transit a valley wide priority. We also will have to address the rapidly deteriorating capital
projects in the town. In 15 years, I'd like to see a vital medical tourism business as a third economic engine for the town. That may
involve developing the existing municipal buildings lot and moving the town offices somewhere else.
>>> Stan Zemler 11/25/09 8:55 AM >>>
Attached is a series of questions I would like each of you to respond to in preparation for the retreat. This e-mail is set -up so that you
can type in your responses. Included is a list of some of the projects that are carrying over from the previous Council.
Thanks and have a great Thanksgiving.
Stan
file: //C: \Documents and Settings \SZemler \Local Settings\ Temp\ XPgrpwise \4BOD1124VAIL_COVAIL_... 12/2/2009
SUSIE TJOSSEM
(W
1) What two or three things can we do to make Vail a better place?
1. Take a walk in the guest's shoes-
➢ Signage- Friendly? Welcoming? Informational?
Access in VV & LH- Drop off /pick up- Bus & Shuttle Drop off -
Welcoming? Convenient? Flow of traffic? Signage?
➢ Parking
Elevators- Easy to find, well lighted?
➢ Information- Town Maps -One Stop Shop- Easy to find?
➢
Restrooms-S ignage-Avai lability
➢ Unannounced road trips to near by resorts to look for ideas we can beg,
borrow and steal.
2. Stimulate sales tax collection
> Think/act like a successful mall operator
• Head's in Beds strategies -pin pointed national /front range targets
• Feet in the Street strategies- 45 mile radius -week of strategies
Protect and promote your anchor stores
➢ Treat Bridge Street like Rodeo Drive
➢ Treat commercial core like sections of a major mall ... each section with
it's own marketing and event plan.
• Bridge Street/Gore Creek Drive
• East Meadow Drive
• Lionshead "edges"
• Arrabelle/Vail Square
• West Vail
➢ Strategic Placement of Events that compliment the part of town they are
staged in (Rodeo Drive high end merchants/high end
restaurants = sophisticated higher end events) and time of year they are held
to drive business.
➢ Cross promote LH & VV
➢ Improve access at all portals
➢ Coordinate guest service strategies /goals TOVNR/Merchants
➢ Encourage merchants to reduce their out of town shipping by 10%
➢ Take charge of our own destiny... provide more parking options
Create /maintain ambiance in the Villages
• Sound system to create energy /mood
• Strategically placed entertainment
• Keep flowers out in the fall until they die from a freeze ... don't
remove prematurely.
2) What two or three things would you like accomplish over the next two years?
Please be specific and identify what "tactics" you would propose to achieve your
goals.
1. Improve coordination and working relationship with Vail Resorts
• Meet more regularly
• Coordinate marketing efforts
• Together plan for the launch and shut down of each ski season.
(proactive, not reactive)
• Share guest service philosophies
• Ski Area rank ings-strategize together in each category
• Shared vision of mountain & commercial core success strategies
2. Coordinate efforts of VLMD, CSE, Information Booths, Economic Advisory
Council, and local chambers/business associations.
• Collapse into one entity reporting up through Economic
Development/Kelli McDonald.
• Sub - committees with sub -focus meet monthly
• Meet every other month as one group at which time sub committees report
to entire group.
• Economic Development would be lead VBCA. Act as "paid lobbiest" for
business community.
• VBCA, Information Booths & Community Volunteers collapsed into one
entity in charge of dispersing information
3. Tax increase to provide permanent/stable funding for cultural, entertainment
and educational events /programs /entities using Denver, Aspen, and Telluride as
model.
4. Bite the bullet and develop more parking -stop waiting for others - control our
destiny
3) Looking out five - ten - fifteen years, what would you like to complete or start in
order to ensure Vail maintains its premier mountain resort status?
• Stabilize Town Revenue streams with other funding options.
• Expand summer /fall recreational opportunities
• Health & Wellness initiatives
Please do not hesitate to contact me if you have any questions.
J
( A
V
(W
To: Vail Town Council
From: Stan Zemler, Town Manager
Subject: Retreat Questions
Please answer the following questions in preparation for the December 8, Town Council
retreat. Please return to me by Tuesday, December 1.
1) What two or three things can we do to make Vail a better place?
1. Enhance guest experience with improved guest service. The community greeter
program is a good first step.
2. Continue to work on relationships with major partners, including Vail Resorts and
VVMC
3.
2)What two or three things would you like accomplish over the next two years?
Please be specific and identify what "tactics" you would propose to achieve your
goals.
1. Prioritize Capital Projects List — you are working on this, but we need to
determine some policy direction prior to just picking projects. For example, is it
still the town's policy to have only commercial on the first floor? If not, and
office space is acceptable, we may want to consider putting offices in the
lionshead auxiliary building...
2. Create more affordable housing — continue forward with Timber Ridge, and look
at other opportunities to build such as on Chamonix Site and other town owned
lands. We should do our own market research study to determine actual needs.
3.
3)Looking out five - ten - fifteen years, what would you like to complete or start in
order to ensure Vail maintains its premier mountain resort status?
1. Complete West Vail Fire Station to improve our safety.
2. I would like to start a conversation and possibly see the start of "brick and
mortar" on an indoor performing arts center or other cultural /educational venue.
3. Completion of construction of an affordable housing community on the Chamonix
site.
Please do not hesitate to contact me if you have any questions.
11.25.09 TOV
CURRENT ISSUES
• LionsHead Transit Center
• Timber Ridge Redevelopment
• Ford Park Parking
• Ford Park Masterplan Update
• Ever Vail Development Proposal
• Strategic Plan for TIF Funds
• Conference Center Funds
• Budget Management ,
• West Vail Fire Station Construction
• Chamonix Affordable Housing
• Frontage Road Issues
• Completion of Ritz - Carlton, Solaris and Four Seasons
• Town Code Update
• Capital Improvement Plan/Capital Asset Management/Strategic Plan
• North Day Lot Employee Housing Project
• Simba Run Underpass Study
• West Vail Master Plan
• Partnerships
• Revenue Diversification Alternatives
• Environmental Sustainability Projects
• Economic Development — Events and Marketing
(W
To: Dick Cleveland
From: Stan Zemler, Town Manager
Subject: Retreat Questions
Please answer the following questions in preparation for the December 8, Town Council
retreat. Please return to me by Tuesday, December 1.
1) What two or three things can we do to make Vail a better place?
1. With Vail Resorts, expand the Lionshead Parking structure to the East and start
actually solving the CURRENT parking issue (400 space deficit) on a site that is
owned by the TOV and is currently used for parking.. This could increase the flow
of $$$ into Lionshead by directing the incremental guests into the Lionshead mall
area.
2. Continue evaluating the TOV staffing level so that we are as lean as possible
(W while maintaining essential services. Efficient use of tax dollars.
3. Identify critical infrastructure maintenance issues and realistically prioritize
them. Continue conservative annual budget preparation to balance capital and
operational needs (see 2 above).
2)What two or three things would you like accomplish over the next two years?
Please be specific and identify what "tactics" you would propose to achieve your
goals.
1. Work jointly with VVMC and private parties to plan /construct a medical office
building/ new TOV municipal building to help the hospital expand successfully in
town while at the same time replacing the outdated municipal complex so we can
continue provide first rate municipal services.
2. Identify a bricks and mortar project for the conference center funds that
increases heads in beds and expands our shoulder season options. E.g. medical -
tourism or education. It should comply with the mandate that the voters approved
when the tax was implemented.
3 Complete the West Vail Master plan and prepare for redevelopment in that area
that preserves its status as a local focused community center that provides services
that a town needs to survive (gas station, laundry-dry cleaners barbershops, etc.)
3) Looking out five- ten - fifteen years, what would you like to complete or start in
order to ensure Vail maintains its premier mountain resort status?
1. The Simba Run underpass would provide alternatives to traffic flow and would
make the town a safer place. It could enhance public transit.
2. Identify the role that ECO Transit plays in the community and work with the
county and other municipalities to protect and enhance the system.
3. Is there a better in -town transportation mode to replace the busses?
4. Increase our already low property tax mil levy to reduce our dependence on
sales tax. Look at an additional lodging/sales tax combination to get special
events out of the general fund and create their own dedicated funding source.
Please do not hesitate to contact me if you have any questions.
11.25.09 TOV
CURRENT ISSUES
• LionsHead Transit Center
• Timber Ridge Redevelopment
• Ford Park Parking
• Ford Park Masterplan Update
• Ever Vail Development Proposal
• Strategic Plan for TIF Funds
• Conference Center Funds
• Budget Management
• West Vail Fire Station Construction
• Chamonix Affordable Housing
• Frontage Road Issues
• Completion of Ritz - Carlton, Solaris and Four Seasons
• Town Code Update
• Capital Improvement Plan/Capital Asset Management/Strategic Plan
• North Day Lot Employee Housing Project
• Simba Run Underpass Study
• West Vail Master Plan
• Partnerships
• Revenue Diversification Alternatives
• Environmental Sustainability Projects
• Economic Development — Events and Marketing
(W (W
L
To: Vail Town Council Page 1 of 2
Stan Zemler - 12. 01. 09% 20Council %20Questionaire[.1].doc
From: "Lifthouse Condos"
To: "Stan Zemler"
Date: 12/3/2009 11:42 AM
Subject: 12. 01.09 %20Council %20Questionaire[ 1 ].doc
Hi Stan- Sorry about that; let's try again. With all the other things listed it's best not to get too bogged down. Thanks,
Kevin
To: Vail Town Council
From: Stan Zemler, Town Manager
Subject: Retreat Questions
Please answer the following questions in preparation for the December 8, Town Council retreat. Please return to me by
Tuesday, December 1.
1) What two or three things can we do to make Vail a better place?
1. Better customer service - remember who's paying our salaries.
2. Make next -bus system accurate and /or work.
3.
2)What two or three things would you like accomplish over the next two years? Please be specific and identify
what "tactics" you would propose to achieve your goals.
1. 10% reduction in salaries /benefits. Department by department review during budget process to target cuts.
2. More for sale housing. Identify sites in town for future projects.
3.
3)Looking out five -ten - fifteen years, what would you like to complete or start in order to ensure Vail maintains
its premier mountain resort status?
1. Make sure approved properties work before approving more development.
2. Simba Run underpass
3.
Please do not hesitate to contact me if you have any questions.
file: / /C: \Documents and Settings\ S Zemler\Local S ettings\Temp\XPgrpwi se\4B 17A41 DVAIL_COVAIL_... 12/3/2009
To: Vail Town Council
From: Stan Zemler, Town Manager
Subject: Retreat Questions
Please answer the following questions in preparation for the December 8, Town Council
retreat. Please return to me by Tuesday, December 1.
1) What two or three things can we do to make Vail a better place?
1. Collaborate with other stakeholders to deal with the difficult decisions facing Vail
2. Build additional parking in Ford Park for summer events and those wanting to
access skiing from the Village and Golden Peak.
3. Identify and provide skier drop -off close to the lifts.
2)What two or three things would you like accomplish over the next two years?
Please be specific and identify what "tactics" you would propose to achieve your
goals.
1. Identify alternative sources of revenue to reduce our reliance on sales taxes, this
would probably mean increasing property taxes as we have the lowest in the County and
are the only full- service community.
2. Bring civility and the ability disagree in a respectful manner to our public
discourse. This may require clear messages of appropriate behavior at Council meetings
and limiting the time that each member of the public has to provide public comment.
This will help the public get to the point and leave the rhetoric at the door.
3.
3)Looking out five -ten - fifteen years, what would you like to complete or start in
order to ensure Vail maintains its premier mountain resort status?
1. Additional parking with the long -term goal of having improved mass transit,
which will reduce the need for future parking increases.
2. Host the Olympics
3.
Please do not hesitate to contact me if you have any questions.
w
To: Vail Town Council
From: Stan Zemler, Town Manager
Subject: Retreat Questions
Please answer the following questions in preparation for the December 8, Town Council
retreat. Please return to me by Tuesday, December 1.
1) What two or three things can we do to make Vail a better place?
1. Provide better access /circulation/parking to amenities and events — ski mountain;
Ford ampitheater, etc.
2. Enhance the year -round economy, potentially through partnership with VVMC;
summer sports and the wellness; on- mountain activities, etc.
3. Implement a strategic capital plan to address deteriorating town assets as well as
(W needs for parking, transit, housing, etc.
2)What two or three things would you like accomplish over the next two years?
Please be specific and identify what "tactics" you would propose to achieve your
goals.
1. Complete construction of Timber Ridge Phase I; tactics — work w/ Vail Timber
Ridge LLC to make it happen; get release from US Bank on collateral or arrange new
financing
2. Complete transit center in LionsHead; tactics — find a design option
accommodates ECO buses and really improves guest drop -off in a significant way (ie,
close in) and; do not compromise parking options long -term; tap into federal dollars and
TIF
3. Develop a sustainable organization and business model within the constraints of a
"new normal" of lower revenue. Tactics: Staff to re -focus on the organizational health
process /issues in early 2010 for inclusion in 2011 budget process.
4. Advance a successful ballot issue for use of the "conference center" funds to
achieve a goal of more heads in (more) beds year round.
(W
3)Looking out five- ten - fifteen years, what would you like to complete or start in
order to ensure Vail maintains its premier mountain resort status?
1. Implement a year round economy/heads in beds strategy per 1.)2 and 2.)4 above —
make us a "year round" premier mountain resort
2. Construction of additional parking and improved access /circulaton
3. Implementation of strategic capital plan
Please do not hesitate to contact me if you have any questions.
v�
(W
To: Vail Town Council
From: Stan Zemler, Town Manager
Subject: Retreat Questions
Please answer the following questions in preparation for the December 8, Town Council
retreat. Please return to me by Tuesday, December 1.
1) What two or three things can we do to make Vail a better place?
1. Vail is a great example of a master planned community with a tradition of
adherence to its master plans. Unfortunately, many of Vail's master planning
documents are outdated and yet there is a lot of work to still be done. Updating
our master plans will make Vail a better place.
2. Vail is unique from other resorts in many ways (Easy air and ground access, great
shopping, great outdoor recreational amenities, pedestrian- centric villages, guest
services, world -class mountain experience, etc.). This sets us apart from other
resorts. Our uniqueness is a strength that adds to the allure and attraction as a
premier resort and a great community. That said, focusing on further
improving upon and enhancing our strengths and not dwelling on those
things we can not influence would make Vail a better place.
3. The proliferation of vehicles (town trucks, private cars, loading and delivery
vehicles, construction trucks, etc.) in Vail Village and our pedestrian areas has a
negative impact on the guest experience. The intrusion of these vehicles causes
pedestrian/vehicle conflicts, negatively impacts the aesthetics, introduces
unnecessary noise and odor, blocks storefront windows, etc. The infrastructure is
in place to implement the needed change. Further reducing and /or eliminating
vehicles from the pedestrian areas will make Vail a better place.
2)What two or three things would you like accomplish over the next two years?
Please be specific and identify what "tactics" you would propose to achieve your
goals.
1. Increase use of modern technology to improve access to municipal services
(customer service) and increase productivity and efficiency (reduce operating
expenses).
• Complete a technology audit to term our strengths, weaknesses,
opportunities and threats
• Upgrade the PermitsPlus software currently utilized on the
development review process to a web -based program
• Create SOP's across the organization for the use of software
programs and functions
• Further develop the Town's geographic information systems
capabilities through cross - department coordination
• Implement the ability for electronic submittal of information and
materials to the Town
• Update the Town's ten -year old website and website format
• Create "less paper" packets and materials through better
coordination and organization
• Purchase electronic plan review software and allocate funds for
training and development
2. Update the Town of Vail Zoning and Subdivision Regulations and Design
Guidelines to improve customer service, enhance the development review
process, and increase the effectiveness of the prescribed regulations.
• Gain the support and buy -in of the Town's Boards and
Commissions on the immediate value of this effort and the long-
term benefits to the community and the customer.
• Maintain regular schedule of worksessions and public meetings to
advance the project forward.
• Host a series of public open house meetings to gain input and
comment from the community.
• Maintain a regular schedule of meetings with a technical advisory
panel to gain input and comment from specific stakeholders and
interests in the community.
• Appropriate funds to compete the project to ensure that the long-
term benefits of the project are realized.
0
3. Advance the Town of Vail Environmental Sustainability programs and
initiatives.
• Reaffirm the goals, policies and action steps identified in the
recently adopted Town of Vail Environmental Strategic Plan
• Research the value of the Planning & Environmental Commission
and/or create an Environmental Board to aid in the implementation
of the Town's environmental programs and initiatives.
• Complete the facilities energy audit and pursue grant funding for
implementation
3)Looking out five- ten - fifteen years, what would you like to complete or start in
order to ensure Vail maintains its premier mountain resort status?
I . Five years — Completed the first phase of construction on the Chamonix employee
housing project and be progressing on the subsequent phases and completed the
second phase of the Timber Ridge redevelopment. Additionally, the Town will be
fully utilizing the wide array of loading and delivery opportunities afforded as a
result of the mid -2000 redevelopment efforts.
2. Ten years — Completed the West Vail Redevelopment Master Plan and having
several properties already implementing improvements pursuant to the Plan thus
creating a more diverse revenue generating structure for the town. Additionally
we will be nearing completion of all phases of the Ever Vail project. Ever Vail
will advance this community into the stage of success
3. Fifteen years- Completed construction on a number of transportation and transit
improvements and enhancements ensuring that traffic congestion is not a limiting
factor or detractor from Vail's continued success.
Please do not hesitate to contact me if you have any questions.
ILd6��9
To: Vail Town Council
From: Stan Zemler, Town Manager
Subject: Retreat Questions
Please answer the following questions in preparation for the December 8, Town Council
retreat. Please return to me by Tuesday, December 1.
1) What two or three things can we do to make Vail a better place?
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2)What two or three things would you like accomplish over the next two years?
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3)Looking out five -ten - fifteen years, what would you like to complete or start in
order to ensure Vail maintains its premier mountain resort status?
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Please do not hesitate to contact me if you have any questions.
(12/1/2009) Stan Zemler - Answers to Council Retreat Questions T P age 1
From: Kelli McDonald
To: Stan Zemler
Date: 12/1/2009 12:32 PM
Subject: Answers to Council Retreat Questions
To: Stan
From: Kelli
Subject: Retreat Questions
1) What two or three things can we do to make Vail a better place?
1. Heighten strategic alignment of resort services and guest relations to improve the experience for guests and
residents
2. Improve relationships with Vail Resorts and Eagle County
3. Continue to build long -term brand awareness that drives short-term sales and continue to position Vail as a world-
class, year -round destination.
2) What two or three things would you like accomplish over the next two years? Please be specific and identify what
"tactics" you would propose to achieve your goals.
1. Form a task force to begin the process for placing a question on use of the conference center funds on the
November 2010 ballot.
2. Bring more overnight visitors to Vail to increase revenue and sales tax generated through marketing, partnerships
and special events.
3. Regain the number 1 ranking for Vail in Ski Magazine by improving guest service, value perception and overall
satisfaction.
3) Looking out five- ten - fifteen years, what would you like to complete or start in order to ensure Vail maintains its premier
mountain resort status?
1. One town -wide customer service program embraced by Vail Mountain, Vail businesses and the Town of Vail
2. A permanent funding mechanism for all special events to reduce the spending from the general fund, e.g. a
similar tax that was instituted to fund the conference center which was a combination of sales and lodging tax
3. Establish partnerships to create a far deeper set of programs around passions at the intersection of outdoor
sports /recreation + health /wellness to position Vail as THE world -class year -round destination for cultivating those
passions.
Kelli McDonald
Economic Development Manager
Town of Vail
kmcdona Id@va i Igov,com
p: 970.479.2454
f: 970.479.2157
www.vailgov.com
(W
To: Vail Town Council
From: Stan Zemler, Town Manager
Subject: Retreat Questions
Please answer the following questions in preparation for the December 8, Town Council
retreat. Please return to me by Tuesday, December 1.
1) What two or three things can we do to make Vail a better place?
1. Seamless relationship between Vail Resorts and TOV (common mission -
strategic goals and tactical objectives). Quarterly meetings to ensure we are on the
same page.
2. Have a "Family Days" week, in which all skiing and restaurants are discounted
for families. The typical family doesn't come to Vail often ... too expensive!
3. Renovate the Main Vail Fire station ASAP (I'm serious) ... it gets significant
traffic, visitors, and exposure, yet is the most dilapidated/outdated structure in the
Village. Add community restrooms as part of renovation.
2) What two or three things would you like accomplish over the next two years?
Please be specific and identify what "tactics" you would propose to achieve your
goals.
1. Complete the West Vail Fire station. Continue with Wildland Mitigation —
complete pile burning, ensure Wildland budget stays in tact. Deploy Wildland
crews when applicable so they can get much needed experience and create
revenue stream.
2. Renovate the Main station and purchase a new fire apparatus. (Approve budgeted
funds that are earmarked for his project)
3. Renovate the East Vail Fire station and replace an aging (maintenance prone) fire
apparatus. (Approve budgeted funds that are earmarked for this project). Hire a
full time Training Officer.
3) Looking out five -ten - fifteen years, what would you like to complete or start in
(W order to ensure Vail maintains its premier mountain resort status?
1. Budget for, and complete one major infrastructure project each year (TOV
Buildings — Municipal building, Library, etc.)
2. Continue (never cease) to enhance our level and enthusiasm relative to customer
service .... do not let complacency creep in, or we will surely fail.
3. Invest in our employees! They will be /are the foundation of our continued
success. This includes employee housing, EHOP program, competitive benefits,
etc. If we get behind in these areas, we will lose our primary and most valuable
resource... our employees!
Please do not hesitate to contact me if you have any questions.
(W
To: Vail Town Council
From: Stan Zemler, Town Manager
Subject: Retreat Questions
Please answer the following questions in preparation for the December 8, Town Council
retreat. Please return to me by Tuesday, December 1.
1) What two or three things can we do to make Vail a better place?
1. A coordinated Vision that we refocus and realign, we ask tough questions and
determine what will be needed over the long term to be successful. An integrated
business plan that determines what growth rate is needed in a competitive resort market
environment. Will we get the agreed to results and outcomes we identified we need to
achieve success. We all need to pull together cooperatively.
2.Play to our strengths and capitalize on them, copy our competitors if we can where we
are weak. Use market research and data where necessary verses emotion and opinion.
3.Finish the rough edges, we are 85 % of the way to completing a two Village makeover.
Finish what we started, then go and evaluate any remaining warts and fine tune them as
well. Entries, wayfinding etc. We established the house per se now we need to add
furniture and fixtures and programming.
2)What two or three things would you like accomplish over the next two years?
Please be specific and identify what "tactics" you would propose to achieve your
goals.
1.Get alignment and focus on capital spending priorities. Asset management, there is
competition between the resort wants and the assets the town is responsible for. Need to
have the direction and Vision discussion first and understand what it takes to be
competitive. The rest should follow. The additional revenue below can help a lot.
2.Determine our direction everyone has good ideas but we are scattered.
3Establish secure revenue sources to sustain the services and infrastructure improvements
needed to stay at the top of the resort market. Hotels remodel every five years. In some
ways we are in this same scenario. Two such sources are more paid parking if we
captured 20% (1,2,3,4,5 dollar rate structure) of free parking at winter rates this equals 2-
3 million dollars. A combined lodging and sales tax to sustain the resort services we
(W provide.
3)Looking out five - ten - fifteen years, what would you like to complete or start in
order to ensure Vail maintains its premier mountain resort status?
l .Strong environmental policy that is comprehensive.
2.A plan to for building TOV upgrades, replacement includes VRD buildings and a
discussion of new buildings if needed.
3. A determination of what is needed in the long term to continue to be successful(define
successful) and strive. What type of growth above inflation is needed? How does the
growth projected out over the years look? Do we have the capacity to meet the growth?
Can we sustain and stay competitive without growth?
Please do not hesitate to contact me if you have any questions.
(W
(1 2/2/2009) Stan Zemler - Re: Fwd: 12.0 Cou Questionai Pa 1
From: Suzanne Silverthorn
To: Stan Zemler
Date: 12/1/2009 10:56 AM
Subject: Re: Fwd: 12.01.09 Council Questionaire
To: Vail Town Council
From: Stan Zemler, Town Manager
Subject: Retreat Questions
Please answer the following questions in preparation for the December 8, Town Council retreat. Please
return to me by Tuesday, December 1.
1) What two or three things can we do to make Vail a better place?
1. Address parking & regional transportation issues.
2. Increase recreation programs and amenities.
3. Make some headway on environmental initiatives.
4. Increase collaboration and partnerships with business community, Vail Resorts, Eagle County, etc.,
during economic recovery.
2)What two or three things would you like accomplish over the next two years? Please be specific and
identify what "tactics" you would propose to achieve your goals.
1. Sustainable TOV budget - via evaluation of labor costs and re- prioritization of municipal services.
2. Evaluation of existing revenue streams and determination if future revenue sources are needed
as it relates to ongoing capital projects, TIF, conference center funds, RETT, etc.
3. Road map developed for items identified in Q.1.
3)Looking out five- ten - fifteen years, what would you like to complete or start in order to ensure Vail
maintains its premier mountain resort status?
1. Identification of the next "Big Idea" or B -HAG that has community buy -in.
2. Giving more meaning to what is meant by "premier mountain resort community." What are its
characteristics? How would we know if we've achieved the vision?
3. Use the 50th anniversary celebration to launch several new programs and /or initiatives that will
be a legacy for Vail's next 50 years..
Please do not hesitate to contact me if you have any questions.
>>> Stan Zemler 11/25/2009 9:22 AM >>>
Attached is a list of questions I have asked the Council to answer for the retreat..I would like Department
(12/2/2009) Stan Zemler- Re: Fwd: 12.01.09 Cou Questionaire _ Page 2
Directors to fill it out as well.
r Thanks. Have a great Thanksgiving.
To: Vail Town Council
From: Stan Zemler, Town Manager
Subject: Retreat Questions
Please answer the following questions in preparation for the December 8, Town
Council retreat. Please return to me by Tuesday, December 1.
1) What two or three things can we do to make Vail a better place?
i. Improve upon current parking situation.
2. Ensure that Lionshead Transportation Center concept becomes a reality.
2)What two or three things would you like accomplish over the next two
years? Please be specific and identify what "tactics" you would propose to
achieve your goals.
1. Implement full RFID (Radio Frequency Identification) tagging of all library
materials (tracks inventory, manages circulation, increases efficiencies) and
implement self -check as an additional means of assisting our patrons.
Discussions with possible vendors are currently underway and we hope to begin
implementation in the spring of 2010.
2. Improve the I-iVAC system in the library using information gleaned from 10 )
recent audits (mechanical & lighting /electrical). Phase in retrofits and other
recommended cost - saving measures and efficiencies. Work collaboratively with
the Facilities Department of the TOV.
Replace library's roof as it has already exceeded its life - expectancy.
3. Establish the Friends /Foundation of the Town of Vail Public Library. Identify
key stake holders, draft bylaws, apply for 501 -c -3 status, build current
membership and attract & retain future supporters.
3)Looking out five - ten -fifteen years, what would you like to complete or
start in order to ensure Vail maintains its premier mountain resort status?
1. Comprehensive renovation of the public library. Recapture the library's
entire square footage for use as a public library (would require alternate
housing options for the current residents on the lower level). Move
towards centralizing patron services at one service desk as opposed to two.
Realize increased usage of the library's community room as it's an ideal
space for a variety of educational opportunities, special programming
options (collaborative ventures with the Vail Symposium, for example)
and as a location for civic engagement.
To: Vail Town Council
From: Stan Zemler, Town Manager
Subject: Retreat Questions
Please answer the following questions in preparation for the December 8, Town Council
retreat. Please return to me by Tuesday, December 1.
1) What two or three things can we do to make Vail abetter place
2 .
2)What two or three things would you lik accomplish ov er the next two years?
Please be specific and identity what "tactics" you would propose to achieve your
goals.
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3)Looking out five -ten - fifteen years what would you like to complete or start in
order to ensure Vail maintains its premier mountain resort status?
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Please do not hesitate to contact me if you have any questions.
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