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HomeMy WebLinkAbout2013-04-02 Agenda and Support Documentation Town Council Work SessionVAIL TOWN COUNCIL WORK SESSION AGENDA ��y�� ,��' �(,�j� � VAIL TOWN COUNCIL CHAMBERS 75 S. Frontage Road W. Vail, CO 81657 10:00 A.M., APRIL 2, 2013 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. ITEM/TOPIC: Ford Park Master Plan. A worksession with the Vail Town Council to present additional information on the history of master planning for Ford Park and to share items for further discussion regarding the future of development within the park. Public comments will be heard during the evening session. (30 minutes) PRESENTER(S): George Ruther ACTION REQUESTED OF COUNCIL: Listen to the staff presentation and ask questions for further clarification in anticipation of the upcoming evening session on Ford Park. BACKGROUND: The Vail Town Council asked staff for an additional presentation on the history of planning for Ford Park. More specifically, the Town Council asked for staff to help articulate the policy direction outlined in the 1985 Master Plan and to provide answers to a number of questions that have been circulating on this topic since the Town Council meeting on March 19th. STAFF RECOMMENDATION: As this is a worksession item only, staff does not have a recommendation on this item. 2. ITEM/TOPIC: DRB/PEC Update (10 min.) PRESENTER(S): Warren Campbell 3. ITEM/TOPIC: Council interviews for appointment to the Vail Local Marketing District Advisory Committee (VLMDAC). (30 min.) PRESENTER(S): Pam Brandmeyer ACTION REQUESTED OF COUNCIL: Staff requests each applicant be interviewed at the work session and appoint 1 member to the VLMDAC at the evening meeting. Staff has provided possible questions to ask applicants. The term for the VLMDAC is for eight months, April 2, 2013 - December 31, 2013. Due to duplicate posting, a second date for submitting applications has a deadline of 10:00 a.m. Monday, April 1. Any additional applications will be emailed to Council, as well as a revised agenda posted by noon, April 1. BACKGROUND: The Town r���1 four letters of interest for the open position on VLMDAC as follows: Michael Holton; Sonny Kerstiens; Liana Carlson Moore; Jeff Morgan; Patricia McNamara STAFF RECOMMENDATION: Staff requests the Council interview each applicant at the work session and appoint one member to the VLMDAC at the evening meeting. 4. ITEM/TOPIC: Lionshead Entry Improvements & Parking Equipment & Technology Review (45 min) PRESENTER(S): Tom Kassmel ACTION REQUESTED OF COUNCIL: Provide feedback and direction for the replacement of the existing parking structure parking equipment. BACKGROUND: The Town of Vail has budgeted for the replacement of the Parking Structure parking equipment in 2014. The Town is currently working with Carl Walker Parking Consultants to review current equipment technology and determine which type of system is appropriate for Vail. Carl Walker will provide an overview of the types of equipment technology available and provide the pros and cons of each along with a recommendation for Vail based on their expertise and knowledge of Vail and their discussions with the Town of Vail Parking Staff. STAFF RECOMMENDATION: Listen to the parking equipment overview and provide feedback and direction. 5. ITEM/TOPIC: Schladming FIS Championships Presentation Lunch will be provided during this presentation (20 min.) PRESENTER(S): Andy Daly, Susie Tjossem and Ludwig Kurz 6• ITEM/TOPIC: An overview of recommendations for measures to be included in a Vail CommunityWide Recycling ordinance. (45 mins) PRESENTER(S): Kristen Bertuglia ACTION REQUESTED OF COUNCIL: Staff requests that the Vail Town Council provide feedback and direction on the proposed Community Wide Recycling ordinance measures. BACKGROUND: Vail Town Council Waste Diversion Goal Environmental Sustainability Strategic Plan Waste Diversion Goal (adopted January, 2009): Reduce the amount of Town of Vail landfill contributions by 10% wifhin 5 years (2013) and 25% wifhin 10 years (2019). As an organization, the Town of Vail has increased its diversion rate by roughly 20% by incorporating a municipal food and landscape waste composting program, and by recycling steel and metal. However, as a community, Vail's diversion rate is estimated to be quite low, at 9-10% residentia► and up to 15% in Vail Village, according to the 2012 Commercial Waste Diversion Study. West and East Vail commercial diversion rates are not known at this time. At the conclusion of the work session held January 14th, 2013, the Vail Town Council directed Staff to move forward with a process to create a Community Wide Recycling ordinance in order to facilitate commercial and residential recycling. 4/2/2013 STAFF RECOMMENDATION: Staff recommends that the Vail Town Council direct Staff to move forward with a Community Wide Recycling ordinance. Recommended measures apply to both waste generators and waste haulers, and to the commercial and residential sectors. 7. ITEM/TOPIC: Health Care Reform Overview (30 min.) PRESENTER(S): Krista Miller, Joe Long & Jeff Miller, Hays Companies ACTION REQUESTED OF COUNCIL: Listen to presentation. No Action necessary at this time. BACKGROUND: The purpose of this presentation is to provide a basic overview of the Patient Protection and Affordable Care Act (PPACA), otherwise known as Obamacare or the Affordable Care Act. This presentation will provide the foundation for future discussions on the organizational impacts of this legislation. STAFF RECOMMENDATION: None. 8. ITEM/TOPIC: I-70 Twin Tunnels Project (30 min.) PRESENTER(S): Margaret Bowes, I-70 Coalition Program Manager ACTION REQUESTED OF COUNCIL: The Vail Town Council is asked to listen to the presentation and ask questions regarding the project. BACKGROUND: The purpose of this work session is to update the Vail Town Council and the Vail community on the I-70 Twin Tunnels project with overviews of the project, construction, communications and travel demand strategies. 9. ITEM/TOPIC: Information Update and Attachments: 1) VEAC 031213 Meeting Minutes 2) 2013 January Sales Tax Newsletter 3) February Sales Tax memorandum 4) Revenue Highlights (5 min.) 10. ITEM/TOPIC: Matters from Mayor/Council and Committee (15 min. ) 11. ITEM/TOPIC: Executive Session, pursuant to: 1)C.R.S. §24-6-402(4)(a)(b) (e) - to discuss the purchase, acquisition, lease, transfer, or sale of property interests; to receive legal advice on specific legal questions; and to determine positions, develop a strategy and instruct negotiators, Regarding: Parking agreements; 2) C.R.S. §24-6-402(4)(f) - to discuss personnel matters, Regarding: Personnel matters. (30 min.) PRESENTER(S): Matt Mire 12. ITEM/TOPIC: Eagle County Commissioner Joint Meeting: 1) Discussion of Wolcott Development Plan — remediation for off-site impacts of housing not near employment; 2) Costs per call on Vail Pass for emergency vehicles/personnel; 3) Airport Master Plan update; 4) I-70 Coalition — Automate�l2C�Qai�leway System (AGS); 5) I-70 Discussion — general issues (60 min. ) 13. ITEM/TOPIC: Adjournment (3:55 p.m.) NOTE: UPCOMING MEETING START TIMES BELOW (ALL ARE APPROXIMATE DATES AND TIMES AND SUBJECT TO CHANGE) -------------------- THE NEXT REGULAR VAIL TOWN COUNCIL REGULAR WORK SESSION WILL BEGIN AT APPROXIMATELY 12:30 P.M. (or TBD), TUESDAY, APRIL 16, 2013 IN THE VAIL TOWN COUNCIL CHAMBERS FUTURE AGENDA ITEMS: Ongoing agenda items TBD: DRB/PEC updates - Warren - WS - 15 min.; Information Updates Attachments: WS - 15 min.; Executive Session items: 30 min.; Consent Agenda: 5 min.; Town Manager Report: 5 min. FUTURE AGENDA ITEMS: Vehicle Display - WS - 30 min. 4/16 Overlay Bid Award - Chad - ES - 5 min. 4/16 Bike Lanes Bid Award - Chad - ES - 10 min 4/16 Sundial Plaza Bid Award - Gregg B. - ES - 15 min. 4/16 Turf Bid Award - Todd O. - ES - 10 min. 4/16 Council Countribution Criteria - Judy/Kathleen - WS- 4/16 Elk Meadows Site Visit - WS - 60 min. 4/16 Approval of contractor for operational management of Vail Welcome Center & Host Program - Suzanne - ES - 6/18 Gore Creek Public Sign Campaign - George - WS - 20 min. - TBD Sign Code/Sponsor Vehicle Location - George - WS - 15 min. - TBD ERWSD easements - Todd Fessenden - ES - 30 min. - TBD 1 st reading of Ord #1 - Charter Split - Matt M- ES - 30 min. - TBD EPS Economic Study of Vail Golf Course - Greg Hall - WS - 30 min. - TBD ROI Document Presentation - Adam Sutner - WS - 20 min. - TBD EHU Housing Authority - TBD 2015 WAC construction restrictions discussion - George - WS - 30 min. - TBD VVMC/TOV discussion on MOB - Doris Kirschner, VVMC - ES - 30 min. - TBD Strategic Parking Plan discussion - Greg H. - WS - 30 min. - TBD Sister City discussion - TBD Open Space Discussion with Toby Sprunk, Eagle County Open Space Director - TBD Discussion of future of RSES - TBD Streaming PEC & DRB - TBD 4/2/2013 TU�N�P f�f 4�Ai�."� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: April 2, 2013 ITEM/TOPIC: Ford Park Master Plan. A worksession with the Vail Town Council to present additional information on the history of master planning for Ford Park and to share items for further discussion regarding the future of development within the park. Public comments will be heard during the evening session. PRESENTER(S): George Ruther ACTION REQUESTED OF COUNCIL: Listen to the staff presentation and ask questions for further clarification in anticipation of the upcoming evening session on Ford Park. BACKGROUND: The Vail Town Council asked staff for an additional presentation on the history of planning for Ford Park. More specifically, the Town Council asked for staff to help articulate the policy direction outlined in the 1985 Master Plan and to provide answers to a number of questions that have been circulating on this topic since the Town Council meeting on March 19th. STAFF RECOMMENDATION: As this is a worksession item only, staff does not have a recommendation on this item. 4/2/2013 VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: April 2, 2013 ITEM/TOPIC: DRB/PEC Update PRESENTER(S): Warren Campbell ATTACHMENTS: DRB Results from March 20, 2013 PEC Results from March 25, 2013 4/2/2013 TU�N�P f�f 4�Ai�."� row� o� vA�i� MEMBERS PRESENT Tom Dubois Andy Forstl Brian Gillette Libby Maio Rollie Kjesbo DESIGN REVIEW BOARD AGENDA PUBLIC MEETING March 20, 2013 Council Chambers 75 South Frontage Road West - Vail, Colorado, 81657 PROJECT ORIENTATION MEMBERS ABSENT SITE VISITS 1. Bridge Street Lodge — 278 Hanson Ranch Road 2. Williams Residence — 302 Mill Creek 3. Villa Valhalla — 384 Gore Creek Drive 4. Betteridge/ Gotthelf Residence — 100 East Meadow Drive MAIN AGENDA 1:30pm 3:OOpm 1. Betteridge/ Gotthelf Residence DRB130027/ 15 minutes Warren Final review of an addition (bedroom, living room, kitchen) 100 East Meadow Drive Units 27 & 28/Lot O, Block 5D, Vail Village Filing 1 Applicant: Terry Betteridge and Paul Gotthelf, represented by Mark Donaldson ACTION: Approved with condition(s) MOTION: Kjesbo SECOND: Maio VOTE: 4-0-1 (DuBois recused) CONDITION(S): 1. The applicant shall submit plans in conjunction with the building permit which incorporate the use of horizontal beams under the expanded cantilever to provide for the appearance of structural support. 2. Lodge at Vail DRB130032 / 15 minutes Warren Final review of a minor exterior alteration (pool area/landscape changes) 174 Gore Creek Drive/Lot A,B,C, Block 5C, Vail Village Filing 1 Applicant: Lodge Properties Inc, represented by Brandt Marott ACTION: Approved with condition(s) MOTION: Kjesbo SECOND: Gillette VOTE: 5-0-0 CONDITION(S): 1. The applicant shall submit plans in conjunction with the building permit which continues the black powder coated metal railing on top of the stucco wall to the north of the pool gate to the intersection with the building faCade. 2. The applicant shall submit plans in conjunction with the building permit which include a minimum of five evergreen trees within the planter which separates the pool area from the condominiums. 3. The applicant shall utilize the "Sebastian" drystack stone veneer. 4/2/2op�ge 1 3. Villa Valhalla DRB130038 / 10 minutes Warren Final review of a minor exterior alteration (railings, stone veneer, siding and elevator) 384 Gore Creek Drive/Lot K, Block 5, Vail Village Filing 5 Applicant: Villa Valhalla Condominium Association, represented by William Pierce ACTION: Approved with condition(s) MOTION: Gillette SECOND: Kjesbo VOTE: 5-0-0 CONDITION(S): 1. The applicant shall not remove any of the proposed trees along the western property line. 4. Bridge Street Lodge DRB130037 / 10 minutes Final review of a minor exterior alteration (replace windows and doors) 278 Hanson Ranch Road Unit 501/Lot A-B,Vail Village Filing 1 Applicant: Bridge Street Investments, LLC, represented by Bryan Johnson ACTION: Approved MOTION: Gillettte SECOND: Forstl VOTE: 5-0-0 5. Williams Residence DRB130015 / 15 minutes Final review of changes to approved plans (doors, windows, roof) 302 Mill Creek Circle/Lot 7, Block 1, Vail Village Filing 1 Applicant: Margaret P. Williams represented by Pam Hopkins ACTION: Approved MOTION: Gillette SECOND: Kjesbo VOTE: 5-0-0 STAFF APPROVALS Lion Square Lodge East DRB130006 Final review of changes to approved plans (stairs) 660 West Lionshead Place/Lot 1, Vail Lionshead Filing 1 Addition 1 Applicant: Lion Square Lodge East Owners Association, represented by Chip Melick Marshall Residence DRB130017 Final review of changes to approved plans (fa�ade) 193 Beaver Dam Road/Lot 38, Block 7, Vail Village Filing 1 Applicant: Hines M. Marshall Jr., represented by Ryan Wolffe Ballasteros Residence DRB130026 Final review of an addition (loft, living room) 660 West Lionshead Place/Lot 1, Vail Lionshead Filing 1 Addition 1 Applicant: Lest, Inc., represented by Chip Melick The Vail Travel Center DRB130035 Final review of a sign application (business identification) 244 Wall Street/Lot 2, A Resubdivision of a part of Lot A and Lot C, Block 5C, Applicant: The Vail Travel Center, represented by Ted Steers Resnick Orthodontics DRB130039 Final review of a sign application (business identification) 2077 North Frontage Road/Lot 39, Buffehr Creek Subdivision Applicant: Brandess Enterprise LLC, represented by Jeffrey Resnick Tobias Residence DRB130044 Final review of a minor exterior alteration (deck, hot tub) 1826 Alta Circle Unit B/Lot 41, Vail Village West Filing 2 Applicant: Scott and Jane Tobias, represented by Jeffrey Heermans 4/2/20p�ge 2 Warren Warren Rachel Warren Rachel Rachel Vail Village Filing 1 Warren Warren Mountain Haus DRB130047 Warren Final review of a minor exterior alteration (siding) 292 East Meadow Drive/Part of Tract B, Block 5, Vail Village Filing 1 Applicant: Mountain Haus Condominium Association, represented by Josh Perkins Paulsen Residence B13-0027 Final review of a minor exterior alteration (hot tub) 998 Ptarmigan Road/Lot 1, Block 4, Vail Village Filing 7 Applicant: Mary Lou Paulsen, represented by Andrew Bokol Martin The applications and information about the proposals are available for public inspection during regular office hours in the project planner's office, located at the Town of Vail Community Development Department, 75 South Frontage Road. Please call 479-2138 for information. Sign language interpretation available upon request with 24 hour notification. Please call 479-2356, Telephone for the Hearing Impaired, for information. 4/2/2op�ge 3 rowru aF va1�� PLANNING AND ENVIRONMENTAL COMMISSION March 25, 2013 at 1:OOpm TOWN COUNCIL CHAMBERS / PUBLIC WELCOME 75 S. Frontage Road - Vail, Colorado, 81657 MEMBERS PRESENT John Rediker Luke Cartin Bill Pierce Pam Hopkins Susan Bird MEMBERS ABSENT Michael Kurz Henry Pratt Site Visit: 1. Elk Meadows Subdivision - 1624, 1626, 1628, 1630, and 1632 Buffehr Creek Road 60 minutes A request for review of a major amendment to Special Development District No. 16, Elk Meadows, pursuant to Section 12-9A-10, Amendment Procedures, Vail Town Code, to allow for changes to building sites, changes to architectural guidelines, increase in GRFA, and revisions to the on-site EHU requirement, located at 1624, 1626, 1628, 1630, and 1632 Buffehr Creek Road/ Lots 1-5, Elk Meadows Subdivision, and setting forth details in regard thereto. (PEC130005) Applicant: Elk Meadows Development, LLC, represented by Sharon Cohn Planner: Warren Campbell ACTION: Approved with condition(s) MOTION: Cartin SECOND: Rediker VOTE: 4-1-0 (Pierce opposed) CONDITION(S): 1. The amendments to Special Development District No. 16, Elk Meadows, shall not be effective until the major subdivision is approved by the Planning and Environmental Commission and is recorded by the Town of Vail at the Eagle County Clerk and Recorders office. 2. The major subdivision amended final plat shall be recorded at the Eagle County Clerk and Recorder's office before a building permit is released for any construction on the subdivision, including common area improvements as well as individual residences. 3. The applicant and the Town shall continue to work on the proposed driveway design and have a final solution to be presented in conjunction with the major subdivision application and review. 4. The applicant shall record the deed restriction for the off-site employee housing unit identified as Unit 7-A of the Pitkin Creek Condominiums prior to the submittal of the amended final plat for Elk Meadows to the Town for recording. 5. The applicant shall amend the covenants to remove the architectural design guidelines and reflect the need for compliance with the design standards and guidelines found in the Vail Town Code. 4�� � 6. The applicant and Town shall enter into a developer's agreement which shall provide that no building permit shall be submitted to the Town until security is provided by the developer to ensure completion of the common improvements for the development. Warren Campbell gave a presentation per the staff memorandum. He clarified that the memo stated that the proposed employee housing unit was two bedrooms which was incorrect. It was a one bedroom unit Sharron Cohn, stated that the intent of the amendments was to make Elk Meadows a better place. She added that she had worked to minimize site disturbance by reducing the impacts of the driveway and cul-de-sac. She added that she was not in agreement with the shifting of Lot 1 to the west to be 15 feet off of the fire truck turn around. Commissioner Rediker inquired into how the 10% GRFA increase impacted the development. Warren Campbell explained how the 2004 amendments to GRFA included changes to the methods of calculating and measuring GRFA. He added that one of the changes in measuring of GRFA was the inclusion of exterior walls in the calculation of GRFA. To account for this change a 10% GRFA increase was included in the methodology for calculating GRFA. As Elk Meadows has the allowable GRFA established by the SDD and the method for measuring was changed there was negative impact to the size of the dwelling units by 10%. The proposal to increase the GRFA on each lot by 10% resulted in the originally indented bulk and mass being maintained. Commissioner Rediker inquired as to staff's reasoning for recommending that Lot 1 be shift west from the proposed location. Warren Campbell explained that staff believed it would reduce site disturbances, protect more of the open meadow, and achieve a standard 15 foot side yard setback between the structure on Lot 1 and the paved fire truck turn around. Commissioner Rediker inquired as to why staff's recommendation was not included in the conditions and how important was the shift to the west. Warren Campbell explained that it was not included in the conditions, but staff was asking the Commission to consider the change. He added that a shift to the west was beneficial, but would not change staff's recommendation. He concluded by stating that if the Commission felt it were appropriate to make the shift in Lot 1 it could be included as a condition. Commissioner Rediker inquired as to how it was determined who would be responsible for providing the EHU. Warren Campbell explained that he did not know who was providing the EHU, nor did have any impact on the need for the EHU and the staff recommendation that it be provided in conjunction with the recording of the plat. Commissioner Rediker asked if the Housing Coordinator, Nina Timm, had reviewed the proposal. 4�� � Commissioner Campbell stated that the proposal had been reviewed by the Housing Coordinator and she and the planning staff agreed that the proposal was in compliance with the Vail Town Code. Commissioner Bird asked about the ability for the lots within Elk Meadows to construct an EHU on each site. Warren Campbell stated that the SDD did allow for an EHU to be built on each site in addition to the one off-site EHU being proposed. He added that with the SDD requirement for all development to occur with the platted lot and an enclosed parking space for the EHU it would be difficult to fit an EHU onto the platted lots. Commissioner Bird stated a concern about the need for a guardrail along Buffehr Creek Road to ensure vehicles did not go off the road and into the structures that would be built adjacent to the road. Warren Campbell stated that staff had noted the concern and would bring up the conversation with the Public Works staff. He added that staff and the applicant would have an answer regarding the need for a guardrail, based upon a public works review, in conjunction with the subdivision application. Commissioner Pierce stated that he shared the concern regarding the guardrail. He stated his support for all the elements of the request with the exception of the relocation of Lot 1 to the south side of the driveway. He felt that the proposed location of Lot 1 broke up the meadow and created a separation of the structures verses the initial intent to cluster the homes on the north side of the driveway. Commissioner Cartin expressed concern with the paved fire truck turn around being out of place. He inquired as to whether or not a different material could be used? Warren Campbell stated that he could work with the fire depart to explore options. Staff and the applicant would have an answer in conjunction with the subdivision application. Commissioner Pierce suggested grass-crete as option and as a material used at the Liftside in Cascade Village. Commissioner Hopkins stated that she had a concern with the relocation of Lot 1 to the south side of the driveway as it breaks up the meadow. She suggested that Lot 1 may be more appropriately relocated at the eastern terminus of the driveway. Sharon Cohn stated that she felt the current proposal achieves greater continuity and preserves the views of the meadow. She added that the relocation of Lot 1 as suggested by Hopkins would place the structure in close proximity to the parking lot for The Valley which was un slightly. She added that the home in the Lia Zniemer subdivision were located on the south side of the driveway which did not appear to break up the meadow inappropriately. Commissioner Rediker stated that he was not terribly concerned with the relocation of Lot 1 as the proposal was an improvement when compared to the initial development plan having all ten lots on the south side of the driveway (plan at the time of annexation). He did state a concern with the use of asphalt for the driveway and he asked that the applicant consider not using coal tar sealant in the construction. 4�� � 2. A request for the review of a variance from Section 12-7B-15, Site Coverage, Vail Town Code, pursuant to Chapter 12-17, Variances, Vail Town Code, to allow for the construction of additions in excess of the prescribed site coverage; and a request for the review of a major exterior alteration or modification, pursuant to Section 12-7B-7, Exterior Alterations and Modifications, Vail Town Code, to the allow for the construction of additions, located at 225 Wall Street/ Lot B, Block 5C, Vail Village Filing 1, and setting forth details in regard thereto. (PEC130008, PEC130009) Applicant: Wall Street Commercial, LLC, represented by Suman Architects Planner: Warren Campbell ACTION: Table to April 8, 2013 MOTION: Cartin SECOND: Rediker VOTE: 5-0-0 3. A request for the review of a variance from Section 12-6E-8, Density Control, Vail Town Code, pursuant to Chapter 12-17, Variances, Vail Town Code, to allow for an increase in dwelling units per acre to facilitate the construction of two single-family residences, located at 1183 and 1191 Casolar Del Norte Drive/Lots 4 and 5, Casolar Vail, and setting forth details in regard thereto. (PEC130010) Applicant: Todger Anderson, represented by Tom Braun Planner: Warren Campbell ACTION: Table to April 8, 2013 MOTION: Cartin SECOND: Rediker VOTE: 5-0-0 4. A request for the review of amendments to a conditional use permit, pursuant to Section 12-16- 10, Amendment Procedures, Vail Town Code, to allow for the redevelopment of the Vail Golf Course Club House (i.e. accessory buildings, permanent and temporary, and uses customarily incidental and accessory to permitted or conditional outdoor recreational uses, and necessary for the operation thereof, including restrooms, drinking fountains, bleachers, concessions, storage buildings, and similar uses), located at 1775 Sunburst Drive/Lot 3, Sunburst Filing 3 and Unplatted Parcels (a complete metes and bounds description is available at the Community Development Department Office), and setting forth details in regard thereto. (PEC120036) Applicant: Town of Vail, represented by Greg Hall Planner: George Ruther ACTION: Table to April 8, 2013 MOTION: Cartin SECOND: Rediker VOTE: 5-0-0 5. Approval of March 11, 2013 minutes ACTION: Approved MOTION: Cartin SECOND: Bird VOTE: 4-0-1 (Hopkins abstained) 6. Information Update Commissioner Rediker spoke to a concern and desire to have the Town of Vail prohibit the use of coal tar asphalt sealants due to their negative impacts on the environment. He asked how he could start this process. Warren Campbell stated that he could begin by advocate for the issue with Council members and staff. He added that he should pull together the research he has done on the issue, show what alternatives exist and are viable available in our region. The Commissioners expressed their support of pursuing this concern. 4�� �. Commissioner Pierce spoke to a concern and need to revegitate properties impacted by the beetle kill tree removal. He recognized it was a long term project, but efforts need to begin now to re- establish the character of affected neighborhoods. Commissioner Rediker asked why the trees were removed. Was it for defensible space or just to mitigate the beetle killed trees? Warren Campbell stated the trees were removed to reduce dead tree fall hazards, aesthetics, and defensible space. He added that Vail does a Trees for Vail program which could help. He said he would speak to Kristen Bertuglia to discuss the comment and potential come up with some ideas. Commissioner Pierce stated a concern about the I-70 road cuts that had never been revegitated and were a continued eye sore. He stated the areas of concern were the road cuts west of were the Frontage Road went under the interstate at the eastern end of the golf course. He pointed out the road cuts near Fire Station 3 and the post office as an example of his concern. He concluded that the landscape has long been scarred and a solution is needed. The other Commissioners expressed their agreement. Commissioner Cartin asked for an update on the stream tract project and the removal of improvements from Town owned stream tract. Warren Campbell stated that enforcement has been ongoing and progress is being made. He added that per Town Council direction signs will be going along the shared property lines between Town owned stream tract and private property to clearly delineated the ownership boundaries this spring. 7. Adjournment MOTION: Cartin SECOND: Rediker VOTE: 5-0-0 The applications and information about the proposals are available for public inspection during regular office hours at the Town of Vail Community Development Department, 75 South Frontage Road. The public is invited to attend the project orientation and the site visits that precede the public hearing in the Town of Vail Community Development Department. Times and order of items are approximate, subject to change, and cannot be relied upon to determine at what time the Planning and Environmental Commission will consider an item. Please call (970) 479-2138 for additional information. Sign language interpretation is available upon request with 24-hour notification. Please call (970) 479-2356, Telephone for the Hearing Impaired, for information. Community Development Department Published March 22, 2013 in the Vail Daily. 4�� � TU�N�P f�f 4�Ai�."� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: April 2, 2013 ITEM/TOPIC: Council interviews for appointment to the Vail Local Marketing District Advisory Committee (VLMDAC). PRESENTER(S): Pam Brandmeyer ACTION REQUESTED OF COUNCIL: Staff requests each applicant be interviewed at the work session and appoint 1 member to the VLMDAC at the evening meeting. Staff has provided possible questions to ask app►icants. The term for the VLMDAC is for eight months, April 2, 2013 - December 31, 2013. Due to duplicate posting, a second date for submitting applications has a deadline of 10:00 a.m. Monday, April 1. Any additional applications will be emailed to Council, as well as a revised agenda posted by noon, April 1. BACKGROUND: The Town received four letters of interest for the open position on VLMDAC as follows: Michael Holton; Sonny Kerstiens; Liana Carlson Moore; Jeff Morgan; Patricia McNamara STAFF RECOMMENDATION: Staff requests the Council interview each applicant at the work session and appoint one member to the VLMDAC at the evening meeting. ATTACHMENTS: VLMDAC Notice and Qualification Requirement Notice VLMDAC Letters of Interest 4/2/2013 PUBLIC NOTICE PUBLIC NOTICE IS HEREBY GIVEN that the Town Council of the Town of Vail is accepting applications for one vacant position that exist on the Vail Local Marketing District Advisory Council (VLMDAC). Per C.R.S. 29-25-111 General powers of district. (1)(g) All applicants must be "owners of property within the boundaries of the district," which includes by definition corporations or entities which own property "within the boundaries of the district." Should an entity be appointed to this advisory council, it would then be up to that entity to appoint its designee. Additionally, owners of "taxable personal property" will be considered for appointment. Examples of "taxable personal property" are inventory, furniture and fixtures and equipment. There is one available position which term ends December 31, 2013. The mission of the VLMDAC is to market and promote Vail to attract overnight guests primarily during the May — October time frame, creating economic vitality by increasing both the visitor base and sales tax revenues. The VLMDAC general meetings are currently the third Thursday of every month at 8:30 A.M. On Tuesday, April 2, 2013, applicants will be interviewed at the Town Council afternoon work session, with a final selection being made at the April 2, 2013 evening council meeting. Letters of introduction, including history, background, education and qualifications, should be addressed to the Vail Town Council, Attn. Lorelei Donaldson, Town Clerk, 75 S. Frontage Road, Vail, CO 81657. Deadline for application is 10:00 a.m., Monday, April 1, 2013. For more information contact: Town of Vail Economic Development Manager, Kelli McDonald, at 970-479-2454. Town of Vail Lorelei Donaldson, Town Clerk Published in THE VAIL DAILY, March 15, 22, and 29, 2013 4/2/2013 Va� � Val ley �edical Ce��e�• PO Box 1529 � Vail, CO 81658 March lA, 2013 Vail Local Marketing District Advisory Counc�l {VLMDAC) Vail Tawn Cauncil Attn: Lorelei Donaldson — Town C#erk 75 S. FrQntage Rd. Vail, CC} 81657 My name is Micl7ael Holtan and this letter is co express my i�terest in the vacant position on th� Vail Local'�tarketing District Advisory Council. [ grew up in Poteau, Oklahoma {harne of the Wor]d's Ftighest I-till - Cav�nal 1,994ft.), antl attended thc Llnivcrsity Qf Kansas, receiving rrry bachetor's degree in Jaurnafism and Sirategic Communications in 2C}U2. After travcling thc Mi�west in a lackluster rock band, I �n�de [he wise decisian to get married ancl move to the mountains in 20Q4, Like many, I neuer want to leave and have gained a heart For serving and responsibly growing this community. ( am currently the directar Qf marketing for Vail Valfey Medical Center - an indepenclent, nonprofit health system taunded in t9bS. Since jaining the medical center in April 2011, ! have become rnore famitiar �vith the work being done by the VLMDAC. t believe t would bring value representing healthcare, but alsa thraugh my expericnce in digital, events and resort market'sng. After producing for PSS television, 1 was the online marketing rnanager for Vail Resorts Erom 2d04-06. This included oversight of all Vail Resorts websites, analytics, and online lodging packages. Aft�r announcing the corparate move to Broomfield, I wa� fartunate enou�h ta moue to Beaver Creek as the events and upsell manager. Whilc with Beaver Creck, 1 managed eollateral, regional marketing {summer & winter), events, photagraphy, and marketing For the ski school, restaurants, grouplwedding sales and golf club, l also created new weekly family programming that moved Beaver Creek's "Fami ly Programs" rankirsg in SKI Magazine frQm # I S to # 1 within four years. (n 20101 decic3ecl to leave Vail Resorts and started freelance consulting with my primary clienis being the Cotarado Ski & Snowboard Museum and F{al[ of Fame and The 5teadman Clinic. My rclationship with The Steadrnan Clinic (ed inta rny cunerti ra�e at Vai1 Va11ey �L9edical Center and 5haw Regionat Cancer Center. in 201 I, I lransitioned my freelance clients andjoined the haspital. Since then, E'm proud tc> have achieved the following; • Grow VVMC busincss l�y 2.Salo and Shaw [tegional Cancer Center business by 7°/a • Lannch Vail Ftealth Magazine — an award-winning annuai report delivered as a niche hcalth and wellness publication • Launch the new best-in-class websites for VVMC {�vwvw.wrnc.com), Vai1 C}rthopaedics & Sports Medicine {wluw.vailortho.com) and Shaw {www.shawcancercenter.eom) . Win five 201Z Gald Leaf Awards (Colorado I-lealthcare Communicators) for Pink Vai1, Sacial Media Campaigns, Shaw Tcstimonial Multimedia Campaigns, Vail Health Magazine and our new Physicians Quartcrly l�iewsletter {The PQ} + Crcate Pink V�il — 7he �Yorfcl's Bigges/ Ski Da}� to Conquer Cancer 0 2012: 700 participants raised $190,4t}t} 0 2413: 1,3Q0 participants raised �350,000 In January, l was appainted VSee President of thc newfy founded Vail Valley Young F'rofessionals Assac'sation (VVYPA). This is a nonproPit organization dedicated to promoting a young, dynamic, professianal carnmunity by pro�iding opportuniiies in business dcvelapment, networking and cammunity involvement. 'Chank you taking the timc to consider me for this valued position with the VLt�fDAC. Sincerety, Michacl 1-Io�ton (974) 37b-3984 � michaet.holto,7�vvmc.cam 4/2/2013 �d�R? L ?t����..� ��T'�-,' d � RESURT & SPA „�acr��at�. March 25, 2013 Vail Tc�wtX Council Attn: Lorelei Dona�dson ?5 South Fronta�e Rt�ad Vail, Ct� 81657 Dear Larelei, cotd x� „c�t� u�sr� 1�,� r� ;� �� �� r, {-�x:,a„� Reeipierrt S�t* Resarts" A2rrrd J;=�ne;� ��,,�. tt is with great interest and sincere excitement that I submit rtiy name far cvnsideration for the Vail Lo�al Marketing District Advisary Cauncil {VLMDAC). As the Directc�r of Sales and Marketing {DOSM) for the Vai1 Marriatt Mguntain Resort, I believe strongly in th� unique opportunity and respc�nsibi�ity of the VLMDAC ta graw Vai1's economy and year-round brand. Likewise, at the Vail Marriott, we feel we hav� � respansibi�ity tt� be a community partner ar►d leader in suppartin� many of the eff`orts that the VLMDAC works so hard to vet and �1ltinlately fiind. Tn my current pc�sition, I am unique]y positioned tc� provide the necessary lodgin� perspectiue to the VLNIDAC that will help in identifying and targeting mariceting strate�ies and oppartunities that hold the b�st potenti�l for increased econc�mic vitality in the summer rnonths. Our award-winning Sales and Mark�ting team {Glabal Marrintt Sales ancl Marketirag Team nf the Year (2Q11 j, �l�bal Marriott Eve�rt Team of �he Year (2012)) drives nearly $0,000 rflom nights annually, relyin� on a combination t��` grouplcc�nferenee and leisure visitors during the summer rtionths. Our strong hotel-specifi� and destination m�rketing initiatives are cratical to driving this vo(ume and have been instrumental in c�ur continued �rowth. I work in tar�dem with the Marriott Western Resorts Marketing office in Scottsdale, A� to create and leverage both regianal and local marketin� initiatives, paying part�cular attentic�n to those that have generated th� greatest returr� fc�r Marriott resc�rts in areas like Scortsdale, Palm I7esert, and Hawaii. `I'his experi�nce has allowed us to expand ctur reach to areas and markets that were previously tou�h tc� crack, while increasin� c�ur presence anti effectiveness in our ha�lrnark segrnents (Front Range, Chicago, Texa�, and New Yark). AdditiQnally, my experience an the �'crwn of Vail's C�mmission or� Special Events {CSE) has pravided me with great insight inta the imp�rtance of the synergy between the VLMDAC ar�d CSE. 1 am proud of the work we have done on the GSE to strengthen the data-driven decision making and strategic direction that is vital to the event calendar's success. The continued development c�f the relatianship between CSE and VLMDAC is one that i will be thrilled to champion. (Continued) "15 West Lionshead Cit��le � Vai7, ��lc�rado F`16�7 �(970) �76--�-1-�4 • f=a� {97�) �: 6� 1647 � ct•.ti�tiv.vaitmsrric�tt.ct�in 4/2/2013 As an additional nt�te, aszd in the interest of full transparency, I am aware that the VLMDAC is contraeted to help fund ihe Vail Vall�y Partnership's group sales effc�rt, which includes the graup sales pasitit�n focused on Medical + Hea�th c4� Wellness conferences. My wife, Heather Kerstiens, is currently employed in that role for the Vi1P. Shauld budget matters related to that pasition arise, I fully understand the need and expectati�n to recuse myself fram the discussion and vc�te. I am happy to discuss this in more detail with the Tc�wn Council. Ta suppart my consideration, I have encic�sed ]etters fram community leaders and others that I repc�rt to directly. Tharik you for your time and can�ideration, t'� �`i%'� „�.�.- -�'A` _. .. .. } � Soru�y �.erstiens, CAS�: Director of Sales and Marketing Vail Marriott Mountain Rest�rt 4/2/2013 .. � ,� � ,, � . March 26, 2013 pear Vail Town CouncEl Members, it �s r,�y pleasure to suppori and encoura�e the ncminat+on of 5anny Kerstiens for the vacant seat an the Vail L€�cal Marketing E}istrict Advisary Counci{. 1 have had the �leasure of getting ta know Sc�nny on a professional level over the last few years and I believe he would provide an important perspective to the VLMDAC. I have a high level of respect far his commitment and determinatian with regards to driving avernight visitation for the community, as well as his understanding of #he connection between the lodging community, Uail Mauntain, the Town of Vail, and the greater community. Sanny has been � great partner on several prcrjects and has a keen understanding of the importance of cpllabaratic�n. As we move forward, with the exciting addition of Epic E7iscovery on the horizon, Sanny's perspective and background in pramoting conference, group, and leisure summer business for Vail`s largest hotei will be vital for the VLMDAC. He has a critical understanding of the importance and power of Vail's year- round brand and the impartance af creating economic vitality by increasing the visitor base. His experience with the Marriott and Vail Resorts sales and r77arketir7� teams will prouide a unique persp2ctive as the community embraces this exciting summer prc��ect. I believe it is very impartant ta have Sanny's lodging perspective on the ativisory counci{. His view po+nt wili be an asset to th2 VLME� and i am very happy ta endarse his application. Thank you, Chris Jarnot Ser�ior Vice President and Chief Operating Officer Vail Mountain M� � (fl F? ��r�?'� �� �' �,`�I�. `_� � �'r3..;.a ��1r���'<i • `� ���4�i'�%���:5'�.l � WWW.Y3II.Ct}!'Y1 � VAII MOI,.INTAIN 715 We5ti.iflnsheadCircle RESORT -.--.— Vail Colorado 81557 ,�ac��Qtt. Nlarch 25, 2013 Vaii Town Councif Attn: Larelei Donaldson ?S South Frontage Road Vai1, CO 8165? Dear Vail Town Council Members, 1t is indeed a pleasure ta recammend Sonny Kerstiens to become a member of the Vail l.ocal Marketing District Advisory Council. Sonny has been part af the Marrio#t team for the past 12 years and he has been an excellent Director of 5ales and M�rketing. He has been recognized by Marriatt, Vail Resarts, the Vail Valley Partnership, and the Denver Business lournal as an outstanding Directar of Sales and Marketing. Fallowing is a list of pers�nal and team awards that Sonny has achieved ouer the past few years. 201D GlQbal Marriott Safes and Marketing Team of the Year (franchise� �011 GIo6a1 Event Management Team af the Year (Franchisej 2012 Regianal Marriott Sales and Marketing Team of the Year (Nominated} 2010 Q3 Vail Resorts Sales and Marketing Team of the Quarter 2012 Q4 Vail Resorts �a1es and Marketing Team of the Q,uarter Z012 Young Professional af the Year (Finalist} 2{}1(} Chairman's Circle Award Winner �Marriott) 2011 President's Circle Award Winner (Marrio#tj 2C}l2 PresidenYs Circle Award Winner (Ntarriott) 2011 Denuer Business Journal's 40 Under 40 (Nomit�ated� Sonny is well respected ttrroughout the Vail lodging community and he has demonstrated his ability to understand how the iodging, mountain and community interact to make Vail the wonderful taurist destinatian that it is. !n addition to his local sales and marketing expertise, one other important faGtor that Sonny will bring to the cauncil is our ir�vo{vernent with a41 of the Marriatt Resorts 'sn the Western part of the counkry. We are part af a group of Marriott Resorts that use a regionaf marketing team aut of Fhaenix, Arizona to coordinate aur various marketing and e-commerce initiatives. By being part of this group, our praperky and Sonny in particular, is able to understand what types of pragrams are successful�y executed in ather resc�rt locatians and to see if there are perhaps appiications that we can use here in Vail. The Vail Local Marketing Qistrict Advisory Council has dane an excellent job on focusing an our summer business and making us a much more popular year round resort. The ladging cammuntty is extremely excited about the addition of Epic Discavery in 2{}l4 and I can assure you that Sonny will be a great addition to the Advisory CouncN and will l�ring the voice of the lodging community to the meetings. Thank you for our continued support of the Advisory Cauncil. 5incer y ;'' Dave P ase General Manager 4/2/2013 �� ����E� r��r��vt�e�x�r- March 18, 2013 Vail Tawn Council Attn: I.orelei Donaldst�n 75 South Frantage Road Vai(, CO 81657 aear Vail Town Council Membees, It is with great pieasure that i support the application that Sonny Kerstiens has su6mitted for the Vail l.ocal Ma�keting Ciistrict Advisory Council. I've had the opportunity to work directly with Sonny over the last six plus years and I am continually impressed with bath his and the Marriott's commitment ta the econamic vitaaity of Vail. As the Director oF Sales & Marketing of ttail's largest hotel, Sonny has a unique Ic�dging perspective that is vital tQ the continued success of the Vail Local Marketing District — namely, being able to critically examine various marketing initiatives to support Vail's brand. His past two years on the Cammission on Sp�eial Events adds to his resume and enh�nees his experienee as the CSE & V�MDAC cantmue to callaborate and wark together. Sonny alsa innately understands the importance of groups and meetings, a key role of the Vail local Marketing District and a strategic goal of the Vail Tawn Cauncil �disclaimer: os you know, the Vail Vcrlley Pe�rtnership cantracrs ro pravide group sales services rt� fhe i�own o�Va[1 via the VLMDJ. '{'his connection is important to the VLMD as grQUps & meetings are a key driver to mid- w�ek c�ccupancy thrc�ughc�ut the summer months and likely th� key driver to increased occupancy in the traditional "shoulder" seasons. Sanny understands the Vail brand and understands the need for a strong brand presence, his experience with Marriott (itseCf a strong travel brand} can be further Eeveraged an behalf of the Town of Vail �nd the VLMQ. Sonny has experience working on a volunteer board far the Tawn and if selected would pravide a seamless transition to the VLMD. � arn confident that he wQUld make far an excellent addition to the VLMQ and I believe it is important to have lodging representation on the advisory council. Thank you, Chris Rc�mer President & CEO Vail Va11ey Partnership At3 8ox 1130, Varl, CO 81658 www. v+sitvoitvotley. com , 4/2/2013 L�ana Carlsc�n Moc�re Antlers ai Vail b8o W�ionshead PL, Vait CO 8�657 Q: 97cs.79a.$zt9 � C: g7o.q7r.4�z8 (iana r(,�anttersvcril.com Vai) Town Council clo Tammy Nagel & Pam Srandmeyer 7own Clerk, 7S S, Frt�ntage Rd. Vdil, Ct� 81657 e-mai! tna�el@vail�ov.cc�m Dear V�il Town Council: I have recently joined the Antlers at Vail as their Director of Marketing. After a shr�rt break from the field of marketing and public relations I am excited to get back ta the field c�f my true passion and represent an organization so very invalved and vested in the cr�mmunity and success of Vail's rnarketing effarts. I began my career in the field of public relations in 1994, freelancing for Dallas public relations agencies, both large and sm�ll. Sht�rtly thereafter I kransitioned into m�rketing research for a financial company. Inspired to learn more about business I earned my Masters in Business Administration. Using that knowledge, I started and ran an c�nline business in the travel industry. Venturing into marketing and pu6lie relations f4r the Bravo! Vail Valley Music Festiva� eventu�lIy led to client services and business development at S�ark ereative, a full-service advertising agency specializing ir� real �state development and sales far clients such as Vail Resort� Develc�pment Company. l then transitioned those skills and �Cnowledge to my own agency, Kaleidas Marketing Graup and after wrapping up a large project assisted the Vai� Symposium thraugh a transitic�n that �esulted in a full time position as Executive Ciirector. 1 have recently left that positic�n to take on the role of �irector of Mar�eting at the Antlers at Vail, I have att�nded many VEtvtDA� meetings aver the years, and even participated in the media trips, E understand the cc�mmunity stakeholders, the target markets and what it takes ta exe�ute a successf�sl rnarketing plan of this magnitude and represent a brand af this standard. 1'his wide breadth of exp�rience in marketing, travel and ever�ts offers an excellent fit for the Vail Local Marketing District Advisory Council. I'm pleased to apply for the apen volunteer positic�n on the advisory counci� and look forward to meeting with you rt�xt week. Warmly, Liana C. Mcsore 4/2/2013 EIANA CARESON MOORE P.O, Box 4131, Vail, CQ 81658 970,471.4428 — liana.moore�grnail.com PRt7FESSIfJNAL EXPERIENCE Antlers at Vai1, Vail, CO March 2t773 — f�resent C:irector af Marketing Vail Symposium, Vail. CC3 l���' 2Q]4 —March 2�1,3 Exeeutive L?rrectc�r * Co-chief execukive of nan-profit organizat+on reporting to board of directors. � Oversee and execute all budgets, programs, event sales, marketing, public reiatians, cammunity relations, donor relations and grants. Prepare budgets, financial projections and ana{ysis. Awards and Accomplishments * Staff liaison for new signature event, Living at Your Peak, that almast doubled the budget size of the vail Symposium for 2Q12. * In 2011 produced 37 stimulating pr�grams with 68 speakers and mc�derakors and reached 5,311 audience members, a 5] °fo increase over 207 0. • In 201 1 3ncreased program revenues by 43°lo and profitabiiity by almast 2t?t7°!o from 2010. *�c�vered by national media outlets C-Span, the Huffingtan Past, 4News and others. Kaleidas Marketing Graup, Vail, C{� & Aust'sn, TX Sept. 20CJ8 — Present C?wner � Develop and execute marketing plans and s#rategies to increase reuenue and skrengthen br�nds for clients. 5trategies may include marketing mix of: print design, web design and marketing (SEO! SElvt}, media planning, public relations, direct mail, client communications, social medi� �nd more. • Inspire team ot associates to produce excellent results. Manage consultants to opiimum utilizatic�n while delivering success in timeliness and cost effectiveness of praject deliuerables. • Develop and maintain media r�lationships, pitch stories and act as spokesperson fc�r clients. • Manage successful marketing programs for dients including Bravc�! Vail Valley Music Festival, Roundup River Ranch, 5lifer Designs, KH Webb Architects, Land Designs by Ellison and others. SparkCreative, Vail, CO �an. 2�0? —Au�. 20t18 Vrce President, Cfient Services and Business Development • Customized approaches ta match the business situation of the client. lJsed pracesses and strategies from past pr�jects and created new approaches to deliver pro(itable & successful projects. • Inspired the team of associates and clients to produce excellent results. Ma»aged associates and consultants to opCimum utilization while delivering success in timeliness af project deliverables. � Bu31t relationship activities; +dentified new opportunities to do repeat business with current clients. • Wrc�te copy, art directed, developed marketing and media plans, wrote press releases, managed print vendors, website deve[opment, cansulted on SEO, SEM and any other task necessary to a project's success. • Mar�aged successful marketing programs for clients including Vail Resorts Development Co., Paramonte Private Residences, Nermes Resort Properties, Grand Stakion, Limelight Lodge, Sli(er Designs and others. Awards and Accomplishm�nts * Pitched ar�d earned new accounts valued at over $2 million. * Maintained consistent c[ient satisfaetion. Bravo! Vail Valley Music Fesfival, Vail, CO June 20Q2 —/an. 2Qt17 tJir�ctor of Public Rel�t�`r�ns and Marketrng * Managed ticket sales reuenue budget line item af over $1 million. • Spokesperson for Bra�o! Vail Valley Music Festival and Colorado Music Alliance. • Represented Bravo at national press events; Deuelaped and maintained media relationships. • Managed all Bravo communicatians: photography, video, advertising, collateral material, website and PR. • Managed marketing and ticketing depariments. 4/2/2013 Awards and Acc�mplishments • Develc�ped and obtained marketing spc�nsc�rships and trade valued at over $1 titl,00t1, * t}6tained nomirtati�n, wrote grant and wnn Non-Profit of the Year Success Connectic�ns Award far 2003. • Increased tickek revenue in 20Q3 by 7(l°lo and exceeded ticke� revenue budgek 6y $50-100,(la0 annually. ---...._...-- •--Created n�w-organiaation tacg�tic�g.young pra#essionaG demc�graphic, �ack� c�n the Rocks.--3ncreased membership from 20Q3 ta 2QQ4 by 1 SQ%; �reated new annual revenve stream of $40,00(�. • Built �cc�n�mic madel, quantifying Festival's impact upan cc�mmunity: total revenue impact �f $1 d million and tax reuenues �f +$S�O,dt�O. Created �irst model of kind in the eammunity. ' • C�verna�r(ed website in 2�U3 and �QQ&, includin� anfine ticketing. Increased web visits by +70°l� annually. --- _ _ � Cha'vman of Cc�lc�rado Music A{I;�nce. Represented 1 S other festivals throughout Colorada. Af#er 1 Uo, LLC., Denver, �O and Dallas, TX Sept. i997—/une 20C�2 Pres�dent & Fo�nder • Created business concepk ft�r the first On-line Noneymoon Gift Registry; established new market segment. • Created pricing and revenue structure, fc�recast revenue and financial statements, abtained financing and set up business processes and operatir�ns fc�r a completely new 6usiness cancept. • Created public relations prograrn and achie�ed nationa� press caverage, including Goac� Morning America, � Develaped strategic alliances with 2U0 travel agent pariners; Develc�ped and implemented sales training. • Designed cc�mpany web site and obtained top 5 honeymonn registry listings in all rnajar search engines. Awards and Accc�mplishments • Consistently increased revenue by 10Q°lo per year and web usage by an average c�f 165% per year. • �ldded revenue stream through sale c�f co-op advertisements, by 2002 funding 9Clp% of company adver#ising. • Earned pro-br�nr� aw�rd from tap ad agency valued at over $40,OOQ. Marlow lndusfries tnc., C�alla5, TX May I997—Sep. 1997 Contract Strategic Marketing Position • Farmulated and implemented successful strategy t� sell excess invent�ry resulting in a reductian c�t carrying costs and preventing unnecessary write-offs. � [�esigned praject tc� study and develop entrance strategy for prospective new market segment. EQCJCAT[{�N SQUTHERN lv1ETHQDIST UNIVERStTY, [�allas, 7X Master of Business Admrnistratron, tvtay 1998, Qean's Scholarship 7RINITY t1N1�tERSITY, �an Antc�nio, TX BacheforofArts in History, May 1994 ACTtV1T1ES • Member, Economic Develapment �eadership Council, 2013; • Organizer, TEDxVailWc�rnen 2Q11; • Presenter, Rura! Mouniain Philanthropy Days 2011; • Secretary, Vail Syrnposiurn Board of Directors 2p08-2Q1Q; • tviember, Eagle County Planning Commission 20t�6-2��8; • Panelist, Culture Commerce Comrrrunity ConFerence 2C}05, Denver; � VVC7B Success Connections Award Selection Commitkee 20Q5; • Chairperst�n, Coloradc� Music Alliance 2QQQ. � htkp.11www,linkedin.comlpUblli�na-carlson-moorel418al9>> http:tltwitter.cpmll{aleidc�sMkt� 61og http:fJwww.kaleidosmarketing.comlcategorytblogl 4/2/2013 VITALITY -. CENTER VAIL MOUNTAIN LODGE Jeff Morgan April 1, 2013 Director Vail Vitality Center Vail Town Council Attn. Lorelei Donaldson Town Clerk, 75 S. Frontage Rd. Vail, CO 81657 Dear Ms. Donaldson and the Vail Town Council, My name is Jeff Morgan, Director of the Vail Vitality Center. I am writing in regard to the seat that is open on the Vail Local Marketing District Advisory Council. After reviewing the backgrounds of the current VLMDAC members, l see no representation from the Health and Wellness sector. As an accomplished, results-oriented fitness, education, marketing and sales professional with a passion for designing economic development plans, well-living criteria, B2B relationship and healthy lifestyles, I would value the opportunity to develop an economically strong Well-Living Community/ Destination in the Vail Valley. Vail has a unique opportunity to combine our businesses and market nationally as a Wellness Destination. As one of the leading Active Ageing Communities, home to athletes and a play land for the wellness enthusiast, the Town of Vail can market to retirees, young active adults and the second home owner. Through a combination of policies and programs that increase healthful behaviors (often at low or no cost), we as a town, can spend more on the services that make our town attractive to residents and all types of businesses. As the leader of a Well-Living Behavior Center, the Vail Vitality Center, I provide an experience that features a group of health experts and wellness professionals who take a fresh approach to wellbeing. Looking at the economic benefits that Health and Wellness brings to all types of businesses including real- estate, restaurants, grocers, health clubs, retail business and medical services, the town has the opportunity to position itself as a market leader in this field. With a strong connection to the ICAA (International Council for Active Aging), health club business, wellness, marketing and sales background, I would like the opportunity to be an integral part of the VLMDAC in promoting the future of Well-Living in the Vail Valley. The Vail Mountain Lodge and Spa, of which the Vail Vitality Center is a part, owns real property in the town of Vail. Frank Johnson, the general manager of the Vail Mountain Lodge and Spa has designated me as their representative to be considered for the VLMDAC. Thank you for your consideration. Vail�itality Center Johnson -�¢eneral Manager Vail Mountain Lodge 4/2/2013 �,IITALITY CCENTER VAIL.IV1C�lJhJTAIhJ L...CaC?GE Jeff Morgan Apri1 1� 2013 Director Vai1 tTitality Center Vail Town Council Attn. Lorelei Donaidson Town Clerk, 75 S. Frontage Rd. Vail, CO 81657 Dear Ms. Donaldson and the Vail Tawn C�uncil, My name is Jeff Morgan, Director of the Vail Vitality Center. I am writing in regard to the seat that is open on the Vail Local Marketing District Advisory Cc�uncil. After reviewing the backgrounds of the current VLMDAC members, I see no representation from the Heaith and Weliness sector. As an accomplished, results-oriented fitness, educatic�n, marketing and sales professional with a passian for d�signing economic development plans, well-living criteria, B2B relationship and hea]thy lifestyles, I would value th� oppartunity to develap an economically strong tNell-Living Community j Destination in the Vaii Valley, Vail has a unique oppc�rtunity to combine our businesses and market nationaliy as a Wellness l�estinatic�n. As one of the I�ading Active Ageing Cammunities, home to athletes and a play land for the wellness enthusiast, the Town of Vail can market to retirees, yaung active adults and the second home owner. Through a combination af palicies and programs that increase healthful behaviors (often at low or na cost�, we as a town, can spend more an the services that make aur tawn attractive ta residents and all types of businesses. As the leader of a Well-Living Behaviar Center, the Vail Vitality Center, I provide an experience that features a graup of health experts and wellness professianais who take a fresh approach ta wellbeing. Looking at the economic benefits that Health and thTellness brings to all types of businesses including real- estate, restaurants, grocers, health ciubs, retail business and medical services, the tQwn has the opportunity to pasition itself as a market leader in this field. With a strong connection to the ICAA �Internationai Council for Active Aging), health club business, wellness, marketing and sales backgraund, I would like the o�aportunity to be an integral part of the VLMDAC in promoting the future of Well-Living in the Vai1 Va11ey. The Vail Mountain Lodge and Spa, of which the Vail Vitality Center is a part, owns real property in the tawn of Vail. Frank Jahnsan, the general manager af the Vail Mountain Lodge and Spa has designated me as their representative ta be considered for the VLMDAC. Thank vou for vour co � ' i �.� � r � , '. ..lr � �� �� �� ..rl � 1 i i � •�+• 4/2/2013 t �' Jeffrey B. Morgan PO Box 2Q7 Vail, CC} 81fi58 Phone: 72i}-324-0023 {Cell} Email: jeff@vailmountainlodge.com Career Obiective To develop, support and have conventional wisdom on well-living behaviars provided to aur communities natianally and to form partnerships between lacal businesses. As an accamplished, results-oriented fitness, educatian, marketing and sales professional with a passion for designing economic development plans, well-living criteria, B2B relatianship and healthy lifestyles, is building a Well-Living Communityj Destination. Praven salesjbusiness acumen combined with prac#ical experience and farmal training in sales, marketing, leadership, heal#h, fi#ness and program design. Keu Skills ond Strsnaths: • Passionate abc�ut health and fitness. • Thrives an edueating others on all health & fitness matters that feed economie systems. • Marketing and Custamer Connection • Strong relatianships with ICAA �international Council on Active Aging�, Top wellness professionals, athletes, club and wellness center owners, university coaches, universities and colleges, executive businesses and carporations and major equipment manufactures • Excel in all areas of the sales process from prospecting to territory management to closing. Consis#ently exceed all quotas set. • Prafessianal presence and articulate communication skills used ta buiid relationships and conduct sales presentations. • Superior work ethic with strong desire to make a difference in the wellness of the general public. • Worked directly with top wellness facilities, pro-sports, university athletic coaches, physical therapists, hospitals, persanal trainers, YMCA, news and radio, and top level CEQs creating RCiI plans, marketing packages, B2B referral plans, budgets, educatianal programs, designing floor plans, ROI, and gaals for business growth and differentiation. • Owned a s�accessful personal training business in Downtown Denver, Ct]. Ex�erience July 2012 — Present Executive Direttar af Vail Mountain Lodge � Oversee all operations of the Well-�iving �odge, The ltitality Center + Create and Manage all Budgeting and revenue growth • Head of Marketing and 5ales • Program Designer and Developer • Develop Well-Living Vacations ; Lecture �nd Education event producer � Enhance Well-Living Behaviors Jan 2010 —May 2022 Business Cansultant. 5elf-t�wned - Northern and 5outhern CA/AZjUT/CO • Developed operational plans and execution strategies far large Health Club organizatic�ns. Developing the Wellness Centerj Destination Concept • Educational �ecture development, training Professional instructors, coaches, athletes and fitness enthusiast biamechanical alignment, safety, efficiency and aptimal neurolagical patterning for effective well — living behavior • Develaped marketing strategies by building organizational models and effective solutions yielding revenue growth and execution. * Built relationships with Medical community, realtors, local schools, chambers and ather B2B reciprocal benefactors implementing a well-fiving community develapment. 4/2/2013 � Jan 2010 —luly 2012 Territory Manager CYBEX International Salesj Education — CC}f NMjAZjUT Cybex is a leadir�g manufacturer of premium exercise equipment. The �ompany's dedicatian to exercise science, through the Cybex Institute, leads the fitness industry in providing scientific basis far the development of exercise machines that enhance human perFarmance. • Met and exceeded quota in CQ, UT, WY, Achieving 8t}°f of quota in year 1 and 1161 of quota for 2011. • Received "Most Improved Territory" award far 2{}11. • fteceived promotian May 2011 gaining new Territory, New Mexico, West Texas. * Provided educatianal symposiums on behalf of the CYBEX institute. Covering bio- mechanics, safety, efficacy, and human structural alignment. Presented to major fitr�ess corporatians, YMCA, JCC, Colleges and University athletic caaches, military, PGA, NFl., NHL, NBA, MLB, Physical Therapist, personal trainers, and athletic performance centers • Developed sports performance prog�ams utilizi�g key pieces of equipment frorn Cybex. Strength and power, stability, balance, and rehabilitative programs were deveCoped under the supervision of the Cybex Institute. Jan 2009 —1an 2010 Peak Pilates Western US Comrnercial Sales- Baulder, Coloracio Peak Pilates is a subsidiary of Mad Dogg Athletics INC. and provides fitness equipment to commercial health clubs throughout the United States. • Prospect and sell Madd C?ogg's entire line of fitness equipment to Commercial Health Clubs in the western US. Tradeshow experience + Develop f�t]1's and PowerPoint Presentations to demanstrate products and their valt�e add. • Met montnly quota by cald calling, netwarking and trade shows. • Assist in broadening Peak's product recognition of their revolutionary MVe Fitness Chair to Physical Therapist, Universities, Nealth Clubs, and Hospitals. Oct 20C}2 — Dec 2008 Faunder%t�wner af Studio29 Wellness Center, LLC — Denver, Cobrado Studia 29 was a comprehensive weilness consulting business located in Denver, Coiorado. Services included designing exercise and nutrition pragrams far individuals, athletes and prefpast-surgica) patients. Studio 29 also affered ane of Denver's premier Golf Fitness prc�grams. The business employed a staff of five exercise specialists and had gr�ss annual revenues of over $500K in 300C}sq/ft. Clientele included 450 in�lividuals and local businesses. The business was sold in late 2008. • Starked Private persc�nai training and physical rehabilitation business from ground-up. This included bui{ding out space, hiring s#aff and creating business and marketing plan. • Developed and executed sports perfarmance and rehabilitative exercise prescriptions for a wide variety of clientele, ranging from Pro Athlete to Disabled and Youths. Developed suecessful Golf fitness programs far Denver Country Club, Cherry Hills Country Club, Cherry Creek Country Club, and Glenmaore Cauntry Club. • Supervised, hired, and trained staff. Designed incentive pragram and incarporated semi- annual reviews which results in very lov�r staff turnover. • Managed business planning functions including developing revenue and budget projections and day-#o-day operations such as expense reportir►g and payroll. • Sald and managed wellness programs to corporate customers. Retain 859'A of current customers utilizing customer management techniques. • Represented Studio 29 and lacal fitr�ess industry ta public by appearing on local N {Channels 2, 7, 9 and Fox 31} News Programs. Segment topics inciude Usrng the Sody Safely Whi/e �ardenr`ng; Prever�lr�f��ck Injurr`es; Prc�per Lifting Technrques; Ef�ective Use of �the �ym; and Physr`cal Transformptions. • � • Presented programs on funetional fitness to target audiences: eerrer your �,�`e Through Frtness for doctors, chiropractors, nurses at penver Country Club (DCCj; A New Way to Itiew Fitness, Create an Out(et in yaur Busy Lrfestyle for Health a�d Beauty Day at the National lewish Medical and Research Center. . Publish articles on exercise, prevention, and wellness tt�pics for the �enver News Posi, Rocky Mountain Sports Magazine, and �he 1?enver Business Journal. • Participate in clinieal patient evaluations at local Physical Therapy and Mas�age Therapy dinics resulting in clier�t referral for Phase 4 arrd 5 Physical Therapy RehabiFitation. 90�0 success returning patients to function level prior to surgery. + Create exercise plans for pre-surgical patients referred by local hospitals and orthopedic surgeons. 'Plans utilize static and isometric training. �tesult is lowered rate of complications post-surgery and a 20R�a improvement ir� recovery time. April 2000-1an 2002 Master Personal Fitness Coach- Colorado Athletic Club — Denver, Colorado The Colorado Athletic Club i� a premier health and fitness center with 5 locations and 1Q,Q00 members in the Der�ver area. Facilities ir�clude both traditional exercise and rehabilitation equipment. + Assisted Fitness Directar in Fitness Trainer staffing, training and supervisior�. Development of innavative group fitness classes and schedule based an member's needs. + 90�0 of clients completed plan and achieved desir�d fitness objectives. Acfiieved 1009�0 of quarterly sales quotas. • Callaborated with Wellbridge Corporation's Denver Physical Therapy Clinic to develop post-physieal therapy exercise rehabilitation programs f€�r phase 4 and S patients recovering from injury or surgery. 9010 of patients attained goals. 1995-2000 Mar�ager- Fitness by Design — Indianapolis, Indiana Fitness by Design is a successful private fitnessjwell�ess studia located Indianapolis, I�diana with over $1 Million in annual gross revenues. • Designed a specialized "super low training program" for athletes reeauering from sports injuries, reeuperating hospital patients, and elderly rnembers. Program �ncorporated Med-ex Fitness Equipment and YNICA Testing Pratacol. • Supervised and trained staff of eight personal trainers to use studio's care programs successfully. • Met all quarterly sales goals and w�s top sales representative four of five years, 1993-1995 Exercise �pecialist- Advance Physical Therapy — Indianapalisr Mdiana Physical Therapy Clinic for all levels of physical therapy rehabilitation following injury or su�gery, • Created and performed exercise prescriptions for phase 2, 3, and 4 post-surgical rehabilitation patients. fJrthopedic experience ir�cludes shoulders, wrists, knees, and backs. « Utilized various therapy techniques and devices including STEM electro�ic unit, ultrasou�d, and orthopedie braces. 4/2/2013 EDtt�'A71t?lV1CFRTI�ICATIONS ` - • M.S., Exercise Physiology and Kinesiala�y, Bail State llniversity — Muncie, Indiana, 1996 • B.S», Business, Bail State University — Muncie, IN 1993 « Certified Health Fitness Instructor, American College of Sports Medicine �ACSM-HFI�, NSCA, CSCCA, TPI (Titleist Performance Institute� L2 Golf Fitness Instructor, Certitied Trigger point — Myofacial — Tai Massage Therapist, Mad Dogg Spinning instructcrr, Kefifile bell certified trainer, TRX certified trainer, Peak Pilates MVE Certified Trairter, and Certified Cybex service provider. . Versed in all new cvmputer software: Excel, Ward, Pawer Point, Web-Ex, Window XP, etc. AC77VIT/ES! HDBBJES Avid Mountain Biker Galfer Skier Exercise Fanatic REFERALS ClPt7N REQUEST 4/2/2013 Mazch 25, 20 � 3 Ta; Vai] Town Car��.cil Attention Lc�relei Dc�naldsan — Town Clerk My n�me is Patricia McNamara and I wou�d very much like to serve on the VLMDAC. I have lived in Vail since 19$3 �nd I am happy Co say that I have spent Che last 30 years wc�rking at the Sonnenalp Hotel under the management of Mr. Johanr�es Faessler. The Sonnenalp has requested that I apply as a designee of the hote] I will be representing the Sc�nnenalp, not myself as an individual, on the Advisory Council. I know it is rare in my industry tt� have stayed with one company for my entire career in the hospitality industry, but this is what also m�kes me unique. Due tQ the duration c�f my time at the Sonnena]p, I have had the oppflrtunity to wt�rk in many departments and positians, including: sales manager, reservations agent, and public relations and marketing directt�r, My invalvement in these varic�us pasikians has allowed me to �ive and breathe Vail. I understand that this val�ey is a ptace for many guests to fulfilJ their passions; whether it's skiing and snaw shoeing in the winter or golfing and biking in the summer. Moreover, I understand what it takes tt� market other impc�rtant areas t�f interest such as retail, restaurants and spa. The connection between heads in beds and these other valuable sources of revenue are aJl of high �mportance to a�uest overall experience in the Vail Valley. It is not just impflrtant to fill our bed base but equally important that �uests find the Vail Valtey ric� t�f wpnderfu] fc�t�d and beverage venues, retail chc�ices frqrr► clothing to activity equiprnent and enjoy the comfort ofour many spas. I alsc� represent th� mare independent type of lodge car hotel; with na a#`filiation to a chain or narne brand. The Vail Va11ey has many hotels at�d lod�;es that are simi�ar tc� the Sorulenalp, not only in size but in marketing efft�rts. We are small but effective in t�ur marketing �deas of ways to brin� guests to Vail. The �onnenaip has been a part of the Vail tTalley for more than 33 years and is prt�ud to have served our community in n�any areas such as our Sonnenalp Foundation, our year�y cancer �olf taurnament, and the hostin� c�f t�ur bicyele classic for more than 24 years. We are also a supporter of many Vail events such as Oktoberfest, Vail Living We11, Snow T�aze, Spr�ng back to Vail to mention a few, I am canfident that my combination af practical work experience and salid educatiflnal ex�rience has prepared rne ta make a valuable cc�ntribution to the Advisaiy Council. I received rny college de�;ree from the University ofhiarthern Colorada in 1�85. Due to the fact that I was raised in a military farnily, I spent many years in C,ermany and w�s �iven the opportunity tc� speak German and F`rench. This exposure to a vast amount Qf cultural diversity has certainly leant itself on rnore than one occasion. I sat on the board t�f HSMAT as treasurer in the late 90°s and also served as president af Destination Colorado for a 2 year term from 2007-2008 as well as servin� as their Past presider�t frc�tn 2009-2010. I have been instrumental in implementrn� prt��;rams such as creatin� a�roup 4/2/2013 direct and email piece and rebuilding ofthe website to fully achieve our �tra�: brin�ing more group business to our state. Over the years, I haue been dedicated in prornoting Vail as the ideal resc�rt destinat�t�n. �r1y missior� has always been to se11 Vail and the_S�nnenatp, i�oC just the l�otzl alone, i� have had khe opportunity to travel wor�d-wide to selt "Vail and I un�erstand haw other simi�ar resc�rt areas do business. I very much �njoy presentin� ideas; whether realistic or dreamlike, because this helps a committee tt� find programs that rnay and can wark regardtess of the restrictions that we sorn;etilnes place on new projects. C}f cc�urse new pro�ratns take time ta rnassage and grow and become successfu� c�n their own. Ht�wever, my passian and patience allow me tc� stay the course. When I begin a project, I�ee it thrc�ugh frorn start ta finish. In summary, after spending nearly 30 years in Vail, I easiiy view the Vail Valley as a whole alzd sell all of its compc�nents, such as lodging, activiti�s, and food and t�ev�rage outlets.. I always boast to others about the impact that VLMDAC has had in relatic�n to increasin� spring-summ�r-fall business, bc�th t�n the leisure and grc�up side, It wou]d be � hc�nor ta be part af this fine organization. I k.�ow � have so much more tc� learn and VLMDAC wou�d be another way to keep cne an this track of learning, fueling creativity and bringing the right type of business to Vail. � am very proud tc� be part of this va�ley and also thankful fc�r this oppartunity. Thank yc�u for your time and cansideratic�n. My contact information is as foilc�ws: Patricia McNamara Sor►nenalp Hokel Director c�f Sales and Reservations pmcnamara�a sonnenalp.�Qm 20 Vail Ro�d, Vail, CO 81657 W: 9'70-479-5434 C: 97Q-331-953? 4/2/2013 TU�N�P f�f 4�Ai�."� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: April 2, 2013 ITEM/TOPIC: Lionshead Entry Improvements & Parking Equipment & Technology Review PRESENTER(S): Tom Kassmel ACTION REQUESTED OF COUNCIL: Provide feedback and direction for the replacement of the existing parking structure parking equipment. BACKGROUND: The Town of Vail has budgeted for the replacement of the Parking Structure parking equipment in 2014. The Town is currently working with Carl Walker Parking Consultants to review current equipment technology and determine which type of system is appropriate for Vail. Carl Walker will provide an overview of the types of equipment technology available and provide the pros and cons of each along with a recommendation for Vail based on their expertise and knowledge of Vail and their discussions with the Town of Vail Parking Staff. STAFF RECOMMENDATION: Listen to the parking equipment overview and provide feedback and direction. ATTACHMENTS: Staff Memo Carl Walker Memo TOV Presentation 4/2/2013 T�U��f �F VAfL- Memoranc�um To: Town Council From: Public Works Date: April 2, 2013 Subject: Lionshead Parking Structure Entry Improvements-Parking Equipment Options 1. Summary & Purpose This past December the Town awarded the design contract for the Lionshead Parking Structure (LHPS) Entry Improvements project to Zehren and Associates. The purpose of the LHPS Entry project is to improve the operational efficiency, safety and aesthetics of the Lionshead Parking Structure Entry. As identified in the previous Council discussion the Lionshead Parking Structure has three primary issues; 1. Transaction Rates & Equipment: With peak exit volumes of 375-450 vehicles per hour, efficiency is critical at the exit booths. 2. Circuitous Route to Exit and Layout: Multiple levels of parking exiting from the bottom up via a spiraling exit ramp that has up to 5 merge points before one gets to the exit lanes. 3. Frontage Road Traffic Flow: At peak exiting and entering periods the Frontage Roads are also at their peak, making entering and exiting difficult and slow, backing up into the exit lanes and parking structure. Council directed staff to come back with a discussion on options for parking equipment and technology to better understand whether the majority of the problems could be solved with parking equipment. Therefore the focus of this worksession will be on parking equipment and transaction rates. Subsequent discussions will address routing, layout and Frontage Road traffic flow. Staff has worked with the design team, including Carl Walker Parking Consultants, to review the most current parking technology and equipment that may be applicable to the Vail parking structures. The purpose of today's worksession is to review the Town's existing parking operations and review the technology and equipment options available. The purpose today is not to select specific manufacturer of parking equipment, but to discuss operation methodologies, parking lot control, and revenue collection options. 4/2/2013 Our focus will be on the Lionshead parking structure; however since the Lionshead Entry improvements have been integrated with the 2014 budgeted Vail parking equipment replacement program, staff has also reviewed the Vail Village parking structure equipment as well. All options reviewed are applicable to both parking structures. The parking equipment replacement project is intended to replace the aging parking structure ticketing and gate equipment within both Lionshead and Vail Village Parking Structures. This equipment replacement includes; entry and exit gates, entry ticket spitters, exit ticket verifiers, exit automatic and manned pay stations, software and additional hardware. 2. Background The Vail parking structures' equipment currently varies from 7-12 years old and are up for replacement. Advancements in parking equipment and more importantly guest expectations when using public paid parking have changed, allowing the town to review more efficient guest experience with regards to entering and exiting the parking garages. The town's parking garages experience extremely high transaction rates, especially at peak entry and exit periods. A typical holiday period or weekend will see an average of 1800 transactions per day at the Lionshead structure and 3300 per day at the Vail Village structure, with up to 30% of those transactions occurring within the peak afternoon exit period. Peak times around Christmas and New Years can bring in over 2200 transactions per day at the Lionshead structure and over 3800 transactions per day at the Vail Village structure. Over the course of the five month winter season both structures combine to see an average of 580,000 transactions equaling a total revenue of $3.5 -$4.0 million; over the seven summer months they combined see an equally impressive 600,000 transactions but with no revenue. Both parking structures have conventional equipment that use tickets and or passes to track and verify the parked time of each of our guests. Upon exiting a guest may choose to either pay by cash or credit, or exit by use of a pass or verified free ticket (2 Hour Free or Free after Three). They also may choose to exit via a manned booth or automated pay in lane. Each structure has 4 exit lanes. Each has the capability to have up to three (3) manned booths, with all lanes having the ability to be used as automated pay in lanes. Both the manned booths and pay in lanes accept cash, credit, passes, and verified free tickets. The Town has an intricate parking policy that includes multiple pay rates, multiple pass types, and available free periods. In order to successfully operate the two parking structures it requires a coordinated effort between the town's parking, finance and IT Departments. Many of the challenges the parking staff sees on a day to day basis include; • Lost tickets and false claims by guests • Wet or destroyed tickets Town of Vail 4/2/2013 Page 2 • 2 Hour Free parking abuse by `Looping' • Congestion at exit lanes, due to high volume as well as previously stated issues • Congestion at Frontage Road intersections • Guest mindset — absent minded, distracted, "vacation" mindset • Lionshead structures circuitous exiting flow • Climatic factors — cold and snow • 24 Hour staffing demands with major fluctuations of volumes at peak times. • Equipment issues due to high use and climatic factors. 3. Existing Parking Structure Data Collection In order to better understand the needs of the Vail parking structures, town staff and the design team, reviewed the past three years of ski season parking data. We were able to extract and evaluate every transaction that occurred each day and determine; daily and hourly transaction counts, times and frequency of peak transactions, how each transactions is made, whether it's a free transaction, pass transaction, or what increment of cash/credit was paid. This data analysis provides us with average and peak daily lot counts, the type of transactions that are occurring at peak times, and what type of transaction our average user uses. In general the average holiday and weekend day during the winter ski season will see the following transactions; ( A more detailed breakdown is attached) Winter Average Average Average Average Average Average Season Hldy/Wknd Peak Free Pass $10 $15 $25 Total Transactions Transactions Transactions Transactions Transactions Transactions Transactions Transactions Per Day Per Day Per Day Per Day Per Day Per Day Per Day Lionshead 205,000 1800 2200 43% 17% 5% 3% 32% Vail Village 370,000 3300 3800 58% 11 % 5% 3% 23% Of the two different types of transactions, Free/Pass and Payment transactions, the Free/Pass transaction are the most efficient, as there is no exchange of payment at the entry or exit gate, the parking ticket or pass is simply verified. Based on the above data the majority of the average transactions are free or pass, providing the potential to have an extremely efficient transaction rate. However this data is misleading as this trend is different during the peak exit period between 3:30 and 5:30 pm. During the peak exit period 60%-75% pay upon exit and only 25°/o-40% use passes or a free verified ticket. This trend of high payment transactions at peak times causes less efficient transaction rates at the exit gates. This information can provide insight into how best to accommodate our guests. Some assumptions that can be made based on this data; • The afternoon exiting is our design constraint due to the high amount of exit payment transactions; with peak exiting at greater than 450 vehicles per hour, and the 15t" busiest hour at �375 vehicles per hour. The majority of our exit transactions occur within these two peak afternoon hours and most are paying by Town of Vail 4/2/2013 Page 3 cash or credit at the exit gates, slowing transaction rates. So providing alternate pay locations, other than at the exit gates (i.e. pre-paid debit card passes, pay on foot, or pay and display) may be beneficial; however, this would require significant re-education of our guests. Pass usage, specifically Value Pass usage, can be incentivized much more to provide our guests with a faster entering and exiting experience. An average of only 14% of our guests use passes, it is in the best interest of the guest and the town if that number was significantly higher. The free periods are used heavily. It may be to the town's best interest to investigate a more balanced free period schedule. The average fee per transaction collected during the 2012/13 season to date is $3.39 in Lionshead and $3.68 at Vail Village. 4. Parking Equipment and Technology Parking equipment and technology has evolved significantly over the past 20 years. The current state of parking equipment includes; • Entry ticket spitters for verification of entry time • Manned exit booths to receive tickets and process transaction with Cash or credit • Automated Pay in Lane that verify tickets and process cash and/or only credit • Credit In/Credit Out reads a credit card upon entry for verification of entry time and reads the same credit card at the exit for verification of exit time and takes payment simultaneously eliminating the need for a ticket. • Pass Proximity Reader allows the guest to enter using a pass; i.e. debit pre-paid pass like Vail's Value Pass, or pre-paid passes like Vail's Gold, Silver, Blue, Green, or Pink passes. This eliminates the need for a ticket or exit payment since each pass would be pre-paid. • Pay on Foot (POF) which allows the guest to take a ticket at entry, hold onto that ticket, and then pay on their own, using cash or credit prior to leaving, at convenient automated locations other than the exit lanes. • Central Cashiering, which is similar to POF except the guest pays at one central location that is manned. • Pay by Space/ Pay and Display/Pay by License Plate Number allows a guest to enter without taking a ticket and exit without going thru a pay lane or a gate. The guest pre pays on location at a convenient automated location for an estimated amount of time. The guest either enters a dedicated space number where there vehicle is parked (Pay by Space); or receives a receipt for payment and displays this receipt in their vehicle (Pay and Display); or enters their license plate number (Pay by License Plate Number). The operator (the town) then enforces payment with parking enforcement personnel. If a guest extends their stay beyond the initial estimated amount of time, they must return and add more time; or, there are know technologies that will allow a guest to add more time by phone/credit card. Town of Vail 4/2/2013 Page 4 License Plate Recognition (LPR) allows the guest to enter without taking a ticket and pay upon exit based on their license plate number which is read at entry and exit, eliminating the need for a ticket. Exit payment can be made by some of the options above. Pay on Entry requires the guest to pay a set flat fee upon entry regardless of the time they will spend within the parking structure. This eliminates the need for a ticket and any exit payment or enforcement. Hybrids- A combination of any of the above to create a preferred system. Currently the town uses the first five methodologies of the above list. As parking equipment has evolved over the past 20 years the town has been at times at the cutting edge, sometimes too cutting edge. In early 1990's the town installed Pay on Foot machines; and more recently the town installed a Pay and Display system in both parking structures for "shopper" parking serving over 100 spaces in each structure. Both of these types of equipment met with much criticism regarding use, user friendliness and enforcement. They were subsequently uninstalled. Though these types of parking equipment have been in use since then at other public parking structures, and have become more readily available and familiar to guests, it is still critical that any parking equipment and/or technology used is familiar to all or most of our guests and can be easily used in our resort ski environment. This includes its user friendliness in the cold and snow, potentially with gloves on, holding skis and poles (or set aside close by), in ski boots, and friendly to the weary skier and family at the end of the day. Other available technologies that can or may be incorporated into a parking system include; • Automated Vehicle Identification(AVI) allows the guest to enter using a RFid Tag within the car (i.e. C-470). This eliminates the need for a ticket or exit payment since each AVI would be pre-paid or automatically billed. • Automated counting systems that provide information to the arriving guest of how many spaces are available. The system could be detailed enough to tell guests where in the structure, by level, that the most available spaces are. • Advanced parking guidance systems provide a similar technology but are detailed down to the exact space location and can direct vehicles to an exact space instead of an area or level. • Combination RFid passes. It is possible to combine a parking pass with any other type of pass a guest may be holding, i.e. an Epic Pass. However this type of combination would require coordination and cooperation of both pass operators; tracking the payments and having the rights to pre-paid accounts and/or credit card information can get very complicated. Each of these options are discussed more thoroughly with pros and cons in the attached memo provided by Carl Walker Parking Consultants and then summarized in the attached reference matrix. A cost estimate will be provided once parking equipment has been narrowed down or selected and the installations, quantities, and locations are known. Town of Vail 4/2/2013 Page 5 5. Staffing Each of the above described options requires similar type staffing, with some having more emphasis on various staffing needs. Each will require parking attendants/hosts, equipment technicians, parking supervisors, enforcement, finance and IT staff. Our existing operations requires 141 parking staff man hours per day, not including overtime as needed on peak days, along with another 25 hours per day behind the scene man hours from Finance and IT. For relative comparison purposes we estimate the options presented above may require the following approximate staffing levels; Vail Parkin� Structure Staffin� Man Hours Cashiers Traffic Total MH Equipment Control Parking System Per Day VTC LH Technician Supervisor Host Enforcement Finance/IT Existing 166 36 36 10 21 28 10 25 Pay on Foot 124-174 12-24 12-24 16 21 28-54 10 25 Central Cashier 164-176 35 35 10 21 28-40 10 25 Pay and Display 155-175 0 0 16 24 42-62 48 25 Pay on Entry 133 32 32 10 12 10 10 25 LPR 172 36 36 16 21 28 10 25 AVI 112 24 24 10 19 12 10 25 The estimates above are based on the assumption that a significant amount of host assistance would be needed at peak times with any type of guest controlled payment, i.e. Pay on Foot or Pay and Display; and that a Pay and Display type system would require a significant amount of enforcement and "meter readers". Over time these types of guest controlled pay options may require less assistance as guests become more accustomed to the new system hence the given staffing ranges. The personnel estimates did not go beyond this level to include possible increase in court time, ticket revenue recovery, or warrant issuance, etc... Any Hybrid of these systems would change the staffing levels and would most likely be similar to the staffing levels we have today or potentially exceed today's level. Based on these assumptions the only two options that provide a potential significant savings in staffing are going to either a full Pay on Entry or full Pass/AVI system. However it would be impossible to implement a full Pass/AVI system as that would require all guests to have a pass of some form. Town of Vail 4/2/2013 Page 6 7. Recommendations After initial review staff recommends the town move forward with a Hybrid option that moves toward automation. We recommend providing the following at each structure; • One to Two (1-2) manned booths at exit: Provides the ability for our guests to have a personal interaction with a cashier upon exit, maintains status quo for many, and provides the ability to provide immediate assistance at the exit for anyone with issues upon exiting. • Multiple (3-4) unmanned exit lanes with ticket verifiers & proximity pass readers: Provides faster exiting for those using passes and verified tickets (Free or pre- paid at a Pay on Foot station), and may provide secondary exiting from Lionshead. • Two (2) Pay on Foot (POF) stations at each structure: Provides guest with the ability to use Pay on Foot station and exit more quickly • Increase Value Pass usage (Pre-paid Debit Cards): Provides frequent users with the fastest entering and exiting. Based on the 2012 citizen survey 76% of respondents did not have a parking pass yet almost all respondents would qualify for some type of pass. This option is recommended to provide the town with flexibility as we move toward automation. Based on past experience we do not believe that our guest is fully prepared to make the move to a fully automated Pay on Foot system. Having the option to pay at a manned booth is an expectation of some of our guest and it provides immediate assistance to those guests that may have issues similar to the challenge issues presented above in section 2. The flexibility of having two booths allows us to staff or not staff as needed depending on how fast we can educate our guests on the use of Pay on Foot, the purchase of value/debit passes, etc... Currently we have four booths at Lionshead, this can be reduced to two. This option would utilize all of the current exit lane methodologies (1-5 as listed in section 4) and add Pay on Foot. Once the type of equipment is selected an RFP will be distributed to manufacturers for proposals, and then evaluation as to which specific manufacturer meets the Town's requirements. This hybrid option may exceed the current parking equipment replacement budget as a result of the purchase of POF inachines. However once layout concepts are fully vetted we will have a better understanding of whether or not the combined project will be on or over budget and by how much. We will provide that information at that time. The other options were discarded for the following primary reasons; • Pay-on-Foot Only; this system may be difficult for our end of day skier guests, ski gear (gloves, boots, skis, poles) complications, the guest having to keep ticket on them and not losing or damaging it, exit gates would be unmanned so we would be unable to provide immediate resolution to issues, the number of POF stations to install for high volume hours, the re-Education of guest Town of Vail 4/2/2013 Page 7 Central Cashiering; this is very similar to POF, however it is more restricted on location of a central cashier which requires a heated office space to function. Pay by Space/ Pay and Display/Pay by License Plate Number, this system is less flexible with pay rates and passes, it is onerous on the guest to return to their vehicle potentially multiple times, requires the guest to guesstimate how much time they will spend parked, leads to many times more disputed charges, and from past experience was not well received. It also may encourage less turnover by meter feeding. License Plate Recognition; this technology is limited to a clean license plate. In our climate there would be far too many misreads or non-recognition of plates due to snow, icepack, dirt, grime, and debris on license plates. The accuracy under normal conditions is 85%, that means at least 15% of misreads (300-500 on our typical holiday/weekend day), meaning potential lost revenue, poor guest experience, and disputes on charges. Pay By Entry; Although this option is the most widely used for ski resorts since it is simple and has reduced staffing implications; this system would require the town to change our rate structure to a flat rate, and provide separate areas for 2 hour free parking. It allows the guest to stay as long as they like for the one flat rate, minimizing space turnover and limiting the capacity of each structure over the course of a day. If the flat rate is set too low we may fill every day and be on the Frontage Road too often, too high of a rate and we would not be catering to the many uses and needs of our guests. This system however has been suggested as the preferred method for any type of paid summer parking. 7. Next Steps Based on the discussion and direction by Council, staff and the design team will develop more detailed concept solutions that include the recommended equipment program with improved locations and geometric layouts. Lionshead Entrv Improvement Proiect Schedule Concept Design: April-May 2013 Schematic Design: June-July 2013 Design Development and Entitlements: August-September 2013 Final Design and Construction Documents: September 2013-January 2014 Construction & Equipment Installation: April-June; Sept-Nov 2014 Town of Vail 4/2/2013 Page 8 � N N O w Lot Counts Lionshead Vail Villlage Vail Village Upper Date Entry Exit Entry Exit Entry Exit 12/27/2012 1785 1775 3195 3140 393 369 12/28/2012 2245 2203 3292 3221 524 525 12/29/2012 2209 2219 3017 2998 573 567 12/30/2012 1888 1899 2903 2968 492 503 12/31/2012 2042 1785 3208 2974 553 543 01/01/2013 1667 1905 2734 3074 471 479 01/02/2013 1698 1695 2724 2702 384 383 01/03/2013 1723 1723 2728 2740 407 406 01/04/2013 1791 1766 2941 2842 463 453 01/05/2013 2010 2012 2837 2863 676 674 01/18/2013 1599 1573 2564 2379 318 318 01/19/2013 1630 1640 3067 3020 574 583 01/20/2013 1669 1685 2409 2599 426 423 02/01/2013 1746 1710 2522 2409 477 474 02/02/2013 1806 1818 2702 2670 651 650 02/08/2013 1877 1829 3249 3103 569 542 02/09/2013 1922 1930 3024 3042 901 937 02/16/2013 1764 1748 2893 2810 488 482 02/17/2013 1486 1527 2515 2680 394 425 02/18/2013 1383 1391 2351 2425 283 280 03/01/2013 2193 2104 2794 2683 668 641 03/02/2013 1888 1872 2847 2784 837 838 03/09/2013 1898 1913 2592 2549 565 559 03/10/2013 1682 1735 2426 2598 476 485 Average 1817 1811 2814 2803 523 522 FeeFrequency Lionshead Vail Village (Includes Upper Deck) Date Pass* $ - $ 15.00 $ 20.00 $ 25.00 Other Pass $ - $ 15.00 $ 20.00 $ 25.00 Other 12/27/2012 66% 6% 3% 24% 0% 75% 5% 3% 17% 0% 12/28/2012 59% 7% 5% 28% 0% 70% 6% 3% 21% 0% 12/29/2012 62% 9% 4% 26% 0% 69% 5% 3% 23% 0% 12/30/2012 60% 9% 4% 27% 0% 70% 6% 3% 21% 0% 12/31/2012 64% 7% 40� Zso� �o� 7Zo/ 7% 3% 17% 0% 01�01�2013 62% 7% 4% 27% 0% 68% 8% 3% 20% 1% 01/02/2013 61% 6% 5% 27% 0% 70% 6% 3% 20% 0% 01/03/2013 63% 5% 4% 28% 0% 71% 6% 3% 20% 0% 01/04/2013 63% 5% 4% 27% 0% 70% 6% 3% 21% 0% 01/05/2013 57% 6% 5% 32% 0% 65% 4% 4% 28% 0% 01/18/2013 67% 3% 3% 26% 0% 77% 4% 2% 16% 0% 01/19/2013 69% 5% 3% 24% 0% 76% 4% 2% 18% 0% 01/20/2013 52% 7% 4% 36% 1% 64% 5% 3% 26% 1% 02/01/2013 45% 2% 3% 50% 0% 61% 3% 4% 32% 0% 02/02/2013 43% 3% 2% 52% 0% 61% 3% 2% 33% 1% 02/08/2013 70% 4% 2% 25% 0% 75% 3% 2% 19% 0% 02/09/2013 50% 4% 3% 43% 0% 68% 3% 2% 26% 0% 02/16/2013 58% 7% 2% 33% 0% 65% 4% 2% 28% 0% 02�17�2013 57% 5% 3% 35% 1% 68% 4% 3% 25% 0% 02/18/2013 59% 5% 3% 33% 0% 67% 5% 3% 25% 1% 03�01/2013 66% 2% 2% 30% 0% 68% 3% 2% 27% 0% 03�02�2013 45% 3% 3% 48% 0% 64% 3% 2% 30% 1% 03/09/2013 61% 3% 3% 32% 1% 65% 3% 3% 29% 0% 03�10�2013 56% 6% 4% 33% 1% 62% 4% 3% 30% 1% Average Fee Per Transaction LH VV $ 7.58 $ 5.67 $ 9.22 $ 6.73 $ 8.40 $ 7.03 $ 8.89 $ 6.70 $ 8.06 $ 5.97 $ 8.54 $ 6.83 $ 8.66 $ 6.59 $ 8.50 $ 6.43 $ 8.38 $ 6.76 $ 9.77 $ 837 $ 7.68 $ 5.11 $ 7.20 $ 5.40 $ 10.83 $ 7.99 $ 13.37 $ 9.30 $ 13.79 $ 9.24 $ 7.08 $ 5.67 $ 11.95 $ 7.45 $ 9.69 $ 8.06 $ 10.07 $ 7.36 $ 9.54 $ 738 $ 8.21 $ 7.60 $ 13.10 $ 8.45 $ 9.24 $ 836 $ 9.97 $ 8.70 Average 17% 43% 5% 3% 32% 0% 11% 58% 5% 3% 23% 0% 9.49 7.21 Avg Vehicles 299 770 97 61 580 4 308 1621 132 79 653 11 Avg Cashierd 742 875 *In Table Pass & Free are combined as $0 transactions; In Averages the Pass average is subtracted from Pass & Free percentage Peak Hour on Average Day 4pm-5pm 4pm-5pm on 12/30/12 12/30/2012 92 40 12 193 0 146 29 Cashiered 245 Peak 10th Hr Based on last 3 years is'"375 02/02/2013 74 Cashiered ^'400 on 12/27/12 9 2 289 0 197 34 300 18� 225� 0 272 19 184 1 238 Parking Equipment Comparison Matrix Staffed Booth Pay in Lane Pay in Lane Pay-On-Foot Central Cashier Multi Pay Pay-On-Entry Proximity Verifyer AVI Entry Ticket Spitter Payment/Control Method Cash/CC/Pass at Exit Cash/CC/Pass at Exit CC/Pass at Exit Verifier at Exit Verifier at Exit Verifier at Exit Cash/CC/Pass at Entry Pass Verifier at Exit Rfid Reader at Exit Entry Ticket Staffed parking booth that Auto pay station that can Auto pay station that can Pay station located at Pay station located at Pay station located at Pay upon entry of parking Verifier that allows a Overhead Rfid reader Auto ticket spitter for is able to take all take all transactions & has only take CC or passes or convienent locations for convienent single convienient location that structure at a pay station. guest to waive a pass that reads a pass as a entry time Definition transactions & has verifier & Proximity Verifier free tickets & has Pass self pay. Provides 30 location to pay on foot requires guests to pre pay No exit gate required. within a few inches of vehicle drives by documentation Verifier & Proximity Proximity Verifier minutes grace period to at cashier. for parking and display a the verifier. Verifier et to car and et out. ticket within their vehicle. Capacity 95-135 VPH 80-100 VPH 80-110 VPH 300-360 VPH 300-360 VPH Free Flow 135-200 VPH at Entry 600 VPH 800 VPH 400 VPH 75-100 PPH at Station 115-175 PPH at Cashier 75-100 PPH at Station Free Flow at Exit Existing Infrastructure LH 1-3 1 3 0 0 0 0 4 0 3 Existing Infrastructure VV 1-3 2 1 0 0 0 0 4 0 5 Recommended Infrastructure LH 1-2 0 3-4 2 0 0 0 4-6 0 3 Recommended Infrastructure VV 1-2 0 3-4 2 0 0 0 4 0 5 Pros Human interaction at exit Provides all transactions Provides almost all Fast exit transaction time, Fast exit transaction Fastest entry exit time Fastest exit time since Faster entry and exit Faster entry and exit without manned booth transactions without since guest has already time, since guest has since guest pays after guest pays upon entry transaction, since transaction, since manned booth paid and needs only to already paid and needs parking pass is prepaid pass is prepaid verify exiting only to verify exiting � Able to deal with issues Current Standard- No Faster transactions than Human interaction at Human interaction at Limited issues to Limited issues to �' immediately (lost tickets, learning curve Pay in Lane with Cash, Casheir entry occur occur N ° wet tickets, DUI's, etc...) since no cash is fed into w machines Current Standard- No Current Standard- No Reduce staff in Reduce Staffing Reduce Staffing learning curve learning curve afternoons Current Standard- No No need for learning curve customers to stop and present access Cons Slower Process Time Slowest Process Time Slower Process Time Requires guest to pay Requires guest to pay Requires guest to Requires all periods to be Requires all guest to Requires all guest to prior to exiting prior to exiting guesstimate period paid at consistent rate. purchase a pass purchase a pass needed for parking or ahead of time ahead of time return/call to extend Cost of manning booths No Human interaction No Human interaction No human interaction Requires learning curve No human interaction Rates must change to flat No human interaction No human rate. interaction Unable to deal with issues No Cash Requires guest to either Requires guest to either Requires guest to either 2 Hour Free would have immediately at the gate go back to car to get go back to car to get go back to car to display to be provided in ticket or have it on them ticket or have it on them ticket or memorize space separate lot number before leaving car Requires clean dry ticket Requires clean dry ticket May be difficult to deal Cashier location may not May be difficult to deal Reduces turnover and with automated station be in convienent with automated station potentially capacity when arms are filled with location for all guests when arms are filled with ski gear/family ski gear/family Unable to deal with issues Requires clean dry ticket Unable to deal with All spaces need to clearly immediately at the gate issues immediately at labeled. This will be an gate issue on top decks for numbering and clear striping Requires learning curve Requires learning curve Unable to deal with issues Unable to deal with issues immediately at gate immediately at the gate Di icu t to provi e current rate structure with Free periods Requires consistent enforcement Ca rl V'Valker Preliminary Operational Methodologiesforthe Lionshead Parking Structure (03/22/13) NO�TE: According to information provided by the city, the facility processesapproximately 375 exiting vehiclesperhourduring peak conditions(based on actual hourly exit lane counts). However, since exiting traffic isnot spread out evenly overthe peak hour, actual exit lane capacity needsare likely higherthan 375vehiclesperhour. Forexample, ifa large portion of vehiclesleave at the same time (perhapsafterthe ski liftsshut down) more exit laneswould be required to minimize vehicle queuesand provide a high level of service. Assuming vehicles leaving during the peak hourdo so within the same 30-minute period, exit lane capacity needs would be roughly double those where exitsare more evenly disbursed throughout the hour. Option # 1—Current Operational Methodology with Improvements l�he basic operational methodology currently used at the parking structure could be maintained. However, improvementswould be needed to increase exit lane capacities, improve customerservice, addressconcernsabout abuse of the two hourtime limit, and improve revenue control. l�he current operational methodology iscommon of many parking structuresacrossthe country. Transient (hourly) parkerspull a ticket at entry and pay the appropriate parking fee at exit (to eithera cashier, a Pay-in-Lane machine, oran exit verifier). Customerscan also pay for parking using the credit-in/credit-out feature of the parking accessand revenue control system. Parking discountsorvalidationsare available forcertain customersto help reduce parking fees. Facility customerswith monthly orseasonal privilegesuse accesscardsto enterand exit the facility. However, a couple of improvementswould be necessary to addressthe challengesidentified by the city and the project team. Potential improvementscould include (but would not be limited to): Increasing the 6citing Capacity ofthe Structure —Thiswould involve two primary improvements: Frst, two exit laneswould be added to the facility. l�hese new exit lanescould be added to the existing entry/exit plaza orthey could be separate and flow to a different street. One new lane would be cashiered and the second could be a credit card only lane. o Second, the existing Pay-in-Lane machine in Lane SXwould be removed in favor of an exit verifierthat would processcredit cardsonly. The addition oftwo new exit laneswould increase peakhourexiting capacityto approximately 660 vehiclesper hour (to handle peak exiting load within the peak hour), and removing the Pay-in-Lane machine would increase exiting capacity in Lane �X. Id�as for parking. S�LUTIONS FQR (��QPLE. 4/2/2013 5136 LoversLane, SUite 200, Kalamazoo, M149002 Te I: 269.3812222 Fa x: 269.349.4656 � c a rlw a Ike r.c o m Preliminary Operational Methodologiesforthe Lionshead Parking Structure (UPDAIED DRAF� M a rc h 26, 2013 C� r1 V1%a�IrC�r Advantagesto maintaining the current operational methodology, with necessary improvements, would include: • Asthismethodology isalready in use, it isfamiliarto most parkers. • There isa human response to problemsand equipment malfunctionsin the exit lanes. • l�here isa person to answerquestionsand provide directionsin most exit lanes. • l�here isa cashierto processparking ticketsthat have become unreadable. • Parking customerswould not be required to take theirticketswith them afterthey park (unlike a Pay-on-Foot orCentral Cas�hierapproach). l�herefore, lesssignage would be needed. • Providescustomerswith the option to pay using the cashieroran exit verifier(device that can processthe parking ticket and collect payment using a credit/debit card). • Thismethodologycan provide a perceived higherlevelofcustomerservice. • The equipment costsforthisoption are typically lowerthan those of a fully automated system. • There isusually a higherlevel of flexibility in dealing with special parking needsorother situationsthat may arise (e.g., special day only discountsor parking passes). • Using cashiersallowsforthe use of non-machine readable passes, discount cards, or validations(although passes/discounts/validationsnot processed through the revenue control system can create auditing and reconciliation concerns). Automated options, such asPay-on-Foot (PO� will require the use of machine readable passes, discount cards, and validations. • Customerswould be able to park aslong asthey like without having to make another payment to a multi-space meter (Pay-by-S�ace or Pay-and-Display). • 6cisting discount and/orvalidation programscan be continued. l�hese programscan be difficult orimpossible to offerif multi-space metersare used (Pay-by-�ace orPay-and- Display). • Lessparking enforcement would be required forthisoption than fora gatelesssolution (Pay-by-Sfiace orPay-and-Display). Disadvantagesto utilizing an improved version ofthe current methodology could include: • Asthismethodology requiresmore staffthan automated solutions, laborcostscan be higher. • Increased supervision of parking staff isrequired. • Cashiered operationstypically have highermanagement and administrative costs. • Cashiersrequire more auditing than automated solutionsto ensure sufficient revenue control isprovided. ideas for parking. SpLUTIONS FQR (�EC�P�E. 4/2/2013 Preliminary Operational Methodologiesforthe Lionshead Parking Structure (UPDAIED DRAF� M a rc h 26, 2013 Ca rl V1%a�IrC�r • Even with increased exit lane capacity, exiting traffic conditionsmay not be improved if all of the traffic isdirected to the frontage road. • Accepting payment of parking feesin exit lanesisinherently slowerthan verifying pre- paid tickets. lhe service rate of a cashiered exit lane isapproximately 95to 135vehicles per hour(26.7 to 38.0 secondspervehicle). lne service rate of an exit lane that validates parking ticketspaid to a central cashierorPay-on-Foot (PO� machine isapproximately 360vehiclesperhour(10.Osecondspervehicle). • More exit laneswould be required to sufficiently handle peak exiting conditionsthan a central cashieror POFsolution. Option #2—Pay-On-Foot Methodoloqy � � ��.,..... - �� � � '`�� c��s[ � ��� �,�� � ,� �, Y s_ a �`J � -: � �� Pay-on-Foot (PO� machinescan provide the quickest parkerexit times, aspayment istaken away from the exit lanes. l}�isequipment allowspatronsto pay forparking before they get to theirvehicles and enteran exit lane. Patronswould take a parking ticketfrom a ticket dispenserasthey enterthe facility. l�hen, they would take the ticket with them, instead of leaving it in theirvehicle. When they are ready to leave, they must first insert their parking ticket into a POF machine. l�he machine(s) would be located in orvery nearthe facility, adjacent to pedestrian entrances(e.g. southwest cornerof the structure). l�he machine would compute the parking fee, collect payment (cash orcredit/debit), and then return the ticket to the parker. lhe parkerwill then have a set amount of time to exit the parking facility before additional parking feesare assessed. At exit, the parkersimply insertstheirparking ticket into an exit verifier and they leave the facility. �The exit verifierswould be configured to accept credit cardsifthe patron failsto pay at the POFinachine. Parkersleaving within the two hourfree parking period could exit the facility directly. l�hisequipment costsapproximately $50,000 to $80,000 permachine, depending on the equipment optionsselected (not including the cost fora centralized system management, exit verifiers, otherequipment, orinstallation). Each POFinachine can processapproximately 75to 100customersperhour(approximately36.Oto48.Osecondspercustomer). Ascreditcard transactionscan be processed more quickly than cash, and approximately 58%of all payment transactionsare credit/debit, some of the POFinachinescould only processcredit/debit cards. lhiswould help reduce equipment costsascredit/debit card only machinesare much less expensive ($20,000 to $30,000). It would be recommended to purchase and install at least six POFinachines; three would processboth cash and credit/debit and three would processonly credit/debit cards. A roaming parking attendant would be available to help customersuse the equipment, answer questions, and provide directions. l�he POFinachinesshould be located in a climate controlled location. In addition, notification signage isrequired to alert parkersto take theirticketswith ideas for parking. SpLUTIONS FQR (�EC�P�E. 4/2/2013 Preliminary Operational Methodologiesforthe Lionshead Parking Structure (UPDAIED DRAF� M a rc h 26, 2013 C� r1 V1%a�IrC�r them. lhissignage would be installed throughout the structure (e.g., on columns, walls, near stairsand elevators, and at each entry lane). Advantagesto utilizing POFinachinesinclude: • Laborcostsare reduced aslessstaff isneeded. • POFinachinesprovide a 24-hourautomated cashiering capability. • A POFmethodology can provide greaterexit lane service levels. Asmost paymentsare processed away from the exit lanes, exit lane throughput can be approximately three timesgreater. l�he construction of additional exit lanesmay not be necessary. • Asfee collection would be controlled by the automated system, cashiermistakes�thefts are lesslikely. Revenue control and reconciliation can be betterusing an automated solution. • Providescustomerswith the option to pay using a POFinachine oran exit verifier. • Customerswould be able to park aslong asthey like without having to make another payment to a multi-space meter (Pay-by-�ace or Pay-and-Display). • F�cisting discount and/orvalidation programscan be continued. l�hese programscan be difficult orimpossible to offerif multi-space metersare used (Pay-by-�ace orPay-and- Display). • Lessparking enforcement would be required forthisoption than fora gatelesssolution (Pay-by-Space orPay-and-Display). Disadvantagesof pay-on-foot could include: • POFcan be more difficult forsome customersto use. l�he implementation of a POF solution would require a significant customereducation effort and additional staffing/hostsat the onset fora period of time • POFinay not be guest friendly to those who have just come off the mountain and are walking in ski boots, handling skis, poles, wearing gloves, and corralling a family. It may be perceived asan inconvenience to a weary end of day skier. • POFequipment can be more expensive than eithera tradition exit cashiermethodology ora multi-space metersolution (depending on the size ofthe operation). However, reduced on-going staffing expensescan offset initial equipment costsin a relatively short amount of time (again, depending on the size of the operation). • Customerswould be required to take theirparking ticketswith them afterthey park. • Some customersmay forget to take theirparking ticketswith them afterthey park. l}�is would mean that customersmust go to theirvehicle to retrieve theirticket and then walk backto the POFinachine orthey will have to pay in the exit lane using a credit card. • The automated equipment may not be able to processticketsthat have become wet or damaged. ideas for parking. SpLUTIONS FQR (�EC�P�E. 4/2/2013 0 Preliminary Operational Methodologiesforthe Lionshead Parking Structure (UPDAIED DRAF� M a rc h 26, 2013 Ca rl V1%a�IrC�r • lhere may be a lack of direct human response to customerquestionsorconcerns. lhis disadvantage could be reduced through the use of roaming parking attendants; however, laborexpense savingswould be reduced. • There isno attendant presence in exit lanes. Thiscould mean an increased response time to exit lane equipment malfunctions. However, intercomsin the exit laneswould help reduce response times. • There may be lessflexibility to addressspecial needsthan a cashiered option, such as special parking needsorothersituationsthat may arise (e.g., special day only discounts orparking passes). • All parking passes, discount cards, and validationsmust be machine readable (although thiswould provide improved revenue control). • Incorporating LPRwith an automated solution would be more challenging. l�here would not be a cashier in the exit lane to verify the license plate of the vehicle leaving. • Additional signage isrequired to remind customersto take theirticketswith them after they park (increasing implementation costs). Option #3—Central CashierMethodology The same type of equipment used forexit cashiering could be configured in a central cashierformat. In thissituation, instead of paying a cashierat exit, customerswould pay at a central cashier point before walking to theirvehicles. Forthisto work, parkersmust keep theirparking ticketswith them so they can pay at the central cashierstation. lhissetup workssimilarly to the POFinachine option, except the customer would pay a cashier instead of a machine. At exit, the customerwould insert theirpaid ticket into an exit verifiermachine that would confirm the fee hasbeen properly paid. Ifthe fee hasnot been paid, the customerwould eitherbe asked to pay at the central cashierstation orcould be asked to insert a credit card forpayment. The cost of implementing thismethod of operation would be similarto the traditional exit cashiering option, although additional equipment would be necessary. l�he cost of providing exit verifiersin each lane would be approximately $15,000 to $20,000 perexit verifier (plus shipping, handling and installation). It would be recommended to purchase and install equipment forat least six central cashiers. A roaming parking attendant would be available to deal with exit lane equipment issues. -fhe central cashiermethodology would require the construction of a small building in which the cashierswill work. A covered orclimate controlled area could also be constructed for customers. In addition, notification signage isrequired to alert parkersto take theirticketswith them. l�hissignage would be installed throughout the structure (e.g., on columns, walls, near stairsand elevators, and at each entry lane). ideas for parking. SpLUTIONS FQR (�EC�P�E. 4/2/2013 Preliminary Operational Methodologiesforthe Lionshead Parking Structure (UPDAIED DRAF� M a rc h 26, 2013 Central cashiering advantagescan include: C� r1 V1%a�IrC�r • There isa human response to problemsand equipment malfunctions. • There isa person to answerquestionsand provide directions. • �There isa cashierto processparking ticketsthat have become unreadable. • Central cashiering can provide a higherlevel of perceived customerservice compared to automated equipment (POFormulti-space meters). • l�he central cashiering approach typically haslower initial equipment coststhan a POF methodology. • Providescustomerswith the option to pay using a centralized cashieroran exit verifier. • A central cashiermethodology can provide greaterexit lane service levels. Asmost paymentsare processed away from the exit lanes, exit lane throughput can be approximately three timesgreater. The construction of additional exit lanesmay not be necessary. • There isusually a higherlevel of flexibility in dealing with special parking needsorother situationsthat may arise (e.g., special day only discountsor parking passes). • Using cashiersallowsforthe use of non-machine readable passes, discount cards, or validations(although passes�discounts/validationsnot processed through the revenue control system can create auditing and reconciliation concems). Automated options, such asPay-on-Foot (PO� will require the use of machine readable pas9es, discount cards, and validations. • Customerswould be able to park aslong asthey like without having to make another payment to a multi-space meter (Pay-by-Space or Pay-and-Display). • F�cisting discount and/orvalidation programscan be continued. l�hese programscan be difficult orimpossible to offerif multi-space metersare used (Pay-by-Space orPay-and- Display). • Lessparking enforcement would be required forthisoption than fora gatelesssolution (Pay-by-�ace orPay-and-Display). Disadvantagesto central cashiering could include: • Asthismethodology requiresmore staffthan automated solutions, laborcostscan be higher. • Increased supervision of parking staff isrequired. • Cashiered operationstypically have highermanagement and administrative costs. • The central cashiering approach typically hashigherinitial equipment coststhan a traditional exit cashiermethodology. ideas for parking. SpLUTIONS FQR (�EC�P�E. 4/2/2013 � Preliminary Operational Methodologiesforthe Lionshead Parking Structure (UPDAIED DRAF� M a rc h 26, 2013 C� r1 V1%a�IrC�r • lhere isno attendant presence in exit lanes. Thiscould mean an increased response time to exit lane equipment malfunctions. However, intercomsin the exit laneswould help reduce response times. • Customerswould be required to take theirparking ticketswith them afterthey park. • Some customersmay forget to take theirparking ticketswith them afterthey park. lhis would mean that customersmust go to theirvehicle to retrieve theirticket and then walk backto the central cashierstation orthey will have to pay in the exit lane using a credit card. • Incorporating LPRwith a central cashiersolution would be more challenging. lhere would not be a cashierin the exit lane to verifythe license plate ofthe vehicle leaving. • Additional signage isrequired to remind customersto take theirticketswith them after they park (increasing implementation costs). Option #4—Hybrid Approaches Central Cashierwith POF, F�it Cashie►ing with POF, orCentral Cashiering with Exit Cas�iering Instead of relying on a single approach, a hybrid approach could be employed. �Thiscould include central cashierwith POForexit cashiering with POF. Etherapproach could provide a flexible alternative while addressing the variousadvantagesand disadvantagesof each option. However, there are some downsidesto mixing cashierand automated solutions: Equipment costsand/orstaffing costscould negate any potential savings. Forexample, savingsin staffing costsrelated to POFwould be reduced if more staff isincluded (increasing equipment paybacktimeframes). Equipment costsforPOFwould offset any cashiered equipment savings. Customersmay gravitate toward one option more than another. Forexample, the majority of customersmay decide to bypasscentral cashiersand pay in the exit lane instead. �ihiswould reduce exit lane service levelsand could necessitate constructing additional exit lane capacity. Conversely, more customerscould decide to pay at the central cashierstation instead of paying in the lane. l�hiswould result in longerlinesat the central cashierstation and underutilized exit lane cashiers. It would be difficult to predict which option the majority of customerswill use. • Customerscould become confused asto which option to use. 5gnage in the facility may remind them to take theirticket with the when it isn't necessary if they use an exit cashier. Customersare not able to predict which option isbest. Forexample, a customermay see a small line at the POFinachinesorcentral cashierstation and decide to pay at exit —only to find much longer linesat the exit cashier booths. Forthese reasons, hybrid approachesare sometimesnot recommended. Of the potential hybrid alternatives, the option with the least challengeswould be the combination of central cashiering and POF. lFie combination ofthese alternativeswould addresssome ofthe potential ideas for parking. SpLUTIONS FQR (�EC�P�E. 4/2/2013 Preliminary Operational Methodologiesforthe Lionshead Parking Structure (UPDAIED DRAF� M a rc h 26, 2013 Ca rl V1%a�IrC�r drawbacksof each while improving exit lane capacities. lhishybrid approach would also be easierforcustomersto use, provide more predictability, and be more flexible. Option #5—Multi-�ace MeterMethodology (Pay-by-�ace, Pay-and-Display, orTraditional Pa y-b y-Lic e n se Pla te) Multi-space parking metersare often used in situations where the visitor parking area consistsof on-street spacesor a set numberof parking spacesin a lot (although they can be used in any type of parking facility). ll�ese machines are placed with a convenientwalking distance ofall parking spaces, and customerspay theirfeesto the machine afterparking theirvehicles. Forexample, aftera customerhasparked his�hervehicle,theywalkup to a pay machine. They pay forthe amount of parking they think they will need by inserting the payment into the machine. Payment could be accepted using coins, debit, credit, or some otherprepaid card. l�he difference between the three machine configurations issimple. Pay-and-Display machinesrequire parkersto take a receipt from the machine aftermaking payment and put it on the dashboard of theirvehicle to prove they paid. Pay-by-Space machinesrequire parkersto note which space numberthey parked in before walking to the pay machine. l�hey then enterthe space number into the machine and pay their fee. Parkersusing a Pay-by-�ace machine are not required to display a receipt in theirvehicle. Pay-by-License Plate issimilarto Pay-by-Space. However, customersusing Pay-by-License Plate will entertheir license plate number into the multi-space meter instead of a space number. Additional parking metertechnologiescould include cell phone payment optionsand warning noticesbefore overtime parking occurs. Multi-space meteradvantagesinclude: • Simple setup and management (although consistent parking enforcement isneeded). • lhey can accept multiple formsof payment. • lhey can provide flexibility in setting parking rates. • Can be lessexpensive than otherparking equipment options(depending on the number of spacescovered and machinesneeded). 9�stemsrange from $12,000 to $15,000 per unit. • They don't require parking control gates. lYierefore, entry and exit lane capacity is maximized. • They can incorporate otherfeatures, such aspay-by-cell phone. Multi-space meterdisadvantagesinclude: ideas for parking. SpLUTIONS FQR (�EC�P�E. 4/2/2013 Preliminary Operational Methodologiesforthe Lionshead Parking Structure (UPDAIED DRAF� M a rc h 26, 2013 C� r1 V1%a�IrC�r • Requiressufficient parking enforcement to ensure customerspayforparking. Can re�lt in more parking citations, citation appeals, and customercomplaintsthan gated options. • Mentally limitscustomerstays, asthey have to eitherleave when theirtime hasexpired or pay at the machine again. lhiscan be very inconvenient forsome longerterm parkers. • Pay-and-Display machinesrequire patronsto go backto theirvehiclesto display receipts. • Pay-by-S�ace machine could result in patronshaving to go backto theirvehiclesifthey did not note theirspace number. • Pay-by-License Plate machinesrequire customersto remembertheirlicense plate numbers. Iftheyforget, ordon't checktheirplate numberbefore walking to a machine, theywill have to return to theirvehicle. • Additional signage would be required to help patronspark properly. • Providing parking discountsorvalidationscan be more difficult orimpossible. • Providing a limited amount of free parking (e.g., first two hoursfree) can be more challenging. More enforcement would be required. Also, customerswould have to go back to the structure to pay for parking if they are going to overstay the two-hourtime lim it. • Asthe controlgateswould be removed,accessformonthly/season passparkerswould be uncontrolled. l�hiswould require the use of parking permitsand �fficient enforcement. • The use of these technologiesmay prove cumbersome for large parking facilities. • If a machine malfunctions, customersmust walk a greaterdistance to find a machine. • Thismethodology cannot incorporate lane-based LPR Mobile LPRcould be used to enforce time limitsand long-term parking restrictions. • �There isa lackofdirect human responsesto questionsorconcerns. lhisdisadvantage could be reduced through the use of roaming parking attendants; however, labor expense savingswould be reduced. While thisoption could help improve entry and exit lane capacities, there are a significant numberof challengesto overcome. l�hisoption isnot recommended foradditional consideration. Option #6—Advanced LPR(License Plate Recognition). Thisoption would use LPRto track vehiclesat entry and exit. Transient parkerswould pull into an entrance lane where the LPRcamera(s) would read and record the license plate. 1he transient parkerwould not be required to pull a ticket from a ticket dispenser. To pay for parking, the transient parkerwould pay at the conclusion of their stay at the exit lane. At the exit, the LPR ideas for parking. SpLUTIONS FQR (�EC�P�E. 4/2/2013 Preliminary Operational Methodologiesforthe Lionshead Parking Structure (UPDAIED DRAF� M a rc h 26, 2013 C� r1 V1%a�IrC�r system would verify each vehicle license plate, determine length of stay, and payment would need to occur(cashierorautomated transaction) priorto opening the exit gate. Passholderswould also pull into an entrance lane where theirplateswould be read bythe LPR system. At entry, the LPRsystem would read the passholder'splate, verify parking privileges, and then open the control gate. Ifthe passholderdoesnot have valid parking privileges, the system could prompt them to pay forparking asa transient guest would. License plate verification would also occurin the exit lanes. Passholderlicense plateswould be entered into the system when they purchase theirparking passes. Passholderscould use AVI tagsor proximity cardsto enterand exit the facility instead of using the LPRsystem (if desired). Option #6 advantagesinclude: • Laborcostsare reduced aslessstaff isneeded. • Asfee collection would be controlled by the automated system, cashiermistakes�thefts are lesslikely. Revenue control and reconciliation can be betterusing an automated solution. • Providesthe option to incorporate a POFinachine, Central Cashieroran exit verifier. • Customerswould be able to park aslong asthey like without having to make another payment to a multi-space meter. • F�cisting discount and/orvalidation programscan be continued. l�hese programscan be difficult orimpossible to offerif multi-space metersare used. • Lessparking enforcement would be required forthisoption than fora gatelesssolution. • Parking ticketswould not be needed, so there isno concern about ticketsbecoming damaged orlost. Also, customerswould not have to keep theirparking ticketswith them. • Parking passholderswould not need a credential (card ortag) to enterorexit the facility. • The LPRsystem would help monitorvehicle durationsto help curb abuse ofthe two-hour free parking time limit and eliminate opportunitiesto switch parking tickets(in orderto avoid long-duration stays). Option #6 disadvantagesinclude: • LPRsystem may have difficulty reading license platesduring periodsof inclement weather(e.g., license platesare covered with snow, salt, ordirt/mud). • Incorporating LPRwith an automated solution would be more challenging. l�here would not be a cashier in the exit lane to verify the license plate of the vehicle leaving. • Ifthe system misreadsa license plate, customerscould be stuck in entry orexit lanes. • Entry and exit lane service rates(numberofvehiclesprocessed perhour) may be slower than some of the otheroptions. Entry lane service ratesmay be slowerthan taking a ideas for parking. SpLUTIONS FQR (�EC�P�E. 4/2/2013 1d Preliminary Operational Methodologiesforthe Lionshead Parking Structure (UPDAIED DRAF� M a rc h 26, 2013 C� r1 V1%a�IrC�r ticket orpresenting a credential. Exit lane service ratesmay be similarto exit cashiering (orslowerif payment ismade in the lane). Service rateswill depend on the LPR technology selected. Current LPRsystemsare not perFect. ll�ere will be a percentage of plate misreadseach day (could be between 2%and 15%depending on a numberof variablesand the equipment used). • Thisoperating methodology would be relatively new. l�herefore, there will likely be a numberof issuesthat arise during installation, testing, and day-to-day operations. Option #7—Payon Entry Instead of processing paymentsat exit (e.g., using exit cashiers, central cashiers, POF, or Pay-in- Lane), parking feescould be collected when vehiclesenterthe facility. ll�isoperating methodology iscommon in facilitiesthat experience a high volume of vehiclesentering or exiting at the same time (e.g., event and sportsvenues). Cashierswould be stationed in the entry lanesand a flat fee would be collected at entry. Payment could be made using cash orcredit/debit. Parking control gatescould be used to force vehiclesto stop and pay fees. At exit, vehicleswould be able to freely exit the facility (no need to stop and pay a fee or present a prepaid orvalidated ticket). Parking passholders would use a credential (e.g., a proximity card orAVl tag) to enter/exit the facility. l�he advantagesof a pay on entry methodology would include: • Since there isno payment of any kind required at exit, thismethodology can provide greaterexit lane capacitiesthan exit cashiering, central cashier, POF, and Pay-in-Lane. • Aslessparking accessand revenue control equipment isneeded, thisoption can be the least expensive to implement. • Aslessequipment isused, equipment malfunctionsare lessof a concern. Also, there is no worry about lost or unreadable tickets. • l�hisoption can be simple to set up and implement. • Cashiersare in the entry lanesto welcome visitors, collect fees, answerquestions, provide directions, and close the facility when it isfull. • Customerswould payforparking before theyare carrying skigearorshopping bags. Customerswould not have to stop at a POFinachine orcentral cashieron their way back to the facility. Disadvantagesof a pay on entry methodology would include: • Entry lane capacitieswould be reduced. Paying parking feeswould take longerthan pulling a ticket from a ticket dispenser. Additional entry lanescould be needed. Instead of the current condition of delaysat exit, there could be delaysat entry. ideas for parking. SpLUTIONS FQR (�EC�P�E. 4/2/2013 m Preliminary Operational Methodologiesforthe Lionshead Parking Structure (UPDAIED DRAF� M a rc h 26, 2013 C� r1 V1%a�IrC�r • Charging a flat fee would not allow forreduced parking ratesforshort-term stays. All customerswould pay the same rate. • Higherparking feesforshort-term stayscould discourage some visitorsfrom using the facility orvisiting the area. • Providing a limited amount offree parking (e.g., two hours) oroffering a parking validation would not be practical. • Charging a flat fee could encourage longerduration stays(reducing space tumover). • Collecting parking feesat entry would require a more manual operation. 71�iswould require more supervision, reconciliation, and auditing. A system of revenue control can be provided to help reconcile activities(e.g., vehicle counts); however, auditing would be more difficult than the otheroptions. • lhisoperating methodology requiresmore staff than an automated solution (e.g., PO�. • Asthe parking fee ispaid at entry, it would be more challenging to stop people from parking formultiple days. Parking enforcementwould be needed to stop people from parking overnight orto charge them forovernight parking. OtherAlternativesto Consder In orderto furtherimprove facility operationsand management, the following additional technologiesshould be considered: Automatic Vehicle Identification (AVI) forMonthly/Season PassAccess—AVI usesradio frequency identification tagsand readersto provide accessto monthly/season parkers. Asthe monthly/season parkerapproachesthe entry/exit lane, the AVI readersendsa signal that detectsthe tag (typically placed on the lowerdriver-side portion of the vehicle windshield), with the tag responding with the necessary identifying information. The system then determinesthe validity of the tag and perFormsthe necessary functions (e.g., open entry/exit gates). lhe main advantagesof AVI technology are increased entry/exit throughput and bettercustomerservice (e.g. customersdon't have to roll down theirwindowsand present a card, fasterentry/exit, etc.). However, the installation of an AVI system can be more costly than the otheraccesscard technologiesand the cost of accesstagscan be significantly higherthan proximity cards. Incorporating a Counting 9ystem and Signage —Forsome people, searching forparking in parking structurescan be challenging. In orderto make finding parking easier, many parking facility operatorsand ownersare installing count systems, parking guidance systems, and Variable Message �gns (VMS) to help people drive directly to areaswith available parking spaces. Forexample, VMSsignscould be installed at each parking structure entrance that displaythe numberof parking spacesavailable by level (ora simple open/full message could be displayed). lhisinformation would help visitorsand cardholdersdrive directlyto the levelwith available parking. ideas for parking. SpLUTIONS FQR (�EC�P�E. 4/2/2013 � Preliminary Operational Methodologiesforthe Lionshead Parking Structure (UPDAIED DRAF� M a rc h 26, 2013 �C'a r1 V1%a�IrC�r l�he following count and guidance alternativesare available: o Utilize the Count Featuresof the Centralized Parking Accessand Revenue Control Software: ■ A facility count system utilizing the centralized control software would generally consist of magnetic loops installed in each facility entrance and exit lane (aswell ason each ramp for level-by-level counts), vehicle detectors, ramp controllers(forlevel- by-level counts) and VMSsigns. ■ 1he same software package that controlsthe lane equipment can provide vehicle counts. Also, the same magnetic loopsand detectors installed with the equipment would be used forcounts. • Countscan be provided forthe overallfacilityand/orbylevel. • l�he centralized control software can activate/deactivate lot full orVMS signs. Lot full signswould be located in facility entrance lanesand VMS signscan be located inside and/oroutside ofthe parking structure. ■ lhisoption providesa substantially lowercost count/control option than single-space sensorsystems. ■ Parking count systemsthat rely on magnetic loopsare lessaccurate than systemsthat use single-space sensors(e.g., ultrasonic sensorsorvehicle recognition cameras). Parking staff will need to verify system countson a daily orweekly basisby conducting occupancy countsduring off-peak hours(e.g., late evenings). o Advanced Parking Guidance 9�rstems: More advanced systemsuse individual space sensorsand can accurately direct parkersto an exact space. Vehicle countsand guidance can be provided for the overall facility, by level, by row/aisle, and/orby space. • Vehicle sensorswould be installed above individualspaces(typically ultrasonic sensors), orspace sensorscould be installed overdrive aislesto Ideas for parking. SpLUTIONS FQR (�EC�P�E. 4/2/2013 13 Preliminary Operational Methodologiesforthe Lionshead Parking Structure (UPDAIED DRAF� M a rc h 26, 2013 C� r1 V1%a�IrC�r covermultiple spaces(could be ultrasonic sensorsorvehicle identification cameras). Advanced parking guidance systems . - typically include guidance lightsthat are _ installed overeach space. Red lights - would show that the space isoccupied � � and green lightswould identify available -f spaces. ' ` t � � r � � � l�he cost of a count system will vary depending on the system selected, options purchased, equipment needed, power and electrical conduit needed, and VMS sign quantities. 9�stemsusing space sensorsare farmore expensive than magnetic loop systems. �ace sensorsystemscan cost between $400 and $600 perspace forequipment and installation. o Single-space sensorsare farmore accurate than magnetic loop systems. o Since these systemscan direct parkersto individual spaces, they can provide fasterparking search timesand result in lessvehicle emissions. ideas for parking. SpLUTIONS FQR (�EC�P�E. 4/2/2013 � Lionshead Entry Improvements �� _ ::;�_ � . :�� �� : .��� . , . __ � � _ '.� - _� - � ''� _ ! �+r � > ��` � �.?����:� � � �.������' �� � � �"- , � � .�� , ' �.ab' , _ ���� ��7 � ��3�� ��;�r` � � - � �,_�� - � � �.,: , I����'!���� ,� •5�., '� � ��������,� �, - - I^ � �"-'' ! -� �`'�' �t�- - � ' 4� -'� } .:� � ��"'� � . � � � �.�� � �"_� � - '�_ � � ' � '4 �,�� � ���.�` �� ��� �� I �! _� � .. � � �� , �-�r �:. �� �-� _ �.,:,.,; - - - _ _ _ � , ., _. , _, -,�._. . _ - - ---�_z� _ - �_ �� -_ ��� � : � "_� ,.; ,,;�� :'� � � -� j� �',-„�����.,. i•�~�'•• �_-. .. •����_i� -- . �; � � � , � Town of Vail � Zehren and Associates � Carl Walker Parking 4/2/2013 TOWN OF UA�L� Purpose Lionshead Entr� ���prv�►enr�er�t� • Impro�e operational efficiency, safety, and aesthetics of Lionshead Structure • Transaction Rates • Circuitous Route to Exit • Frontage Rd TrafFic Flow j -� i �� � �� � � � p�iI �. ,�� �= �� x �� � ;r, ���--�a� ,� �IIj , � ,�;� s � p'I��, ,�� ��,� � � � �� ° � I�-��� �� . �; ��y� �� '�'y ' �..1 �I c�j� �" � �I .4q' �. o l I�. �:� � �� ._n a-r� �„t, O ��� �J i .I I � � �.J � I � J I 1 �� �h ( +I �' � � �� ( I ��> � I ��.m � I�I r �� �_l� "�`� � � �_ , �= � �� �-f- � � �.-� �_., � _ �.� I � , � � i_. �. • Replace aging, 7-12 year old, parking equipment at both Lionshead and Vail Village Town of Vail � Zehren and Associates � Carl Walker Parking 2 4/2/2013 Background Existing Transaction Rates Winter Average Average Average Average Average Average Season Hldy/Wknd Peak Free Pass $10 $15 $25 Total Transaction Transaction Transaction Transaction Transaction Transaction Transaction Transaction Per Day Per Day Per Day Per Day Per Day Per Day Per Day Lionshead 220,000 1800 2200 43% 17% 5% 3% 32% ail Village 370,000 3300 3800 58% 11% 5% 3% 23% Revenue generated from both structures N$3.5-$4.0 Million per year Town of Vail � Zehren and Associates � Carl Walker Parking 4/2/2013 3 a Background Existin� Oper�ti�ans and Challen��e� • Gated Pay-In-�ane operations with cashier and automated transactions • Intricate parking policy with multiple types of passes/discounts • 2 hour free parking / abuse by "looping" • Lost tickets, damaged tickets, false claims • Congestion at cashiers and intersection with Frontage Road • Tourist customer mindset — absent minded, distracted �acationer • �ocal customer mindset — preferred parking areas, deliberate • Climatic factors — cold, inclement weather, comfort, practicalities • Staffing demands of 24 hours operation with major fluctuations in peak activity a Town of Vail � Zehren and Associates � Carl Walker Parking 4 4/2/2013 ate 12/27/201 12/28/201 12/29/201 12/30/201 12/31/201 01/01/201 01/02/201 01/03/201 01/04/201 01/05/201 01/18/201 01/19/201 01/20/201 02/01/201 02/02/201 02/08/201 02/09/201 02/16/201 02/17/201 02/18/201 03/01/201 03/02/201 03/09/201 03/10/201 Lionshead Entry Exit 1785 177 2245 220 2209 221 1888 189 2042 178 1667 190 1698 169 1723 172 1791 176 2010 201 1599 157 1630 164 1669 168 1746 171 1806 181 1877 182 1922 193 1764 174 1486 152 1383 139 2193 210 1888 187 1898 191 1682 173 En Vail Villla 319 329 301 290 320 273 272 272 294 283 256 306 252 270 324' 302� 289 251 235 279� 284 259 Exit 314 322 299 296 297 307 270 274 284 286 237 302 259 240 267 310 304 281 268 242 268 278 254 259 Vail Village U Entrv � � � �• m m : �� �� � m � m m � � .� �; m : .. : � m pper Exit 36 52 56 50 54 47 38 45 67 31 58 42 47 65 54 93 � : .� : m verage 1817 1811 2814 2803 523 522 5 a Existing Data Analysis >400 >350 >300 >zoo >100 Trans/Hr Trans/Hr Trans/Hr Trans/Hr Trans/hr Location Season Entry Exit Entry Exit Entry Exit Entry Exit Entry Exit 2010/11 1 4 2 17 15 43 133 187 846 736 Lionshead 2011/12 0 3 6 8 13 21 76 142 843 691 2012/13 3 3 5 9 7 18 38 67 443 393 2010/11 13 5 39 21 76 83 477 365 1648 1582 Vail Village 2011/12 14 3 28 10 70 52 397 289 1607 1534 2012/13 11 4 33 28 67 69 363 278 1253 1241 2012 Data at LH is 55% of Season 2012 Data at VV is 80% of Season 15th Busiest Peak Hour is N375 VPH Town of Vail � Zehren and Associates � Carl Walker Parking 4/2/2013 [:7 a Date 12/27/201 12/28/201 12/29/201 12/30/201 12/31/201 01/01/201 01/02/201 01/03/201 01/04/201 01/05/201 01/18/201 01/19/201 01/2�/201 02/�1/201 02/�2/201 02/�8/201 02/�9/201 02/16/201 02/17/201 02/18/201 Pass* I � - �: � � m� [:iei 52 45 43 45 61 Lionshead 1s.00 S zo.00 6% 3% 7% 5% 9% 4% 9% 4� 7% 4� 7% 4� 6% 5� 5% 4� 5% 4� 6% 5� 3% 3� 5% 3% 7% 4% 2% 3% 3% 2% 4% 2% 4% 3% 7% 2% 5% 3� 5% 3� 2% 2� 3% 3� 3% 3� 6% 4� Fee Freaue 25.��lOther 0 � � � 0 � � c� r, L� � c r. c � � � � � � 1 1 1 1 Vail Village (Includes Upper Deck} - $ 1s.00 $ zo.00 $ zs.00 75% 5% 3% 17° 7�% 6% 3% 21° 69% 5% 3% 23° 70% 6% 3% 21° 72% 7% 3% 17° 68 % 8 % 3 % 20° 70 % 6 % 3 % 20° 71% 6% 3% 20° 70% 6% 3% 21° 65 % 4 % 4 % 28° 77% 4% 2% 16° 76% 4% 2% 18° 64 % 5 % 3 % 26° 61% 3% 4% 32° 61% 3% 2% 33° 75% 3% 2% 19° 68 % 3 % 2 % 26° 65 % 4 % 2 % 28° 68% 4% 3% 25° 67% 5% 3% 25° 68 % 3 % 2 % 27° 64% 3% 2% 30° 65% 3% 3% 29° 62% 4% 3% 30° r 1 � � u � � i � � 1 Average Fee Per Transaction LH V $ 7.58 $ 5.67 $ 9.22 $ 6.73 $ 8.40 $ 7.03 $ 8.89 $ 6J0 $ 8.06 $ 5.97 $ 8.54 $ 6.83 $ 8.66 $ 6.59 $ 8.50 $ 6.43 $ 8.38 $ 6J6 $ 9J7 $ 8.37 $ 7.68 $ 5.11 $ 7.20 $ 5.40 $ 10.83 $ 7.99 $ 13.37 $ 9.30 $ 13J9 $ 9.24 $ 7.08 $ 5.67 $ 11.95 $ 7.45 $ 9.69 $ 8.06 $ 10.07 $ 7.36 $ 9.54 $ 7.38 $ 8.21 $ 7.60 $ 13.10 $ 8.45 $ 9.24 $ 8.36 $ 9.97 $ 8J0 �erage 17% 43% 5% 3% 32% 0� 11% 5S% 5% 3% 23% 0� $ 9.49 $ 7.21 Average fee per iransaciion over eniire 2012/13 winter season: LH $3.39 / VV $3.68 4/2/2013 Existing Data Analysis Fee Frequency Lionshead Vail Village (Includes Upper Deck) Date Pass* $ - $ 15.00 $ 20.00 $ 25.00 Other Pass $ - $15.00 $20.00 $25.00 Other verage 17%O 43% 5% 3%O 32% 0% 11% 58% 5% 3% 23% 0°/ Avg ehicles 299 770 97 61 580 4 308 1621 132 79 653 11 Cashiered 742 875 *In Table Pass & Free are combined as $0 transactions; In Averages the Pass average is subtracted from Pass & Free percentage Average 4pm-5pm 12/30/12 92 40 12 193 0 146 29 18 22 Cashiered 245 272 Peak 15th Hr is "'375 02/02/13 Cashiered 7 300 400 12/27/12 289 0 19 Town of Vail � Zehren and Associates � Carl Walker Parking 4/2/2013 238 1 Average Fee Per Trans LH V $ 9.49 $ 7.21 :j a Existing Data Analysis M 2� i n Ta keaw��s • Design Constraint is PM Exit Volume • Peak Volumes exceed 45U VPH • 15t" Busiest Hour is ^'375 VPH • Existing Theoretical Capacity is ^'450 VPH Volumes are hourly and peak fluctuations will occur within these hours Other limiting factors at Lionshead Include: • Circuitous routing to exit • Frontage Road Traffic Flow a Town of Vail � Zehren and Associates � Carl Walker Parking g 4/2/2013 Parking Equipment & Technology Existin� Liansh��d E�ui�m�nt • 5 Lanes — 2 Re�ersible • 3 Entry lanes/Z Exit lanes in AM • 3 or 4 Exit lanes/1-2 Entry lanes in PM • 1"Pay-in-Lane" with exit verifier accepting Cash, Credit, Passes, Free Tickets • 3 Manned Booths with exit verifier for credit card and proximity reader for passes �m .�� �ro �- -� a r� �°l �� �'e � � lI � ���p �. .,� �, x . ?" tr >� � W r' F �u s � ra � � �„� �i i � � n� � '1��� � ���,.�`a � I I�, ��f� �� '�"� � � � ' � � I,'„I ��'�' � � '`'��` � d�'� I , u r��� ��''� ��.,,� � � � ' � �i � . � s � � ��� � � �` 'a3" �c'.,. �� v _�::. *'�; � "e.re v--t t�s�. FJ:t. .,d . t G'�',� �.l'�3�:, a a, :b� '�� � '.�4 .. • 3 Entry lanes • 3 Exit lanes • 3 Manned Booths with exit verifier for credit card and proximity reader for passes �����������.���� ���g�:��� ��"�������� �quipment ��%p �eck� • 2 Entry lanes • 1 Exit lanes • 1"Pay-in-Lane" exit with exit �erifier accepting Cash, Credit, Passes, Free Tickets a Town of Vail � Zehren and Associates � Carl Walker Parking 10 4/2/2013 r r' ' � - " _ �; - �.�r , , � ;; . �,` .�- _ � - . ^�.d,ti �i1AVl .•'� n. ' " ' ,.��'.� ' ', __ � +, Y` I � ' I I j I � �1'�I _ l/ p,r -� —• °� I i: � r M. ��f�l'" "'� ;��i � �.: �'� " � __ —__ � ; . _ . � �' � _ �a, u _ _ _ �, EHE ` —=-- � _ _ — , a r • � �� . � � ,�' , _...� - � 1 �l � _ . . . -, �- � . .� . LJ , �-'V�� v� �-3 ��' �� Town of Vail � Zehren and Associates � Carl Walker Parking 4/2/2013 r:� ,�, ', r�-. �. .��� �. .�:�+ . •y� ' '1��� - - --s..._ _r . :� ,,. ,' _ �.�. �. ' __- ,� . , u-�. . _. . �. y�rPl�..� . ! '.; y .46 . I�r .� � s+: '-+ �i4r��4��':t 't"� 1 . s�, , .. s' ,�'/' • � J �� Y I 5� ♦ !�' i Parking Equipment & Technology O�a�ions f�r �perations Im�rovements • Current Operations Methodology with Impro�ements • Pay on Foot Methodology (P4F) • Central Cashier Methodology (CCj • Hybrid of above 4ptions • Multi Space Meter Methodology (Pay-by-Space, Pay-and-Display, Pay-by-�icense Plate) • Ad�anced �icense Plate Recognition • Pay on Entry a Town of Vail � Zehren and Associates � Carl Walker Parking 1Z 4/2/2013 Parking Equipmer�t & Techr�ology � 4 ;� 4� � � #� . ;�� �hu�.��,�.. � � �' : ' , ` ' -� � � � � �� Ct�it � � f � '� i � , '�� P7!r?:�i.iY . �. �� � ' Y `i .. t __ � � ':� , i _ tii t. �� / � R. � i�. ,t �� �� _� � � - � ���� #�� �� P� �--° I � , _ � �,� • � . r�� � � � - Pay-On-Foot Central Cashier Town of Vail � Zehren and Associates � Carl Walker Parking 4/2/2013 Pay-And-Display / Pay-By-Space Extend-By-Phone Staffed Booth P in Lane P in Lane P On-Foot Central Cashier Multi P Pa On-Ent ProKimit Verif er AVI Ent Ticket 5 itter ayment�ControlMethod ash/CC/PassatExft ash/CC/PassatExft CCJPassatExit erffieratExft erffieratExft erffieratExit ashfCCfPassatEntry PassVerffieratExft RffdReaderatExit En7yTfcket taffed parking booth tha uto pay station that can uto pay sta4on that can ay sta4on located at Pay station located at ay sta4on located at ay upon entry of parking erifier that allows a Overhead Rfid reader uto ticket spitter for s eble N take ell eke all trensec4ons & hes only teke CC or passes or onvienentlocatlons for convienentsingle onvienientlocatlon thet tructure et e pey stetion. uest to weive a pess Y�etreeds a pass es e entry tlme ansactlons & has erifier & Pr�imity Verifier free tickets & hes Pass elf pay. Provides 30 locetion N pay on foot equires guests to pre pay o�itgate required. ithin a few inches of ehicle drives by documentatlon efinition erifier&Proximity ProximityVerifier inutesgraceperiodto atcashier. orparkingenddisplaye theverifier. erifier etto car and get out. icketwithin theirvehicle. xitlng requires inser4ng o entery or acit gates icketinNeveri er e uired. apacity 95-135VPH 80-100VPH 80-110VPH 300-360VPH 300-360VPH FreeRow 135-200VPHatEntr 600VPH 800VPH 400VPH 75-100PPHat5ta4on 115-175PPHatCashier 75-100PPHatStation FreeRowatExit xisting Infrastructure LH 1-3 1 3 0 0 0 0 4 0 3 xistin Infrastructure W 1-3 2 1 0 0 0 0 4 0 5 ecommended Infra�ruMUre LH 1-2 0 3-4 2 0 0 0 4-6 0 3 ecommended Infra�ruMUre W 1-2 0 3-4 2 0 0 0 4 0 5 ros umaninteractfonato�it rovidesalltransactlons Providesalmostall asto�it7ansac4'ontime,Fastexfttransaction astestentryo�fttime astestexfttimesince Fasterentryando�it Fasteren7yandexft fthoutmannedbooth transactlonswithout inceguesthasalready 4'me,sfnceguesthas inceguestpaysafter uestpaysuponentry 7ansac4'on,sfnce transaction,since manned booth aid and needs only to already pafd and needs arkfng pass fs prepaid pass is prepaid erifyexitirg onlytoverifyo�itirig bletodealwithissues urrent5tandard-No Festertransectlonsthan Humaninterectlonat umaninterec4onat Limitedissuesto Limitedissuesto mmediately{losttickets, eemingcurve PeyinLanewirhCash, Casheir ntry occur occur ettickets, �UI's, etc...� since no cesh is fed into machines urrent5tandard-No Current5tandard-No educestaffinafternoon ReduceStaffing Reduce5taffing earnirig curve learnirig curve Current5tenderd-No Noneed for leamirgcurve customerstosNp end presentaccess card ons IowerProcessTime IowestProcessTime �owerProcessTime equiresguesttopay FtequiresguestNpey equiresguestto equiresellperiodstobe Ftequiresellguestto Requiresallguestto riorto�i4ng priortoexitlng uesstimateperiod aidatconsistentrete. purcheseepass purchaseapess eeded for parkir� or aheed of time ehead of 4me eturnJcall to extend ostofmanningbooths oHumeninteractlon NoHumeninterectlon ohumaninteraction Ftequiresleemir�curve ohumeninteraction FtetesmustchengetoflatNohumaninterec4onNohumen ete. interectlon nebletodealwithissues NoCesh equiresguesttoeither FtequiresguestNeither equiresguesttoeither HourFreewouldheve mmedietely et rhegete o beck to car N get o beck to car to get o back to car to displey o be provided in seperat icketorhaveitonthem 4cketorhaveitonthem icketormemorizespace ot u mber before I eavi ng ar equiresdeandryticket Requiresdeandry4'cket aybedffffculttodeal Cashierloca4'onmaynot aybedifffculttodeal educesturnoverand fth automated sta4'on be in cnrrvfenent fth automated sta4'on oten4'ally capadty henarmsarefflledwith locatfonforallguests henarmsarefflledwfth kf gearlfamily kf gearlfamily Unable to deal with fssues equires clean dry ticket Unable to deal with II spaces need to dearly fmmedfatelyatthegate issuesimmediatelyat abeled. Thiswfll bean ate ssue on top decks for umberfng and dear 7iping equireslearnfng curve equireslearnfng curve nable to deal with issues nable to deal with issues mmedfately at gate mmedfately at the gate ifficult to provide u rrent rete structu re irh Free eriods equiresconsfstent nforcement 4/2/2013 Parking Equipmer�t & Techr�ology -�. �.� ���'��: ►r_"�,,�� _. �� .1' +.?� . a�. � . . . � � �� � J � �^ � t ;~- � Counting System with Signage ,, _- � _ �.� ;� �� ...��,� .. �- � .,� 6'r" � :k �, :a ' ��.>� s_ - -- �,,, s j,,,`�`.�_— , r. � � �. ., � �. '�_,�'. _ � _� �/ � I ��� . ' � �� � �., '� � �� � . �\�' � p . �v� . .�.••� : ! j -. i � � ��r, ����' �� �11��� � �'� �� 'I141�tr' . � ���� �� V � � � r� i .. ., � ry� .� � � �.. . -�lE`�� s _.: -� � Advanced Parking Guidance System Town of Vail � Zehren and Associates � Carl Walker Parking --- 4/2/2013 F'arking Equipmer�t & Techr�ology 3� - `.�!-,� �' j _� :��.. � �--=-`._ � _ - . --� � ; ,. , �,. _ __ ,� � -- �.- , . _ � � f � , + �,: l �. � _�-� �r `_ � ` ._,�� _ � �a � -__ ,� �� . ;� , �� . " , 'i : � �'1 'n•'�, � � - - '�ti„° �� "�� ���`~` �� � � _ _� `"" '�_ „� !. � 'u: ��:���,+ .,_ • �.}I � � � � _ _ � {, . _ � �_ _ _ '�„� �; �� Automatic Vehicle Identification (AVI) Town of Vail � Zehren and Associates � Carl Walker Parking 4/2/2013 �. � �� � Parking Equipment & Technology Combinatior� Rfid R�s� • The technology is available to combine Rfid passes for guest users • Requires: Cooperation & Coordination of pass operators • Challenges: Joints rights to pre-paid accounts and cc information [�� I I IIIII�II� I I� I l �i � rowN oFVa��� Value Pass a Town of Vail � Zehren and Associates � Carl Walker Parking 17 4/2/2013 Parking Equipment & Technology Parkin� �nd Re�ion�l Exam�les of Parkin� Meth�ds • Westin Riverfront : Pay-On-Foot • Cascade Village Parking Structure: Pay-4n Entry • Solaris: Pay-On-Foot • Breckenridge Skier Parking (Close to Gondola): Pay-On-Entry • Copper Mountain Skier Parking (Close to Lifts): Pay-4n-Entry • Aspen Downtown Street Parking: Pay-And-Display • Aspen Highlands Parking Structure: Pay-On-Entry • Winter Park Parking Garage: Pay-4n-Entry a Town of Vail � Zehren and Associates � Carl Walker Parking 18 4/2/2013 Staffing Vail Parkin� Structure Staffin� Man Hours Total Cashiers TrafFic MH Per Equipment Control Enforce- Parking System Day VTC LH Technician Supervisor Host ment Finance/IT Existing 166 36 36 10 21 28 10 25 Pay on Foot 124-174 12-24 12-24 16 21 28-54 10 25 Central Cashier 164-176 35 35 10 21 28-40 10 25 Pay and Display 155-175 0 0 16 24 42-62 48 25 Pay on Entry 133 32 32 10 12 10 10 25 LPR 172 36 36 16 21 28 10 25 AVI 112 24 24 10 19 12 10 25 Town of Vail � Department name � 12/15/11 19 4/2/2013 Recommendation Existin� Q�er�ti�n wi�h Pa�/-On-Foot • Manned Booths: 1-2 • Automated Pay-In-Lane: 3-4 • Pay-On-Foot Stations: 2 • Increased Value Pass Usage a Town of Vail � Zehren and Associates � Carl Walker Parking Zp 4/2/2013 Options lVot Recommended Pa�►-C� n- Foot O n I a • Use by Skier Guest may be difficult; End of day weary skier, ski gear, keeping ticket • Exit gates unmanned so unable to pro�ide immediate resolution to issues • Number of P4F stations to install for high �olume hours • Re-Education of guest ,� . � � I �t i� � �"r, � ,� �� � � ����i 1 � � • Similar to POF • Requires heated office space to provide transactions • Single point of payment may not be in ideal location for all guests . �, 2 k w ��� � �� ° ,�� ��, r,� g� � I (� ,�� a� ,�oa � i�. �" ,�� �'� ::=� � � '�� �1�, �:� +� t ��� � `�^`� I� �y 1�i I � f � �i d I r tS a�; r' r "r � I r� t� V l �' �a�! � . -� ���. .,�=.r �� � ,�i� l�.�< � .a: 4x� l �I 'w i1 r 4 ' �_u �� � � �� �" � � � � I� � -� '��'� . i� � L ' ��N � � � �•� ��— 1 I� `. ��� ��� t� .�'� '�� � �� � � 9 , - �� �" � �I ��rv `� � .� 3: r.' �' I„ . • Less flexible with current rate and pass structure • Onerous on guest to return to vehicle multiple times • Requires guest to estimate how much time they will spend parking • Leads to many disputed charges • Poor past recent experience � rnin►n� nr ��n �� ,°� Town of Vail � Zehren and Associates � Carl Walker Parking Z1 4/2/2013 Options lVot Recommended License Plate Reco�niti�r��� • Misreads due to snow, ice, debris (85% reliability) �, ��+�' ���°� �f II,�,k_n ��� '`.. '+�� vx+ L.� a �ra�P{ c� � • Change in rate structure to flat rate • Need separate area for free 2 hours • Reduces capacity by reducing turnover • Increases queue at peak AM times a Town of Vail � Zehren and Associates � Carl Walker Parking ZZ 4/2/2013 lVext Steps Lionshead Entry Improv�ements & Equipment Replacement Concept Design Schematic Design DD & Entitlements • Final Design and CD's • Construction & Equipment April-May 2013 June-July 2013 August-September 2013 September-January 2014 April-June; Sept-Nov 2014 a Town of Vail � Zehren and Associates � Carl Walker Parking 23 4/2/2013 VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: April 2, 2013 ITEM/TOPIC: Schladming FIS Championships Presentation Lunch will be provided during this presentation PRESENTER(S): Andy Daly, Susie Tjossem and Ludwig Kurz ATTACHMENTS: Schladming presentation 4/2/2013 TU�N�P f�f 4�Ai�."� 2013 World Alpine Ski Championships r_ � � ����_ _ . ��:�_ .� ; ' . �y� ` ��c� �� :�:: � d ,�. �'¢ . �' � 1 h �Po �'�a - . � � w� � ��' :� ��',� ` .� � * e `°.. r `� P � F � `���° �•��e '� �� � : F �,�.k,�,' ��er �r� � s'� 1 � �l r � � � �i � s �_a ,� . � �` ��� ���� �� .� �"',�; .� � �;�+ - .� � � 4/2/2013 _ • -, � - s� .ny..���,.;, - __ �.. . . f _ "�.l� 4°s{x ��` �� �I : �r , . � •.,�.� � �r S � 5.,,� � � , � . ,��.�;,, �. , � r,� . � � k� � ��� � � .��e� .� ��'.�� ��. a�!R�� . - •� �• �. �.,.� � , .v�' P '�'' � -,{ �, ' - �:;�. ��, _ si.�'� .,F-rt' � � i� T��IN OF V�IL�: Schladming -� , �� -�� -._ _ - �`� i ,. � i'�"�*W"�'}�� i ., � � F .� ,. .3_�,+ _ � ___ �� . � � ��� �-,:� �� J � � ' ' � � � Wy � is � .. � .�a � r� ��w �- � � �.�° �,�� y h ��; � _ - ' � �,� , � ` _ f��� � ° � . ,_ ; �-:� � � . � ,� 7 �� '. ,� �.�: .,�IW�� . . -�. � , - . * `+�. 1 � � I�� i a ; `. ... 5 � �• �B'i1519'�F�f ._ �` v. � r. . 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' '�. i.� .. - ' `-'`"� ,�. � ! _-�,� .� ¢ ' ��� �, +�� 'r � Town of Vail � Town Council � 04/02/13 21 Stadium � �. �� �� - � � � _ , u= � ��. � � �� :� � _� `� - ' e '�.�a� - �� _ � -� =� .. � . --� � �� -� � Town of Vail � Town Council � 04/02/13 22 Mascot `91 ��� �.�` � . .� d _ti , :o- ��;� _ � ,._� Town of Vail � Town Council � 04/02/13 23 Mascot � �� ` = I,��� �- z a ,� r � , ��e,�.• �. �—=s= �� � � ��– �.a-���.{,y , . � 7 LL� , 5 � dyy'�jy�"i �71 n _ "� � �� '� � - �� ��,,� �,;.,��_.���a_� :.:�_ �„�� �y, . , _ - �.r�-�.= t ' C.. _ " �. l IILd�� . _' . , . �� � ` - �F _ � _ E � q'� Town of Vail � Town Council � 04/02/13 24 Festival Stage � �°��� � �. , `�'��� � ' 4 ,'J °F� � _ � '�, � d ��� r �� ����M���� ��a . J'aI. � e �. ',: �,�+� ,. °.I �SbiPy�Y �� CIE��MuF Y.. = �� � � "a�R , �� +.t4 L.r� s ��.�`� � Town of Vail � Town Council � 04/02/13 25 Festival Stage � ��. - . _r._:�.:F �s ��� � ���������,� ��3� �� � y:�.Lil.l_ _ - r `'��� ,,�*:R1�H' aY`��� �', y � _ � � ,aJNN� � �ai �'��15+, � _ 4 J L; �'� . I� �� � r—_ _,— _ °_ '�'� � � �•� �� ' : k` r �.� � ��.. , L r�����m _ ���� � .,r� Y � ��"�'`��`` � .� � 9� V�' � 1 l� �' I'� Ir+� �t'� � ��l '� _ " k I ,' _ �` � � � +�� . � ���'��' ��� �� � � I'� "� ' � � �� � � p���l��k�� �����_' ��� � — � � i�� ���— , , ,� t n dl � �'" Town of Vail � Town Council � 04/02/13 26 Festival Stage �a� � �� r �� ���',, � �.�P z ,. ,�. � � r"�� ,f p J .,{r� � .� „+wo-�'S�',�•' �•'"=,p::� i �:0 • �`�° ,:.+r ' •j . �s��.. v _ r ��".� V6 �V � � .. ;.-��l�` -.. 4� .'� . .. }� '. .. . . . . - _ _ . - . �� v.H_ '�. �,o . ��iM '.f�P;� ;_�_. �,.._ , _; ��'.;!� ... Town of Vail � Town Council � 04/02/13 27 Festival Stage ��� �`�� �a � �� ��� � � . � , �� � . � ����- � � � � �� � � . j �� � � - _. - -- - - ..4.• � �_- - - � Town of Vail � Town Council � 04/02/13 28 Festival Stage , �b-� ���� ' f y �°w �T ��;�vk- � �r� � � e. . � 5 e �} f • .:. �i: h •: A� ��e�'� . � nis � ir. � =—_.. �4� . .I" ` ,.� � Town of Vail � Town Council � 04/02/13 29 Festival Stage L =:; �.'�_" � �����. �-i. Town of Vail � Town Council � 04/02/13 30 Festival Stage � � Town of Vail � Town Council � 04/02/13 31 Jumbotron .. — L� } � .y � 5 S, � � a� c • � . � � 1 1 a � _ �� � M r � .� �+ � � �� ��� �� '�.���.s �� '�:'� °, a :r � � Q �: r � i � � �°� � � � . :� � �� � ��� `S. l�.� 6 �. :? ' �� ' "� . '� q '� �� �.. ,g _ F , �. - � � � ,^R: � _ M1 �' _ ' 7 �1 � Town of Vail � Town Council � 04/02/13 32 Jumbotron � �� ,��.. Town of Vail � Town Council � 04/02/13 33 Special Event Street Signage Town of Vail � Town Council � 04/02/13 34 Special Event Street Signage � ��. ,� e— � �.� � - .� � �;R =-� -� ���� a .� � �. - = w� � � "� _ �• �. �P �— �� _ ��- � � ���� '" a �� � � � �� � ,f _ � e,r ,e.: �� Town of Vail � Town Council � 04/02/13 35 Special Event Street Signage . ��� �� ���� � � � � - _ ���., , ��y, ��� �~ �# ' ��� - _ _ , J�. N •� • �, � Y � � .� � __ _ . °�. � . . . , �..X... •. •YS_> � � 'w � � • �" � . ����. � -�� -- � - � � �� .(� h � `— — ._ _ , z�� � a. r� . 9 _ � r � I �e a � • 1 y `� . r• � ' . � �. :, � • � . . ,•� , �.,�. � ��°p.L+ _ — : -- ' � � � �'� �j�`. . Town of Vail � Town Council � 04/02/13 36 Special Event Street Signage ��� ��-�� :�_:� I � I .-s 1 � � � � �fr� � I .,�.- � r! � '�� �` �� �r�' ;.,r r' ��+�. 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I�� �..� � � ' � � � r .. �tl _ t -��� . . .ti � ��� . 1 _. �°. � f.. � _ . ,-_ . .�_*'P c � �i�BAr ° �� �' -I �..��.'�"q.�ls`.�� � .,���. �� ,�, �`.-��+�, , ,�c��,i�.. � � � � �?�'�i�.�t•�:. � �� � �',' �� �" � � .. _. �. ,. �, � � __��- - � � ��� � � 4 � � � ,� r: - ��.,T'_ s: . � ,�,.�� �J.�� � �, �_ . . d . � � � � 5s a� "a-., � � I� � � � � _� �i w� 4w �9" �;.M � � JSNM@i�7UH{i r ey.,.. � ���:ae�rn. � �`�n�tir�.h�v � � � Town of Vail � Town Council � 04/02/13 39 Landmark Na vigation Town of Vail � Town Council � 04/02/13 40 Landmark Na vigation ��� - _-- , �� � � � ���� � -:� :� --��� ����� ��� �. � � z= �-� � ��.��, � � � . . � � ;�..., � ,�y _ � � �� =` �� � s _ � �� � f � ��� „ '�� � �Y'a �y � _ - �r. ��� �! .. � � 9w� s •� r 'r � � ��_��� � ���� I T � � � 7rv e r � I I � �+� r � .. �'� �� � r � � � � � Town of Vail � Town Council � 04/02/13 41 Environmental - Recycle �� � �_ �� � N � -��� �"' V �'�:� ,� -. `' ��� � � � '�4 � �'� .� ;��� ,� .. � ""�p�� '•,y � � � *� � , Y � Town of Vail � Town Council � 04/02/13 42 Environmental - Recycle Town of Vail � Town Council � 04/02/13 43 En vironmental-Recycle ,���..T.� � ��� ���: � �5 r� " �� � . _ _ M �, , �r��`-'t� , . - � , r �, �� �� �I �� Town of Vail � Town Council � 04/02/13 44 Environmental - Recycle � i �;.'�'7� �� [ � F� � �� � �� ����� :u, �. _ � � �j� � ¢... 8� � 7� . t •5,� �� . ����t�� ��~����� � g; �� � li',�1. i�'�a� F�lAP_ � � _� . f�' �..����- - � _ �4�.t., �,� , �� 5 N � •� . w� ��9 s� � s�g � . ` • � ' �� ��,�;i � ; � ��� � . . � "� �� � A � � � � i � � �`± + � . � �:. r .. � ��. � . .a � � f :� _ ���� 'RI �. � � , � °��'. ..� '—L� � M � . � � 9� �m� : ., � • �. ♦ � �. ' �� � ' � _ 1 a J� � � ' -r���� � Town of Vail � Town Council � 04/02/13 45 Temporary Buildings a� _ � � � _ - � �o � � �'� ,�*,• � i M r �r � � ;,. -, _ �„�,�,:� mS �; R • .� I R; � �����. h . � �� � "•���� ��f�l�� i � �,� ..; ,� ., �E 1� . � � p�+ , _ � ,�1 ..�i���...�—� .� Town of Vail � Town Council � 04/02/13 46 Temporary Buildings ��'� _�? .� 4' � � i -�2yAL*�.,St ��� � � �'�-_�' , . �_ —�-�.y .- :_�� _ _ � '�;r � � " -- ' 9 � -'�: ,�; ,� -�,'-.sr ''�ry' - �- � ��� ' �:,, �_� �� - __— ° �, � �� . ; . � 7. �_ -- - � Ii 1 1 � � � _ __ � � ` � �'���"'� . i'�i' . _. � I� � � �i 1 � !r ��, _ +� _,�,:� r � � � � - � � � � �� _- _ _ , .. �� � �� i � � �����- � � `� � ` ---��� �� � ���� � Ti ir����rg . ti�,� i ����� �,� �,:;.; �� � � _ - :p i � r` f �� r�'� �'� -��11 —,���.�:i ^ .��ayq I � ^ , , : ' . � � �..a, � � Town of Vail � Town Council � 04/02/13 47 Temporary Buildings Town of Vail � Town Council � 04/02/13 48 Temporary Buildings Town of Vail � Town Council � 04/02/13 49 Temporary Buildings -� � x��;' r.: 4 � ����� ,��� �� �� ''�`���.�.��+�L�� �+ �,...�' _ ' � � � , ����� , �- � »-�� - �� � , . � � _ , __ _ - - �. . ,: L- - "'��' � � _ - '�-�� � _ _ .-' " , . -_ � . _ ' - � _` -: , _ � ,�¢'� �'+� .: --_ ° _ •� i� _ — ,r __ - . �- _ — � -' �, �� �; - _ _ - - . _ - _ �r_ -_ .� _ _ - _ ' ; = . -_ - � - � - :�'�� -�- i- r. : ��, _� � _ � �'=� s _ =_�.r'1 �� � � Town of Vail � Town Council � 04/02/13 50 Temporary Buildings _ _ -.�� � �������� . ��� . �� � s �.��r. � � JE .�f � io ��� � � r, �� F 7 � x�.�! 1 �; �� � ��� �_,, � m �`� _ _ _ ° � � y :k. � . . � � ,� _ _ _ o_ �, � � '�" �' �' �' � �"�` - �_ �� � � ..Y. r 1 � ��� � � � �: . �i � � . k ." g � . 4. � • ,° � B ��y `��°� - � � � �A �� �" � � � - _.. . , . , r �u �1' F � �t',��r��� y � � � � � ` _ � '�'.���, �� .�r• # . I . �+ c� r��. . . .. .. �: � .. . �, . F� . r`tt I Y I r�t ��!�i � FE5-�r:lY.•I :li• .1.1s�r� �: NI��4 H7I� . 57�� r1�,�, --.��rf' �["�4#r� �.�r� � �k's� �� l``_� � �� � ���'� ., . :� —�_:_ � _. �` �rr .��_ — — . — _ _ ' � _ . �� Town of Vail � Town Council � 04/02/13 51 Temporary Buildings , o rn �' �_°-. �k�. d� ���` — y � �Ty � .� -p:,'' ��� � °{r �., i I` ; �`����� � � I p , I�i���� �� � � . � ��_��_ _�F:�� �. e .— 'l' • ' - Ii '�{f�iYy•i � . ` � 'PW4€A�4^ I•�w:e7%�C*{`1b:4 �_ �."� r! dIL+Rwqr o" TYI� 1 w I.N,�,.a �§�. b . F � � �� , M� . P . �_ .,.q'.^P � �fr,� � . ' � ..�' 'y. �. • �,, _ . P `Y� � ��_� -'�'� � � a` �,� �� �� � .. .�•�F ^� '� Y. � i_ �`} s � �� " ,� _ _ _ - � -_ � : - • , , _ .� _ _ - _ • = , ��' . _ - _ ' i _ `� � _ —�- _- _ �•� � - -- - �:� �a� - ' ° ��r�� .a � � r � . 9 �� -. . . Town of Vail � Town Council � 04/02/13 52 Temporary Buildings i� � •,,� _ �af �. . �� � L � r ' � Ry ' � ; � ' � ��� �'u � � . , ' � , . �� ...� k � � ! ,� ,.r.�. - � � �� � � '�,.�� _, � -= m � ��� .;- M � - � ` �_�` � . _ '�. �x,;� � � _ _ - . �_ �� ��. `.� :I '° � - . � � � '�,'` ' ,,�' �� � � � � � �� r ��,. ..�- ' �� �� � ,� �� � � � �_� � �� ,� .� �� ��� _ ��� � � s�= � �� � � Town of Vail � Town Council � 04/02/13 53 Temporary Buildings 4� � �� � . .. - ' -�...,!£ rF_.>.:ry.P�� � I 1 • "'Yo'� t�, ,� Y� :x � �, k 'rj�-� . + ^r �j � 9�}i � �� V . . r"--�rl �'. - - ' Town of Vail � Town Council � 04/02/13 54 Temporary Buildings l�.� ,o „ � �� _ _-� � � r - _;.0���___ -._ _���...�,- �.� _�: � - � ��., ,-._ - � . �=�:�� � . =�' j . Town of Vail � Town Council � 04/02/13 55 Temporary Buildings _.��� . � �—=� _—_� � - �_ � _ — �., tl_ �-_. � -�"�' - � • Y � . �� 5 tr +���.� �.. . �;� � �� 1����� ,� � ;� . ��I,, p��� ,s� . ,t � ,, � �I iI , ro , ��� �, .�..1 '' r �.� ,� : � � �' A . � 5 �,. � �P � �.. .. .. . .' - �ip', ° ��. .��...`. '-� Town of Vail � Town Council � 04/02/13 56 Temporary Buildings �� _ � �� � � �� Town of Vail � Town Council � 04/02/13 57 Temporary Buildings � �1.; „;�^ � �,. � - . .f � � � � �. '�i . _ ,.� �� �* � , ,�;�,_�' � ���6 � ,., . �.`�� � ''" � ����`��l�� '��� � ��� 1 ��� � � � � +•e`• � � I d +� ��._� � �-� 1� s � � `'� � �., � �•° � y ,,��'W'°� - i ` '. , "- � e �k k �,� . �� __ �; � � — �p �� !'� a'9 s�l,� .�. .. � �� i =I1 LRT � ��� � �'-� .� �� ., �� � i �� � 1 �.�����; -.� — � �. � � �"�= . '. -����. � �� � � � -. � � . � -� . _ _ 6 Town of Vail � Town Council � 04/02/13 58 Temporary Buildings . r�-�r �� � :� ��: . � - � k. , � � . �� �'� =, . - y a � , m" � il'��� . � . "��'� � � k'� � ] � � t �, "S, b ��ay � �' I��1- �:.. f . �' � � '�' � � �;� � u`� �� _ '�'� V� e r ...:�' � ��" �� :.� � . �� � �'i ���f, � � �, �!=�t .�� . *fr � �� � � `�`� !�, ` �" y- � t ' � �� ��;'�� ��� � _� ,, e _. . _ �� . _ � � _ �c w ,�,� � �, _ t �, � "��� � Town of Vail � Town Council � 04/02/13 59 Re-Purposed Buildings � -�,''J�r� �� �_�� �— — —��_ - � �`�'�' �� - � _ -- � � - � - -_�� _�� - � � � � �'� � ' .� -�-- � - _ -�, . � '� � �� ��, � �_ : � � � �► - �_ �._ '� � �� � , i A - ��:--�,-�' _�„�� -,�� � � Town of Vail � Town Council � 04/02/13 60 Re-Purposed Buildings �� �� � � Town of Vail � Town Council � 04/02/13 61 Village Activation � � � Te �f % � !� ��� ,� �� :�: ,��� ; �,� � 'ij+n ,.p E � f',__r r �,,, 7 �� Town of Vail � Town Council � 04/02/13 62 Village Activation _ . � . �� �� � Town of Vail � Town Council � 04/02/13 63 Village Activation �_ � ��a tfd �L=r�,4! A .� ��� j � �: _. f . � � � -- . �S F '�', ..�.. . . .?'�"� �_ ,� -f.-�_ � a . 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A s . ^ �, � . . . -- . � �' I r r��l - A � �I I � � .f �_��,�_ M �Ml.�il i� .. _ :� � � � - � �, ° � ' � - .. . . �' .._ � � r ' -I : � r � ra,_ , r�., I— -� I� '1 � , . , .. � • . � o , • e .'_— v I . 1 r * . �. �r " ��eSJw°� . ^ ��: ... ... . '. _°_ , ..� �.`'� ., . o ; 'tl. . � r� : f — �. X � �i� � .. Town of Vail � Town Council � 04/02/13 69 Village Activation ;, - �-�4 - m � ti ��L�.,� . .e T� �.� , ,,a ' ,� w r � '�;� �_������ � �� , � _ , ' - ;. ' � ,�:�a � ;-, . �6►�d� oaa e ��..,�' � � �',, +f .� , � � ��-�' ��' �� a �'-� !� I �RJf ,����'�� �, � � �.. �=� ��,,�,'�';���t�'�"�°��M .,� W .- P , r ' ''� s+" �$� ` ��6� .�� � `��. �� � -- _ _ — " ,.�=i _ . . .. � . �. _ �� Town of Vail � Town Council � 04/02/13 70 Village Activation � � � � -� .� �� �"-� �� 4{ �� � � _ �._� �= ���t � � . �: Town of Vail � Town Council � 04/02/13 71 Village Activation � Town of Vail � Town Council � 04/02/13 72 Village Activation Town of Vail � Town Council � 04/02/13 73 Village Activation ��.. -,r,a�� _ Y „�`�' � y �{. ���W�' � �.. rr i � Town of Vail � Town Council � 04/02/13 74 Village Activation � - � � ��� ` ... -� �. ���� �� � � . �r � , �� ��� � a �� �- . � ,�. � �i.. .� � 'J .� � °�°,r �i �� �„ . � C � �'¢'?r��. ;,� ,� v, , s�..� ... o_..� '�L-e�_�':.. '� �' � � ,� ,, r � .��.� � � . ��.� �� Town of Vail � Town Council � 04/02/13 75 Village Activation � 4' •� x r rr r o � ' ' 6�� �' i F •_�� � � � � '� � - - ��� m p. �;`. ���' �� � �.e : � � , �� . . r ��.. � � p F:' 1�, � P��.�. . .:� i' v. �• � � , ,- � ~ � � 7.SF � �. Town of Vail � Town Council � 04/02/13 76 Village Activation +�i r, 9 � •L � ,• � �'= p � �� � � -• � 1° �..'�} P'!.I '�.. � ',�. ' � � �. p ;� k I �i I .- '� . � �� , �< -�.. ., ,,. n . � '�� ` � , , _ "� -��'d . z' , r s.. . °.•.+��'. , 7 � '�5 ° L 3�. r = ._""�o- ' � ���� � �� , � :� � , .� ._ �� �. � _���-��� �a� Town of Vail � Town Council � 04/02/13 77 Village Activation �� i �. ' , ' _'��:�� � �'� �a�,a�•i� � � . -�- � � � � � I i �. 1 � �.� , - � �. . a �- - �, _ � * b � r, � �� �� _ �� �� �� �-� ��y� . ` � , ' �� � �� '' � �.� • *� � u�. ��+ � _ _-� J -, �uCY �_y�� - =, �.. + - � iup�=��; �'.: : � � ` ■ . Y�iliCn� . - • „ ' . V �� �,} . -a. u - _ I .. . I� - �.� Town of Vail � Town Council � 04/02/13 78 Lack of Design Guidelines � '�` ����.^ . . �1:-. ��'4 '°' �� 7 .�p.:` ' t,t�:P �` 5 t '3tf``t . . ,F .i � a "�Ti#n•' s f�pl _ y ��s� ��-LJ- ' � r� ��r,�����Mr.i�,�fip,rl��*'�fi. �' �:�, °��r��l _ - i ��� PA . ` �pJI IPd�f� '��� "- 'r' �+e � ... .o �Ir�r-4',II�� ..,,,1�� �u ' ' . t ���I " `°u� � � � �cr��ry�'p'� � � �,� �i �; . —�� Mii���ff �r ,� �+i �� �,w � ' — �ii I�'�°����� ,fi�. i� �,����� -� �� � _ �� ,�. �+�, "• ����. ��irr�r.�� , r�iT���%` ,:�� _ � ... �w�qf� Ilf m ., . . — _ �� ��T��f! .. 1 � . �� '� f - � v— 4 i �r� .f.F, Y ;�: T_n: !� Town of Vail � Town Council � 04/02/13 79 Lack of Design Guidelines ,--„�� � �� ��.�w ��{ � : �� � �.. __ .� �...�- _ � _ - , - - , �. ' y- �.,. � � . �:.1� 4 �- ��sy.�kk � •j..: .�r� yyy m -� r y . v� ;J ..� } , i � f .. ff' � �3 I d .� : ,. ,A 1 ' ._ -_ �. ;:�„�,* , � . .� � .,� ���� �� �itl ' � .:� ' f . . � r � � y � . �;�,+ �+ �P , t � - �.t �__�, � �;�� �� ' , �� � Town of Vail � Town Council � 04/02/13 gp Lack of Design Guidelines � - �,. ��. � ��:�. :� �` � �,� yyv � . . , � _ -� � �`�'- `_- � � .�� � �,� =� ��.� -,� _���� R,� �, �� - °� ��� �-�-� +�.�;_. � Town of Vail � Town Council � 04/02/13 81 Lack of Design Guidelines _ �� y ��s _ _ zti,F. � � �. . ,�� �x.{� � .I 1 � ,1. -�� �� . - � � _� .�.^�'�..� �� � � ��- �' �� � � � ���- �� �����. m-��i� Town of Vail � Town Council � 04/02/13 82 Village Signage ��'�'+,�i����. � � �� �:� � - - . . , �:�� � � . �, � � ,�fi ��� �, _ P �'-� _� _�, , . Town of Vail � Town Council � 04/02/13 83 Village Signage � � . 9 �� .� �. ��� ��. �� � � , � �� � �._�. .� ��a- � . 1. 1 ��,�i � �:q 4. �•�•� 7. 6,4�, �;� � ° �� y' � �� � � . .�II ;., ,�1 �,� � �s � ti � ,�g � � � � �wa. � �� � �� �i �.''i'0'�, � . . �--x - � � k�� � ,. . � , ~tl'y� - ��°� -� . � v . . „ y � , ��� � . � ��'*? r� . � Town of Vail � Town Council � 04/02/13 84 Village Signage � �_ ;��: :�- �- �-�-, . �� :� _ �.��._�. �� �: �:�� �� � Town of Vail � Town Council � 04/02/13 85 Village Signage � �� �� ������' �i�� �a�-+Ib�h�ti�t.r��� ��u�°+til ���� � Town of Vail � Town Council � 04/02/13 86 Village Signage � �. � � � � � - F,.���, ,. � . .� �� - _�. � _ Town of Vail � Town Council � 04/02/13 87 Village Signage Town of Vail � Town Council � 04/02/13 gg Village Signage . �.��,, _ Fyy� , :• � 7 ��. �� �! Town of Vail � Town Council � 04/02/13 89 Highway Sound Barriers � ��� __�_ T..�:� ��� n.�,�,�Lti _ - - �� Town of Vail � Town Council � 04/02/13 90 Highway Sound Barriers 'a• ''1 5 .5 a � f, f ��' . _ r��--- i °. _ _� � - .��•� _�,_ -� - �'--� "=� �� _ ' F � � ..�yT — � . . _ - � , . .��. �. I i��� s '� � _ r _ � � � :. . ' . �o_a= �Y � � 1 � _ � � � y , - ° -- --.� � . � ' 1. � - rS _ ��I _�.�_i�=�6 � , '_ _ � ' °_ . b � ' - I '� _ � . �' " Town of Vail � Town Council � 04/02/13 91 Highway Sound Barriers __ _s. ._ 0 �.� �F�.�k. u� � I . �.,.i_ ... - � ,� .� � .__- � � 4� �� � — �: �� �._ � ..� �� .� � , . , , � ;' , � ' �--i� � � � � ' � 9 �� � r .� � -�V� " � � r�i . �i. e Town of Vail � Town Council � 04/02/13 92 Thank You � . ,: � ..c��, er � •�' '�w�� � � ` �' , .. ' ` T� °°,a .. P � q'- ;;..- !! !"� f 'f!! � Town of Vail � Town Council � 04/02/13 93 TU�N�P f�f 4�Ai�."� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: April 2, 2013 ITEM/TOPIC: An overview of recommendations for measures to be included in a Vail CommunityWide Recycling ordinance. PRESENTER(S): Kristen Bertuglia ACTION REQUESTED OF COUNCIL: Staff requests that the Vail Town Council provide feedback and direction on the proposed Community Wide Recycling ordinance measures. BACKGROUND: Vail Town Council Waste Diversion Goal Environmental Sustainability Strategic Plan Waste Diversion Goal (adopted January, 2009): Reduce the amount of Town of Vail landfill contributions by 10% within 5 years (2013) and 25 % within 10 years (2019). As an organization, the Town of Vail has increased its diversion rate by roughly 20% by incorporating a municipal food and landscape waste composting program, and by recycling steel and metal. However, as a community, Vail's diversion rate is estimated to be quite low, at 9-10% residential and up to 15% in Vail Village, according to the 2012 Commercial Waste Diversion Study. West and East Vail commercial diversion rates are not known at this time. At the conclusion of the work session held January 14th, 2013, the Vail Town Council directed Staff to move forward with a process to create a Community Wide Recycling ordinance in order to facilitate commercial and residential recycling. STAFF RECOMMENDATION: Staff recommends that the Vail Town Council direct Staff to move forward with a Community Wide Recycling ordinance. Recommended measures apply to both waste generators and waste haulers, and to the commercial and residential sectors. ATTACHMENTS: Community Wide Recycling Ordinance Presentation Community Wide Recycling Ordinance Memo 4/2/2013 Vail Communit Wide Rec clin Ordinance y y g � N N O W row�u oF valt TOWN OF VA1L VI/ASTE DI VERSION GOAL � N N O W Environmental Sustainability Strategic Plan (Adopted by the Vail Town Council, 2009) • Reduce the amount of Town of Vail landfill contributions by 10°0 within 5 years, 25°o within 10 years. — Divert 25% of the Town's waste by 2019 Town of Vail's Current Residential Diversion Rate = 9°0 Vail Village and Lionshead Diversion Rate = 15 - 20°0 Colorado Diversion Rate = 17°0 National Diversion Rate = 34.8°0 San Francisco Diversion Rate = 77°0 Town of Vail � Community Development � 4/2/13 � . EAGLE COUNTY 2010 LANDFILL VI/ASTE RESIDENTIAL INASTE CHARACTERIZATION STUDY RESULTS EAGLE COUNTY MIXED RES[DE�VTIAL MAT�RIAL CATEGORIES BY WElGHT Inert Residue 0.3 �/o � N N 0 W Plast�e � 5.5% Organics Metal 5.60/0 41.O�/o ; �� Haz/Special . 12.4�/0 Paper 22.5a/o � �Glass 2.7a/a EAGLE COUNTY COMMERCIAL IUTATERIAL CATEGORIES BY WEIGHT Inert Residue O.O�Io � Plastic 12.8% �Metal 1.�0l0 (}rganics 30.1 % � � P�,�er 19.7% � Haz/Special 33.5'�/0 � Glass 2,4°/0 Up to 58 % of the residential trash and 59 % of the commercial trash (or 90, 000 tons) per year could be prevented from going to the landfill, using existing recycling programs. VAIL VILLAGE AND LIONSHEAD COMMERCIAL WASTE STUDY � N N O W �GGREGATEC� WASTE AUD1T R�SULTS F0� B0�'H VILt�►G�S (��'v by weic����) � — • - -_. Town of Vail � Community Development � 4/2/13 COMMUNI TY WI DE RECYCLI NG ORDI NANCE � N N O W � ����-�o�� Goals of the Advisor� Committee • Divert at LEAST 25% of Vail's waste • Make Recycling Easy and Convenient • Enhance Community Pride • Be a Leader in Sustainability • Educate • Support Local Programs • Utilize Incentives • Create a Reasonable Phase-in Period • Enforceable by the Town • Measure Progress Town of Vail � Community Development � 4/2/13 5 COMMUNI TY VI/I DE RECYCLI NG ORDI NANCE Advisory Committee Input — Unanimously Supported Measures � N N O W 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Town of Vail � Community Development � 4/2/13 6 COMMUNI TY WI DE RECYCLI NG ORDI NANCE Advisory Committee Input — Additional Measures ■Tatal ■ Haulers Others 10Q% , � � 90'� 80'% � rv 70% N O � �a�r W � � �° 50% �� � cn 4a'� � O � 30% > J 20% 1Q% ' 0% _ _ - - . - _ . . _� _ - -. _ - _ -. a5 �� �.`� . �`' S� �e ,�� ��O �.`� .`a� �� aa� �a{ �p`� �,.�0 �ta ���� a�,o ��� �c� �c, r+ �,�a� y,�a� ���'' ���`� o� .�`' �o`' �e� ��,�Q. �e `'��c ��� �G� �� e�� ,��� �`a �,� ��� �a � `o� Q\��� a��� ���� �',c 'p '���� e��t ta�� C.I ,�� �,� �,�Q a'� � 8� �.��� ���`a ��� �\� ��aa� Pro�r�ms �,� Town of Vail � Community Development � 4/2/13 7 COMMUNI TY VI/1 DE RECYCLI NG ORDI NANCE Create a mandatory recycling ordinance that applies to commercial and residential generators and haulers through regulatory tools: LICENSING AND REPORTING Haulers will obtain a license, submit bi-annual reports on waste and recycling tons; � and provide proof of insurance. N - Allows for designation of recyclables, collection frequency, bins, 0 W assurance that material is being recycled, and tracking of waste diversion goals RESIDENTIAL EMBEDDED RATES Price of trash includes recycling. - Ensures recycling is not perceived as extra, allows for incentives RESIDENTIAL VOLUME BASED RATES —(SAVE AS YOU RECYCLE) Haulers must provide customers the option to subscribe to different levels of service with different capacities of solid waste containers, such as 32, 64 and 96 gallon carts, and must charge their customers based on this volume of service. - Incentivizes recycling Town of Vail � Community Development � 4/2/13 g COMMUNI TY WI DE RECYCLI NG ORDI NANCE � i � � � � _ � � � r r _� � � . _. � � _ � �--_� � � �- � � � � � � � C �i��' :i� �—��� ° °—�� i �� �� �� �e ' �• ,u : �tr■��� , � I �■� �� �� �r . ����� 'i. r �■�. � w�. arr. � � I� �■ � ■.� � ��� . , I� �e� . r �..� � �- ' ,,.: ■� r■■� � ' � ■ �r �� � � i� �M �� � ��,i' `-' � N N •T ti ,�• O W - - / � �_ � � �i �� . �� ��a «� � �i� � ! ` � � � � � �� �_�� � 21-Gallon rollcart 32-Gaflon rollcart b4-Gallo�n rc,llcart 96-Ga��c�n rollcart �.b Orr! Fits thra�e Fi� 4'tv+t Htt t��n k�txAtn-st2�e4 vssf+f�q k,RCl+en-slx�td trsst►bs�gs ID't[1�+-strtd trathbaqs krttF+�n-x��d tra�+bags Fa► tM c�rtd i[�cyrl�n Far a l�ouse,he/d ot For a l+ovr�,ho�d o! for er �n yecycAr�g AevstAoid Cv►d ter+4peRster 2-4 peo,��k S-i psa�e oI ?p+ pe�o�p(t � � � I i � • .� - R � �r �. s� �� _ �ss � : � � s � •� ■ � �� � Town of Vail � Community Development � 4/2/13 9 COMMUNI TY WI DE RECYCLI NG ORDI NANCE RESIDENTIAL SINGLE STREAM RECYCLING Haulers must provide customers with "single stream" recycling - All recyclable material may be placed in one container (including cardboard and paperboard) � - - r. N N 0 W � � �. �� �„' . , . �. " � a� , � j � -- �-� �,` r`�! �� f ,. , � - ��=-�� �� :,�.. . From This... � � y � r � .� t 1 s � `� s � ,4 /��� . , - ,� � ���,_ r � �� �� � * ` � • � � �. x ;� � ..sn ����� � � � � To This 64 Gal Recycling Bin Town of Vail � Community Development � 4/2/13 10 COMMUNI TY VI/1 DE RECYCLI NG ORDI NANCE CONTAINER SIGNS Haulers must provide stickers for recycling bins and dumpsters - Provides education/reduces confusion on recyc/able materials RESIDENTIAL RECYCLING SERVICE/FREQUENCY OF COLLECTION N Haulers must provide recycling service as often as trash service N ° - Consistent collection makes recycling convenient for customers, reduces confusion, prevents overflow recyclables from going to landfill RESIDENTIAL RECYCLING SERVICE/MINIMUM RECYCLING BIN SIZE Haulers must provide 64-gallon, lidded recycling bear-resistant containers - Eliminates blowing recycling, allows for higher volume of recyclables MANDATORY RECYCLING Designated recycling material must be source separated and picked up by a licensed hauler (or in special cases delivered to a drop off facility) - Recycling is no longer an option Town of Vail � Community Development � 4/2/13 11 COMMUNI TY VI/1 DE RECYCLI NG ORDI NANCE PROPERTY OWNERS AND BUSINESS MUST PROVIDE RECYCLING OPTIONS Businesses must provide recycling options to customers, hotel guests, and property owners must provide recycling service to residents. - Provides guests and residents of Vail easy, convenient recycling options � N NEW STAFF TRAINING N O W Businesses must provide recycling training to new employees - Standard training allows for proper sorting COMMERCIAL RECYCLING EMBEDDED RATES Haulers must embed the cost of at least one 96 — gal recycling container for commercial businesses. - Provides at least minimum level of recycling service for all Town of Vail � Community Development � 4/2/13 12 COMMUNI TY VI/1 DE RECYCLI NG ORDI NANCE HAULER/LICENSEE Must follow licensing requirements, or be subject to a penalty (e.g., reporting, providing weekly service, embedding rates, offering Save as You Recycle, providing signage, etc.) � N GENERATOR (BUSINESS OR RESIDENT) N O W Must follow regulations associated with mandatory recycling (e.g. businesses and residents must recycle, provide recycling options, education for new employees, etc.) EFFECTIVE DATE If adopted, the Community Wide Recycling Ordinance will have a six month phase- in period, and be effective as of Monday, October 14, 2013. Prior to adoption, the Town will conduct education and outreach (e.g. weekly ads, presentations, open house.) Town of Vail � Community Development � 4/2/13 13 I , � � ,.� � � ti � «: _ , _x-� �� _ -, e� _ - 3 1 I � ��4�',F�t� Y ' .. y� _ -'A5 I i= •�,r; ►�► y _ � �-� �""I � � �� � I '� � A �,;� ��.. � 1 , .'� -� � � , y��-,- s � i�7 y, � � � �� '�" �"+ �R � �,-f ' � _ �n i �. � � � � —I _ � I� � � � � � li� 1 � � `t� �I.Jr _ � � I� -� ��� - ��� t3� --� II� � � � Tou��u o�v�i� T� iN�U O F'Va l t� Nlemorandum TO: Vail Town Council FROM: Community Development Department DATE: April 2, 2013 SUBJECT: Community Wide Recycling Ordinance Recommendations I. PURPOSE The purpose of this memorandum is to provide an overview of recommendations for measures to be included in a Vail Community-Wide Recycling ordinance. II. BACKGROUND Vail Town Council Waste Diversion Goal Environmental Sustainability Strategic Plan Waste Diversion Goal (adopted January, 2009): Reduce the amount of Town of Vail landfill contributions by 10% within 5 years (2013) and 25% within 10 years (2019). As an organization, the Town of Vail has increased its diversion rate roughly 20°/o by incorporating a municipal food and landscape waste composting program, and by recycling steel and metal. However, as a community, Vail's diversion rate is estimated to be quite low, at 9-10% residential and up to 15% in Vail Village, according to the 2012 Commercial Waste Diversion Study. West and East Vail commercial diversion rates are not known at this time. At the conclusion of the work session held January 14t", 2013, the Vail Town Council directed Staff to move forward with a process to create a Community Wide Recycling ordinance in order to facilitate commercial and residential recycling. III. VAIL COMMUNITY WIDE RECYCLING ORDINANCE ADVISORY COMMITTEE PROCESS Members: • Scott Hutchingson and Aron Diaz, Waste Management • Adam Bybliw, Vail Resorts • Matt Donovan and Byron Harrington, Vail Honeywagon • Matt Morgan, Sweet Basil and Mountain Standard, • Mark Gordon, Vail resident • Pam Hopkins, Snowdon Hopkins Architects and Vail resident • Jeff Kennedy, Moe's BBQ • Jesse Masten, Eagle County Landfill • John-Ryan Lockman, Eagle Valley Alliance for Sustainability • Jeremy Frees, Mountain Roll-Off Inc. • Dan McNeill (representative), McNeill Property Management In order to gather input on potential solid waste and recycling ordinances Staff hosted a series of stakeholder meetings. The meetings (Figure 1) were facilitated by Skumatz Economic Research Associates Inc. (SERA), a solid��and recycling consulting firm with expertise in solid waste ordinance options. Figure 1: Advisory Committee Meetings and Agendas Meeting 1- February 7, 2013 Meeting 2 - February 22, 2013 • Background on recycling in Vail • Identify a vision of what successful recycling may look like in Vail • Learn about authorities and ordinance options in Colorado • Review last meeting outputs • Explore residential and commercial ordinance options for Town of Vail • Questions and answers on opportunities and priorities • Provide input for draft recommendations • Discuss draft recommendations from Meeting 2 Meeting 3- ' Provide input and vote on options March 6, • Provide final recommendation to Town Staff 2013 Meeting Outcomes One of the early tasks of the Advisory Committee was to determine what the goals of the ordinance should be. The goals of the recycling ordinance, as identified by the Advisory Committee are found in Figure 2: Figure 2: Advisory Committee Goals Community Wide Recycling Advisory Committee Goals • Meet or exceed Town recycling goals • Increase participation in recycling • Make recycling convenient, easy, and affordable • Provide education for households and businesses on how, what, and why to recycle • Provide a mechanism to measure progress • Support existing solid waste and recycling businesses and infrastructure (haulers, recyclers, county landfill, county material recovery facility (MRF)) • Make Vail a leader in green and environmental initiatives and showcase the pride that Vail residents and businesses have in their community The next task in the process was to work collaboratively to develop a wide range of potential ordinance measures. The measures were based upon the Advisory Committee's goals, other Colorado community initiatives, and appropriateness considering Vail's existing infrastructure, hauler arrangements, and demographics. After the potential measures were identified, the Committee discussed them and `voted' on each individually. The aim of the Committee was not to reach consensus, but to gain a level of understanding about what different stakeholders support and oppose with respect to a recycling ordinance. Despite there not being a goal for consensus, a total of eleven potential ordinance measures had 100% support (Figure 3). The 'yes' votes are shown in three categories 1) Total: All of the attendees at the meeting 2) Haulers: Solid waste and recycling haulers' at the meeting 3) Others: All of the stakeholders at the meeting that were not a solid waste or recycling hauler. ' Each hauling company, not individual representative, was give a total of 1 vote. For example, if there were two representatives from Waste Management at the meeting, each representative's vote counted for .5 in the scoring. Town of Vail 4/2/2013 Page 2 Figure 3: Ordinance Measures with 100°/a Support and 0% Opposition2 10[l% � ao�io � aaar4 � a�oor4 1 ooai� 140% I �.+d�10 I �U��4 100% 100°Jo I V V Q�O 1QQ% � aa��o � oo�ro � oo�ro � oo�io 104% 10Q% I �U% 1 cao��o T 00°(0 1 VV% 10Q% � ao�i� � nanr4 � ooDio 1 �o°l� 100°�'a I V O��D � aa�fo 100°/a � {}Q��D � V �o�O Finally, there were also a number of ineasures with lower levels of support. Figure 4 graphically displays additional ordinance measures the Advisory Committee suggested and voted on. The higher the bars for each measure, the higher the level of support among the stakeholders. Figure 4: Ordinance Measures with Varying Levels of Support3 ■ Total ■ Haulers Others 100°/a , 90% 80% - � 70% - o. 60% � �j 50% ' y- 40% � 30% m 200� ; > o � J 10% _ T ._._ �_ _� _. , —. _ , _ � _ a�`a� a�`a� �.°��� ����� �' �a�r ���G� ����� G G\\�� Q.Ja�� a'`��, , o��� �.����� ���� ��� ���� �� r � ° � c�� �.� eac G� � ��� ��G� Ga �`o� 0��� ���a5 O�SQ ��a,� �a� ���aa C'o�\� a� ��t ��� �.�o ��� � ���a� �� �a �a�a �\.�� �� IV. VAIL COMMUNITY WIDE RECYCLING ORDINANCE RECOMMENDATIONS Based upon input from the Advisory Committee, other communities' regulations and their successes, and the potential to achieve the Town's recycling goal, Staff reviewed over two dozen measures for inclusion in the ordinance. The following commonly-asked question and Z A 100%'yes' vote means that of the tallied votes all of them were in favor and none were opposed, abstentions are not included. For example, an 80% `yes' vote would mean that if there were 10 tallied votes 8 were in favor and 2 were against. 3 Similar to Figure 3 abstentions are not included. Thus, a 80% `yes' vote means that if there were 10 tallied votes 8 were in favor and 2 were against. Town of Vail 4/2/2013 Page 3 answers precede the measures and summarize what the Committee hopes to accomplish through recycling regulation. Will recycling be mandatory? Yes, recycling will be mandatory on-site for residential and commercial properties (including multi-family residential units). How will recycling at my house or business change? Residential recycling will be available through your waste hauler as it has been in the past, but you will now be able to use one 64 gal, bear-resistant container for all recyclables. Businesses will now be required to recycle two to three materials from a designated recycling list, and at least 96 gal worth of recycling will be included in your bill. For example, the Red Lion may choose to recycle bottles and cans, along with cardboard. An office complex may choose to recycle paper and cardboard. Additional recycling costs will be dependent on your agreement with your waste hauler. As a result of this process, will my trash bill go up if 1 am a resident? Probably Not, but it could go down. The Town of Vail cannot mandate trash rates without a municipal contract. However, trash rates will now be variable with the size of your trash bin. With a program like Save As You Recycle, residents may select a 32, 64, or 96 gal trash container, and haulers must charge a lower rate for the smallest container. Recycling will continue to be included in your bill. I have noticed some Vail hotels do not have recycling in the rooms, will this ordinance change that? Yes, businesses, including hotels, will need to offer recycling to their customers and guests. I would like to be able to recycle cardboard at the curb, and put everything into one container. Will this ordinance make that possible? Yes, single stream residential recycling at the curb in one 64 gal container will allow for all recyclables to be collected in one container. Businesses may choose to contract with their waste hauler for single or dual stream (commingled, cardboard and paper separate) recycling. Eagle County doesn't accept single stream recycling. Does that mean residential curbside recycling will go somewhere else? Yes. Single family residential units with single cart trash/recycling service will need to go to either Silverthorne or Denver via semi truck. Note that Waste Management currently collects single stream recycling and transports it to Silverthorne. What will the Town do to increase recycling education? The ordinance recommendations include mandatory training, in which businesses will have to train all new employees on how/where to recycle. Haulers will need to provide container signage on residential containers and commercial dumpsters. They will also need to notify customers about their options for recycling, as well as the option to participate in volume based trash rates or Save As You Recycle, at least once per year. Town Staff will increase education and outreach. Recommended Ordinance Elements Staff recommends the following elements be included in Vail's Community Wide Recycling ordinance. Hauler Licensing and Reporting: This measure would require haulers to obtain a license from the Town of Vail, similar to Vail's business/contractor licensing. Attached to this license would be the following requirements: Town of Vail 4/2/2013 Page 4 • Bi-annual reporting — submit trash and recycling volumes to the Town of Vail twice per year. • Proof of insurance • Recyc/ables must be taken to designated recycling facility • Minimum truck and safety standards Residential Embedded Rates: This measure requires that residential trash service include recycling service (e.g. recycling may not be a separate line item on their bill). Residential Volume Based Rates (Save as You Recycle): This measure requires that every provider of residential trash service must offer each of its customers the option to subscribe to different levels of service with different capacities of solid waste containers, such as 32, 64 and 96 gal carts, and must charge their customers based on this volume of service. For residential customers, the base unit of trash service must be no larger than the approximate capacity equivalent of a 32 gal can or cart. If a customer does not exercise their option, the provider may establish a default level of service fhat is nof larger than 2 units of service or 64 ga/. Residential Single Stream Recycling: This measures requires that recycling be collected in a minimum 64 gal, bear resistant container, Confainer Signs: This measure requires that waste haulers provide bilingual signage for their on-site commercial containers as well as residential carts indicating what materials are recyclable. Residential Recycling Service/Frequency of Collection: This measure requires that recycling be picked up at the curb as often as trash service (weekly collection). Mandatory Recycling: This measure requires that commercial properties (including multi- family residential) and residential properties recycle at the curb, or on-site. Note that this is different from a collection ban, in which haulers are not allowed to pick up recyclables placed in a trash container. Property Owners Must Provide Recycling Options: This measure requires that property owners (commercial and multi-family residential) arrange for the means/infrastructure to recycle (e.g. recycling dumpster, or cart service). New Staff Training: This measure requires that businesses train new employees on how and where to recycle on-site. Commercial Recycling Embedded Rates: This measure requires that haulers embed a minimum level of recycling service (i.e., at least one 96 gal container) for businesses and commercial properties (including multi-family residential). V. COMPLIANCE The Vail Community Wide Recycling Advisory Committee recommends the mandatory recycling ordinance and associated requirements be the responsibility of the Town of Vail. In some communities, enforcement is a shared responsibility between the hauler and the Town. For example, if recycling is mandatory, the hauler would be responsible for notifying the Town in the case that a property or a household is non-compliant. However, this can create an uncomfortable situation between the hauler and their customer. Therefore, Staff recommends that licensing and reporting oversight be conducted by the Community Development Department. Education should be used as a first step and on-site compliance oversight be the responsibility of Code Enforcement. Town of Vail 4/2/2013 Page 5 VI. PHASE-IN PERIOD The Advisory Committee recommends a phase-in period of six months, from ordinance adoption to enforcement to allow for proper compliance. During this period, Staff will work with properties, business owners, and waste haulers to address the following issues: • Space constraints (need for additional site coverage for trash enclosures) • Staff training • Education needs/marketing VII. NEXT STEPS On the approval of the above measures for inclusion in an ordinance, Staff will draft the Community Wide Recycling full ordinance language and return to the Town Council work session on April 16, 2013 Town of Vail 4/2/2013 Page 6 TU�N�P f�f 4�Ai�."� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: April 2, 2013 ITEM/TOPIC: Health Care Reform Overview PRESENTER(S): Krista Miller, Joe Long & Jeff Miller, Hays Companies ACTION REQUESTED OF COUNCIL: Listen to presentation. No Action necessary at this time. BACKGROUND: The purpose of this presentation is to provide a basic overview of the Patient Protection and Affordable Care Act (PPACA), otherwise known as Obamacare or the Affordable Care Act. This presentation will provide the foundation for future discussions on the organizational impacts of this legislation. STAFF RECOMMENDATION: None. ATTACHMENTS: Healthcare Overview PowerPoint Healthcare Reform Timeline 4/2/2013 W�U OF UA�1L, ea t ca re e o rm . verview Presented 04/02/13 The information contained in this document is being provided for general information purposes only and should not be considered legal advice or legal opinion on any specific facts or circumstances. The financial information is based on group specific available data and is unaudited. Readers are urged to consult their legal counsel concerning any questions about this information 4/2/2013 � � � 1 • Overview of Health Care Reform and High-Level Requirements • Pay or Play and Impact to the Town • Recommendations/Next Steps 4/2/2013 � row�u o�va��-� Patient Protection and Affordable Care Act (PPACA or ACA) • Passed in March of 2010 • Commonly called Obamacare or the Federal health care law • Together with the Health Care and Education Reconciliation Act, it represents the most significant government expansion and regulatory overhaul of the US health care system since Medicare and Medicaid in 1965. • Primarily aimed at: - Decreasing the number of uninsured Americans - Reducing the overall costs of health care 4/2/2013 � row�u o�va��-� 2011-2012: • Cover adult children up to age 26. • Remove pre-existing conditions limitation for children up to age 19. • Remove overall plan life time maximums. • Remove annual dollar limits on essential benefits. • Can't cover over the counter medications under the Health Care FSA. 4/2/2013 row�u o�va��-� 2013: • Uniform Summary of Benefits and Coverage: Fall of 2012 for 2013. • 60-day Notice of off-renewal plan changes. • Additional preventive care services for women must be covered. • W-2 Reporting of the value of health care coverage provided. • Medicare Tax Increase: increase of .9% on wages over $200,000/$250,000. • Employee Notice of Exchange. • Flexible Spending Account contributions limited to $2,500. • Patient-Centered Outcomes Research Fee (2012 to 2018): Fee employers must pay to fund research into effective medical care. Estimated cost for the Town is $500 in 2014. 4/2/2013 row�u o�va��-� 2014: • Reinsurance Fee Assessed on Employers (2014-2016): — Feewill helpfinance required reinsuranceforHealth Care Exchange programs. — Estimated cost for the Town is 30 000 in 2014, 20 000 in 2015, and 12 400 in 2016. • Individual Mandate/Tax—individuals mustobtain adequate medical coverage or pay a tax: — 2014 is $95 per adult or 1% of household income over tax filing threshold (greater of). — 2015 is $325 per adult or 2% of household income over tax filing threshold (greater of). — 2016 is $695 per adult or 2.5% of household income over tax filing threshold (greater of). 4/2/2013 row�u o�va��-� 2014: � Health Care Exchanges operational for individuals and small employers (those employers with less than 100 employees). • Employer plans must: - eliminate annual benefit limits on essential benefits - must eliminate pre-existing conditions limitation for adults - not exceed a 90-day waiting period for medical coverage - automatically enroll new and currently enrolled employees in the medical plan (more than 200 employees). On hold per the DOL. - provide employees with an annual statement (Form 1099 HC) reflectingthere length of inedical coveragethroughouttheyear - report to the IRS and the covered member the details of coverage, eligibility, premium requirements, employer contributions, and health plan enrollees. • Additional details can be found in the Appendix (Health Care Reform Timeline). 4/2/2013 row�u o�va��-� The BIG ONE: "Pay or Play" Mandate for Employers � Large employers must offer a medical plan to substantially all full- time employees (defined as those working 30 plus hours per week on average). The medical plan offered must meet minimum essential coverage requirements and be of a minimum value and affordable or the employer will face penalties. — The $2,000 Penalty (the plan sponsorship or "pay or play" penalty) — The $3,000 Penalty (the minimum value/affordability penalty) 4/2/2013 row�u o�va��-� • The $2,000 Penalty (the plan sponsorship or "pay or play" penalty): — Beginning in 2014, if the Town DOES NOT offer minimum essential coverage to substantially all FTEs and one FTE buys insurance through the Exchange and receives a Federal Subsidy, then the Town must pay a$2,000 penalty on all FTEs (less 30). 4/2/2013 row�u o�va��-� • The $3,000 Penalty (the minimum value/affordability penalty): — Beginning in 2014, if the Town DOES offer minimum essential coverage to substantially all FTEs and an FTE goes to the Health Care Exchange to get coverage and that employee qualifies for a Federal Subsidy then the Town will have to pay a$3,000 penalty only on that employee. — Safe Harbor: If the coverage offered meets a minimum value requirement and an affordability requirement, then the employer will not be assessed this penalty. — Aplan meetsthe "minimumvalue" requirementif ithasanactuarialvalueof 60%. — A plan is considered "affordable" if the employee's "self-only" contribution does not exceed 9.5% of the employee's income (Federal Poverty measure can also be used). — Currently, the Town's medical plan satisfies the minimum value and affordability requirement,�,4��fordability is not met by a wide margin).... this must be monitored for 2014. row�u o�va��-� • Pay or Play? If the Town choses to "Pay" they can cease offering medical coverage to all FTEs and pay an annual penalty. —"Paying" creates attraction and retention issues if most other employers are "playing" (according to survey results, the majority of employers will "play"). — Paying creates a salary reduction which would most likely have to be made up to employees in the form of a higher salary (a less tax efficient way to provide employee compensation than providing tax-preferred medical coverage). 4/2/2013 �� row�u o�va��-� • If the Town choses to "Play", the Town's biggest financial concern for 2014 is the additional number of employees that will have to be offered medical coverage. — The Town also has an estimated 40 to 50 Seasonal (non benefit eligible) employees who, if ineasured over a 12 month "measurement period" today, work on average more than 30 hrs/week. — The Town currently has a handful of benefit eligible full time employees that waive medical coverage. We may see a percentage of those come back on the plan on 1/1/14 due to the individual mandate or because their spouse's or parent's plan has been effected by Health Care Reform. — The numbers above are based on a look back period of 2012, the numbers will most likely change when the look back is performed for a 1/1/14 effective date. 4/2/2013 �L row�u o�va��-� � All employees working on average 30 or more hours per week must be offered coverage beginning 1/1/14. To determine average hours worked, it's either a given or it's measured. — Given: If an existing employee is regularly scheduled to work more than 30 hours per week then that employee will have to be offered minimum essential medical coverage effective 1/1/14. If the employee is a new hire, then coverage must be offered within 90 days of the date of hire. 4/2/2013 �� row�u o�va��-� — Measured: If the Town can't reasonably determine if an existing employee will work on average more than 30 hours per week (i.e. variable hour or seasonal employee), then the Town will look at a measurement period prior to 1/1/14. (Oct 3, 2012 — Oct 2, 2013) ❖Existing Employees (preliminary recommendation) ➢ Standard Measurement Period — 12 Months (Oct 3 to Oct 2) ➢Administrative Period — 90 Days (Oct 3— Dec 31) ➢ Stability Period (period of coverage) — 12 Months (Jan 1— Dec 31) ❖New Employees (preliminary recommendation) ➢ Standard Measurement Period —11 Months from hire date ➢Administrative Period — 60 Days ➢ Stability Period (�eriod of coverage) —12 Months 4 2/2013 �`. row�u o�va��-� • Revisit the estimated number of additional employees that would have to be offered coverage and "fine-tune" that number. • Estimate the additional costs associated with Health Care Reform in 2014 and the cost to offer coverage to additional employees. • Begin reviewing options to help mitigate the cost of Health Care Reform. • Finalize measurement, administrate, and stability period lengths. • Put in systems to track measurement periods, administrative and stability periods for new hires and ongoing employees (to determine FTE status). • Revisit Health Care Reform4�p$� Council in May (with organizational impacts). �� row�u o�va��-� uestions 4/2/2013 �'u �� , ��� Healthcare Reform TowN oF vA�� Timeline �:� �� � � � :� � � �_. �a_ � o° �4 1� = 1 � I��'T-`1 ��.�. � . ���� ��r - , ,. > �� ,� � ���. f fi� a d � : .� ��,1 ` ��� �=� �� � ` � ��p , :w'7 � ��# � ,, `�� � �� � �'I � 1 y �; ! �.,' � r � S� 1 ���� � �t; T ��t� qa";r� '. 6 1 ���.1 � :� �1) � M1 � ' 4 `� ° S �", �q t .�,��, � _;� , i�� ,LS��,4�-1'_ :�% ��' `�v'`�tiler P°��W� ������ Requirement If plan is grandfathered, plan is exempt from some of the Health Care Reform requirements. ���-��cisting conditions for Children � � �-- TOV Compliance The TOV is a non-grandfathered plan (needed to become non-grandfathered in order to make necessary plan design and employees contribution changes to meet budget). Requirement TOV Compliance Effective 1/1 /11, the health plan must TOV complied. remove any pre-existing conditions limitation for children under age 19. ��=°-������"°����� Adult Children up to age 26 , , , �-- Requirement TOV Compliance Effective 1/1 /1 1, the health plan must allow TOV complied. adult children up to age 26 to remain covered on the health plan. m a�etime Plan Maximums Allowed � � � Requirement Effective 1/1 /1 1 health plans are no larger allowed to have an overall plan lifetime maximum. TOV Compliance TOVcomplied. Eliminatedthe$1,000,000 lifetime maximum. ,��. � .-� �� _-�nual Dollar Limits Allowed on Essential Benefits � � :_ Requirement Effective 1/1 /1 1, health plans must remove all annual dollar limits on essential benefits. TOV Compliance TOV complied. (changed annual dollar limits to annual day/visit limits when possible). Over the Counter Drugs Not Covered Under Health Care Spending Account � � :_ Requirement Effective 1/1 /11 employers must remove OTC drugs as a reimbursable expense underthe Health Care Spending Account. TOV Compliance TOV complied. Cover Certain Preventative Services a 100% In-Network �f ��� a Grandfathered plan � � :_ � � � �_ Requirement Effective 1/1 /11, health plans must cover certain preventative care services at 100% in-network. �ry of Benefits and Coverage Requirement Effectivewith thefirstplan renewal on orafter September 23, 2012, Plans and insurance issuers must provide a Summary of Benefits and Coverage (SBC) to participants and beneficiaries. This is a uniform document among all insurance carriers. 4/2/2013 TOV Compliance TOV complied. TOV Compliance TOV complied. Provided to employees during 2012 open enrollment period. � � �� �_" � � �-- .. , : .._ �� . ,. - " �,� _ �� � .,_ �;�� Requirement 1/1 /2013, the health plan must provide a 60 day notice of any plan design changes made outside of the renewal. TOV Compliance TOV will comply. ���ventive Care Services for Women , , � �-- Requiremenf Effective with the first plan renewal on or after August 1, 2012, Non-Grandfathered plans must cover specific preventive care services for women without cost-share. �?: ��►0 Contribution for FSA's � � � :_. Requirement Effective for plans beginning on or after January 1, 2013, the maximum contribution to a Health Flexible Spending Account is $2,500. 11u�� Reporting � � � Requirement Beginning with the Tax year 2012, employers who issue 250 or more W-2's must report the aggregate cost of the Employer Sponsored Group Health Coverage. Medicare Tax Increase , , :_ Requirement Effective January 1, 2013, the Medicare Part A tax rate increases by 0.9% (from 1.45% to 2.35%) on wages over $200,000 (individual) and $250,000 (married). 4/2/2013 TOV Compliance TOV complied. Adopted the additional Women's Preventive Services. TOV Compliance TOV complied. TOV Compliance TOV complied. TOV included this information on the 2012 W-2's issued in 2013. TOV Comp/iance TOV will comply. � �- �t�: �- � � � e=�� _ �, . � � _ _, __. _��. � � � Requirement TOV Compliance Employers are required to provide all Delayed - Waiting further guidance. current employees and new hires a written notice regarding the ACA's health insurance exchanges. Patient-Centered Outcomes Research Fee AKA Comparative Effectiveness Research Fees (CER Fees) � � :_ Requirement TOV Compliance Fees paid by Health Insurance issuers and TOV will comply. TOV will be required to sponsors of Self-Insured health plans. Plans pay this fee by July 1, 2013. Estimate the and Insurers must pay $1 per covered life. fee to be under $500. (increases to $2 in 2015). �'°� �I��,'n��� �.11111tS � � � Requirement 1/1 /2014, Health Plans are prohibited from placing Annual Limits on essential health benefits. The annual limit for essential health benefits for 2013 plan year cannot be less than $2 million. TOV Compliance TOV complied. The TOV plan does not have Annual Limits on essential benefits. �����h Care Exchanges open to individuals and small employers , , ; , Requirement Exchanges expected to open October 1, 2013. °° °��r" `�.� Certification , , ; , Requirement TOV Compliance Health Plans must file a statement with HHS TOV will comply. certifying compliancewith HIPAA's electronic transation standards and operating rules. The first deadline for certifying compliance is December 31, 2013. HHS has indicated it intends on issuing m������lance on this requirement. �� ��'�.� �r:= � � :_. Requirement TOV Compliance 1/1 /2014, group health plans may not TOV will comply. impose pre-existing condition exclusions on any covered individual. � � �sive Waiting Periods � � � Requirement TOV Compliance 1/1 /2014, Group Health plans will not be TOV complied. able to require a waiting period of more than 90 days. "����� ��me Employee Definition � � :_. � � :_. � � :_. Requirement TOV Compliance 1/1 /2014 - Employees working /scheduled TOV will comply. to work on average at least 30 hours per week are considered Full-Time Employees (FTE's) and eligible for benefits. '� Plan Reporting Requirement Health plans must file annual statement reflecting individual covered under qualified health plan. Provide IRS with details of coverage, eligibility, premium requirements, employer contributions and health plan enrollees. .gurance Fee TOV Compliance Waiting further guidance. Requirement TOV Compliance Insurers and Plan Administrators are liable Estimated cost for 2014 is $5.25 per for a Reinsurance Fee starting in 2014 member per month ($63 per year) Fees through 2016 to help fund the Health Care due late December 2014 or early January Exchange Programs. 2015. Estimate for TOV is $30,000. `:J . �r : t�' �:..�� i i :_. � � � Requirement TOV Compliance Effective January 1, 2014, employers must TOV will analyze options. offer a medical plan to all FTE's. The plan must satisfy a minimum value requirement and be afforadable or face penalties. -$2,000 penalty for all employees (less first 30). -$3,000 penalty if one employee receives coverage from the exchange. A�lual Tax Mandate Requirement Individuals without Health Care coverage will pay tax. Automatic Enrollment � � � 2014 -$95 or 1% of household income over tax threshold (greater of). 2015 -$325 or 2% of household income over tax threshold (greater of). 2016 -$695 or 3.5% of household income over tax threshold (greater of). Requirement TOV Compliance Large employers (over 200) are required to On hold per the DOL. enroll new and currently enrolled employees into the health plan. Health Care Exchanges open to employers with � _ ev-s�e � � � Exchanges are now open for large employers (100+ employees). 4/2/2013 _ _ �'r�' �� Requirement 40% non-deductible excise tax on "Cadillac" plans in 2018. 4/2/2013 Cadillac plan is defined as providing a plan that cost more than: $10,200 - Single $27,500 - Family ��'Na s y TU�N�P f�f 4�Ai�."� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: April 2, 2013 ITEM/TOPIC: I-70 Twin Tunnels Project PRESENTER(S): Margaret Bowes, I-70 Coalition Program Manager ACTION REQUESTED OF COUNCIL: The Vail Town Council is asked to listen to the presentation and ask questions regarding the project. BACKGROUND: The purpose of this work session is to update the Vail Town Council and the Vail community on the I-70 Twin Tunnels project with overviews of the project, construction, communications and travel demand strategies. ATTACHMENTS: Twin Tunnels Project 4/2/2013 setting the pace for the {uture I-70 Coalition Goal: Utilize Tra�el Demand Management (TDM) strategies that can positi�ely impact I-70 congestion in the short term. Go170.com is the tool and resource for the I-70 Coalition's TDM efforts. The I-70 Coalition's four TDM Strategies are: 1. Pro�ide timely road/traffic information resources 2. Support carpoolin� strategies and resources 3. Promote four existing ski bus/�an ser�ices 4. Encourage off-peak tra�el Partnership Opportunities: 1. Encouraging off-peak tra�el can ha�e the biggest impact on I-70 congestion. Our key message is to lea�e late which is beneficial to local businesses. • Message to tra�eler is "Lea�e after 7:00 pm, Home by 9:00 pm" • Incenti�es for Off Peak Tra�el - Go170 "Deals" section http://�oi70.com/wp/deals/ A no-cost listing is a�ailable to any business offering a"deal" during the Saturday/Sunday, 4:00-6:00 p.m. timeframe. Email 25 words or less outlining the deal, and a web link to info(c�i70solutions.or� • CDOT mobile app: Geo-targeted ad�ertising opportunity. Contact: John Keefe, GM - CDOT Multi-Media Properties 720.479.8228 or john.keefe@state.co.us 2. Go170 .com is a"one stop shop" for customers and guests looking for tips to a�oid congestion. • Tra�el forecast— ideal for lodging front desk staff and customer facing staff http://goi70.com/wp/blog� - weekend tra�el forecast for concierge/front desk hti�:�,d�ni70.cc�re�/�up/tr�f��ir-��t��rrzs,% - for ad�anced communications with guests • Sunday Lodging Specials / Late Sunday Checkout Option • Direct customers' and �isitors' attention to Go170.com - marketing collateral a�ailable • Other ways to partner? I-70 Coalition, PO Box 4100, Frisco CO 8�443, www.i7�solutions.org Margaret Bowes, Program Manager, 970-389-4347, mbowes@i70solutions.org 4/2/2013 � i f .� �� �� - -- .,.�_ - � _ - � I-7�TININTUNNEL� ��MMUNI�ATI�N� I—iC) TININ T'UhIhJELS E�4STBi)U�JD � I���t�t� S{lririy�'�::�36ir �r��fak ���i��?IV �r�r� i -,a • �. ��� ,��• �,,,,a;,� ' a� www.caloradaeCat.inFo{proj�ests/Izotwlntunrtels � 303.327.4034 —.-- 4/2/2013 ; � � � r 4• � ��� �� �-�P . �-`��� " J '- �' i _ - �` �' ��� va ` '�� "�' " Y �5 � ���_��. _ Toda 'S A �r1da Y � • Proj�ct �v�r�ri�� • Canstru�tion ��r�r�rie� • Ca m m u r� i�ati o r� s��re r�ri ev�r • Dis�ussior� �,s i �!_ .� '�,� , �p I—iC) TININ T'UhIhJELS E�4STBi)U�JD � I���t�t� S{lririy�'�::�36ir �r��fak ���i��?IV �r�r� i -,a • �. ��� ,��• �,,,,a;,� ' a� www.caloradaeCat.inFo{proj�ests/Izotwlntunrtels � 303.327.4034 —.-- 4/2/2013 ; � � � r 4• � ��� �� �-�P . �—`��� " J '— �' i _ — � �'d � 6� `�, " Y�y��r ���_��. _ � Impra�es safety and rnobility in the I-7� IVI❑untain Carridor # Adds on� �astbound lane fram th� East Idaho Springs Int�rchange ta US � � Expands eastbound T�nrin Tunnel � Recvnstructs eastbou nd brid�e aver Clea r Creek # Flattens cur�re at Hidd�n Valley � Future managed lanes �,s i �!_ .� '�,� , �p I-?C) TINIh! iUhll'JE�S E.ASTB+�7l.J�JD � I����t[� S{lnriy�l+C,'{3ar C;r�=fak �«���,Iy �r�� � -""•�•,�"" `°„"•� www,cvlaradaeCat.inFo/'proj�estsJl70twlntunrte�ls � 3�03.327.4034 �� 4/2/2013 $ f Hidden Vall�y Interchange Twin Tunnels� ���� ,� �S ,��- •J� ✓ � i �,+�s ,,� x ��i�. r�.'�� ��. .� _�`,y flf ` ykf�,-e�� - _ . �_� .. �.0 � �'P - „\� - '�� Tai .' � � l� L � YII� S� . � � " '�.IF ��wdfMd'T" p"_Y. i' `� :. � "� n� {� �'ii �.�a { ;c- } ;. t ����i� 4 .qc �+�.:1 "�,�; � y� .i �� � ' �!�` � fi . y ,y.�:� . � � �"' . � � �� � 1 .� 1 K 3r ,�+�' i S'� .'L�4 ��*y. . . �.. , � �� r I�.,�s�s � '?� � �Y , � :� - � �::,� e ,��, r �, . p � � r � ..�t '� .3� 7' �_� ' �i ��'� y f�* � ,1$,� $4,±tny��~ � A, . . � ``f� ���'M+# it t � .,aP�� �Yd�l�� ��v J�:.. � �'J�f?' � K.:�,.e^� � �. ��p k � w �..a �r'k $'� 7r�.YT. 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'.,.k _ i�.,Jl "iF 4't' � ; f � ... Y R� _ . .. -. '*e �ach dir�ction during ��y��"' �� �������� � - __ �_ � -. ���. �, ;��-, . � f ��-, , �_ . �. _. _ � r . - -_ ._, ;� . - � -- � _ , �— �.� = L � -_- high traffic p�riods ��-�.�.- - = -=� �� _� � �-- � ����. -f_- - - - �� . � = . � � , � I i k� it i s tod ay} 1-7ci'�y��� TU�INEL� EASTF�dU�1D � I�iak�c� ��rririreg�fC��ar Gr��:k C�urrly ��,1' � -<' � � , www_coEaradodot.inia/praJec#aJF70twintunnels � 3D3.3x7.4034 � 4/2/2013 . . i 4''"��:; ��' ' ��� � . � ,,: . ��: . - -- .,.�_ - � _ - � La ne closu res pla n ned far lo� �olu me traffic pe riods. Typica I la ne clasu r�s: — During the �nre�k days and av�rnight �Monda� through Friday} — �v�rnight on ���k�nds �Friday through Sunday} Courtesy patrol on �nreekends and during heavy construction activities Sa�re mvney and minimiz� air pallution by turning off �ngin� Illlill�� S�D���Ci i f .� �� �� I-iC) TININ iU�JhJE�S E.ASTBi7l.J�JD � I���ttt� S{lnriy�/4. �3ar C;r�=fak ���i��?Iy �r�r� � -„•�•,�"�� `°„"•� www,cvlaradaeCat.inFo/'proj�estsJl7otwlntunrte�ls � 3�03.327.4034 �� 4/2/2013 ' � � .,., q• y �+� '+iL ��u? � [ ,�P � �_ � "� �.� �. J '- �_ i _ - � � Proacti�ely pro�ide timely! frequent, cansistent! and accurat� informatian . . Id�ntify and pri�riti�e cvmmunity needs and c�nc�rns �arly Maintain an �ff�ctiv� t�nro-�nray comrnunications channel �,s i �!_ .� '�,� , �p I-iC) TININ iU�JhJE�S E.ASTBi7l.J�JD � I���ttt� S{lnriy�/4. �3ar C;r�=fak ���i��?Iy �r�r� � -„•�•,�"�� `°„"•� www,cvlaradaeCat.inFo/'proj�estsJl7otwlntunrte�ls � 3�03.327.4034 �� 4/2/2013 , �� � .1:-�'C� �l�J�!'� i'1J�IIV��.S _' � -�-� � �� �� � . .�; :�r � .� �� . . � • � ��a _ �. ' - � a i�'+�`� �� - �- �� �� ���� :��, rcr ut� Tr��. �+� t�► �ur�NC atw���rra�,;t`rs; �� �= i ' A���`'�+e�ci1��:��. pe�tl�s� �� � �lt�d��r��d �ralfic � •� �� � rabd �t� I� 3� �r�g� _ ,.� �� '�r�r���'up � � r�,��ar- � [ ' ��1€�k.�e#r� .. Y. 1r�I.P � � t �- - �. � � � .� . �� ������ ��� � -� �y ��` .. .�, � ��s `��- - I-70 TWIN Ti 1�►1M�[.� �ASI'B�UI�[) � Id�k't� ��rir���l�ar L;F9ek CC3unty rr.rtir.c�lo�■dodat.in#o/pra�ectsJi7ahrlrltu■■e�s � 3�3.3Zi.�f��4 ' �- �,,,,� ��i i � 1!� �i" i 1�"��I � � , ��� ��_� r � � � r � � � . C1rck %ere for mare ir�fc�rmcrtion �M]'��1:�► lC�l�l:l:�ls�:����i�'��:T���C��I 4/2/2013 �c�,7r i �ivul �� . � . . , ,. F_- . .. DYNAMIC 1IARIABLE ME�SA�E SI�N 4/2/2013 � �,s i �!_ .� '�,� , �p — -- .,.�_ — � _ - � llisit aur ���site and call our hatlir�e far more informatior� ��� T1�r�'I� T�,I�II�EL� ��T��U�[� � Ic����� ���i�����'����r �r��l� ��uert��� ���■,��i ��i ������"�.������"����i�������R��L�����'��� I ���r�i����f�� 4/2/2013 1-70 TWIIO oastbound faclslreAt RH - _._------.___..--------- What is the Twin Tunnels Design and Construction Project? Project Area The Twin Tunnels Design and Construction Project was created to improve safety and mobility in the 1-70 Mountain Corridor by adding one eastbound lane from the East Idaho Springs Interchange to US 6,including expanding the eastbound tunnel. Crews will also reconstruct the eastbound bridge over Clear Creek to flatten the curve at Hidden Valley.The added infrastructure will enable managed lane operations in the future.This is the first project under construction as part of the 1-70 Mountain Corridor. What will happen during construction? The Twin Tunnels contractor, Kraemer/Obayashi Joint Venture,will be working on the entire project corridor simultaneously to expedite construction.To minimize the impacts to the traveling public, CDOT is constructing a detour to reroute all eastbound traffic onto the frontage road that parallels 1-70 and Clear Creek.Traffic will be moved onto this detour route just west of the Twin Tunnels and then directed back to 1-70 just west of the Hidden Valley Interchange. • The detour will be in place, 24 hours a day, seven days a week, I-70 lntDOUM tN10Yr from April 2013 through late 2013. at Twin TuntrA to County ROW • During construction,two lanes, both east and westbound, i r will always be open during peak travel times. • Pedestrian and bicycle access will be maintained ."'` along CR 314. How will the tunnel be widened? f 4 •� (b Kraemer/Obayashi will excavate the eastbound tunnel using - 1 Count'ROad 714 dNOU1 .s„ .' -. ntunn to 1.70 F••ttnuM state-of-the-art blasting techniques designed to protect the safety of at Hidden Valley the workers,traveling public and nearby structures.The conditions Frontage Road Detour of the the rock inside the tunnel will dictate the blasting schedule, and we will continue to refine the schedule once we begin to progress with tunnel excavation. You can expect the following during blasting: • Several blasting sequences per day. • All 1-70 traffic and recreational users of Clear Creek will be stopped a safe distance from the Twin Tunnels prior to blasting. • Closures will last approximately 20 to 30 minutes with all traffic cleared within one hour of the closure. • Westbound closures will typically last longer than eastbound closures so crews can inspect the tunnel prior to letting vehicles travel through it while eastbound traffic is moved onto the detour route around the tunnel. • No blasting closures will occur during high volume traffic periods. • Blasting noise levels will depend on the proximity to the blast. People will most likely hear a series of popping sounds rather than a large bang or boom. R ~� 1-70TWIN TUNNELS EASTBOUND I Idaho Springs/Clear Creek County f www.cderadodeU mfe/projects/lietwratomn*ls 1 703.317.4034 i What is the construction schedule? WHEN Late fall 2012 -winter 2012 • Preparation for tunnel work Preparation work during ski season • Construction of the primary detour with limited lane closures • Construction of portions of the new bridge over Clear Creek • Rehabilitation of Doghouse Rail Bridge Spring -fall 2013 Traffic is shifted onto CR 314 • Shifting of all eastbound traffic onto the new detour detour in April 2013. Tunnel • Construction of tunnels and retaining walls reopens by late 2013. • Widening of the median • Completion of the bridge over Clear Creek • Construction of a chain station Late fall 2013 -summer 2014 • Removal of the detour crossover paving at 1-70 • Finish final project punch list items • Construction the final wall aesthetic treatments f How do I cope with construction? CDOT is very focused on minimizing inconvenience to nearby residents, businesses and the travelling public. During construction: • Keep coming to the mountains for recreation, shopping and dining—you will be able to get to and from your destination during construction. • Two lanes of traffic in each direction will be maintained during high traffic volume periods (just like it is today). • A courtesy patrol will be provided on weekends and during heavy construction activities. • Lane closures (including blasting closures) are restricted to lower traffic volume periods.Typical lane closure expectations: .j -During weekdays and overnight (Monday through Friday) - Overnight on weekends (Friday through Sunday) • You can save money and minimize air pollution in 1- - our mountains by turning off your car while you are idling during closures. - >� How do I get more information? t • Call our project hotline (303-327-4034)for j current construction activities, lane closures and ,. 1 daily blasting schedules. • Visit our project website at coloradodot.info/proj'ects/170twintunnels • Register on the project website for e-mail and text alerts. rydn Tumeb option A Intdlm Vim-wet vowh • Request a presentation, informational posters, flyers Proposed Design:Tunnel Portals and other information for your business or organization. • Look for signage along the corridor prior to aMl*major construction activities. 1-70 TWIN TUNNELS EASTBOUND Idaho springs/Clear Creek County www.colaradodWafo/protects/170twintmeals 1 303.327.4034 ice—. or TUNNELS I ABOUT BUILDING THIS PROJECT, IT'S ABOUT: WS q.Q. (3 wtmA- S GO TIME: Launching the 1-70 Mountain Corridor improvements by adding one eastbound lane from the East Idaho Springs Interchange to US 6 including expanding the eastbound tunnel to accommodate three lanes YOUR TIME: Relieving roadway congestion, improving travel times and safety OUR TIME: Preserving the history and environment DURING CONSTRUCTION, IT'S ABOUT: MOUNTAIN TIME:Always getting to your destination 0 ~0 TRAVEL TIME: Maintaining two lanes of traffic in each direction during +ti peak hours (just like it is today)with eastbound traffic using the I-70 frontage road detour to keep you moving ' 31 HAMMER TIME: Preparing to stop up to 30 minutes for blasting during �■ low volume traffic periods with schedules changing daily For more information,and the daily blasting schedule,call i i coloradodot.info/projects/i70twintunnels TRAVEL TIME • If you are traveling 1-70 eastbound from April 2013 through late 2013,you will be detoured to the frontage road that parallels 1-70 and Clear Creek. • Keep coming to the mountains for recreation, shopping and dining—you will be able to get to and from your destination during construction. • CDOT will provide a courtesy patrol on weekends and during heavy construction activities. • CDOT is restricting lane closures lower volume traffic periods.Typically during the weekdays, and overnight on weekdays and weekends. • You can save money and minimize air pollution in our mountains by turning off your vehicle's engine during traffic stops. HAMMER TIME • Several blasting sequences per day can be expected to widen the eastbound tunnel. • Check the daily blasting schedule before you travel. • All 1-70 traffic and recreational users on Clear Creek will be stopped at a safe distance from the Twin Tunnels prior to blasting. • Closures will last approximately 20 to 30 minutes with all traffic cleared within one hour of blasting times. • No blasting closures will occur during high volume traffic periods. blasting For more information,and the daily �72 . M" (303)327-4034 or visit coloradodot.info/projects/170twintunnels W6 q. a. r3 t„tf,r" t g -70 COALITION setting the pace for the future 1-70 Coalition Goal: Utilize Travel Demand Management(TDM)strategies that can positively impact 1-70 congestion in the short term. Gol70.com is the tool and resource for the 1-70 Coalition's TDM efforts. The 1-70 Coalition's four TDM Strategies are: 1. Provide timely road/traffic information resources 2. Support carpooline strategies and resources 3. Promote four existing ski bus/van services 4. Encourage off-peak travel Partnership Opportunities: 1. Encouraging off-peak travel can have the biggest impact on 1-70 congestion. Our key message is to leave late which is beneficial to local businesses. • Message to traveler is"Leave after 7:00 pm, Home by 9:00 pm" • Incentives for Off Peak Travel-Go170"Deals" section http://goi70.com/wr)/deals/ A no-cost listing is available to any business offering a "deal"during the Saturday/Sunday,4:00-6:00 p.m. timeframe. Email 25 words or less outlining the deal,and a web link to infoc@i70solutions.org • CDOT mobile app: Geo-targeted advertising opportunity. Contact: John Keefe,GM-CDOT Multi-Media Properties 720.479.8228 or john.keefe @state.co.us 2. Go170.com is a "one stop shop"for customers and guests looking for tips to avoid congestion. • Travel forecast—ideal for lodging front desk staff and customer facing staff http://goi70.com/wD/bIoe/-weekend travel forecast for concierge/front desk http://goi70.com/wp/traffic-patterns/ -for advanced communications with guests • Sunday Lodging Specials / Late Sunday Checkout Option • Direct customers'and visitors'attention to Go170.com -marketing collateral available • Other ways to partner? 1-70 Coalition, PO Box 4100,Frisco CO 80443,www.i70solutions.org Margaret Bowes,Program Manager,970-389-4347,mbowes @i70solutions.org 6�' TOWN Of VAli� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: April 2, 2013 ITEM/TOPIC: Information Update and Attachments: 1) VEAC 031213 Meeting Minutes 2) 2013 January Sales Tax Newsletter 3) February Sales Tax memorandum 4) Revenue Highlights ATTACHMENTS: 031213 VEAC Meeting Minutes 2013 January Sales Tax Newsletter February Sales Tax Memorandum Revenue Highlights 4/2/2013 Vail Economic Advisory Council (VEAL) March 12, 2013 MEETING NOTES • VEAC Members Present: Rayla Kundolf; Rob LeVine; Pam Stenmark; Greg Moffet; Laurie Mullen; Matt Morgan; Chris Romer; Mike Ortiz; Mark Gordon; Mia Vlaar; Kim Newbury; Steve Kaufman; Andy Daly; Brian Nolan; Michael Kurz; Kristin Williams (for Chris Jarnot); Brett Schoenfield; Bob Boselli • Others Present: Jim Lamont; Derek Schmidt(East West Resorts); Michael Cacioppo • TOV Staff Present: Town Manager Stan Zemler; Finance Director Judy Camp; Economic Development Manager Kelli McDonald; Executive Assistant Tammy Nagel; Director of Community Development George Ruther; Environmental Sustainability Coordinator Kristen Bertuglia • Gore Creek Stream Health: Kristen Bertuglia presented an overview PowerPoint to committee members on Gore Creek and the 303d list, aquatic life standards, gold medal stream designation, what the Town is doing to improve Creek health and what members could do to help. Bertuglia explained the federal Clean Water Act (CWA) mandates the Colorado Water Quality Standards and require the state to identify waters where effluent limitations are not stringent enough to attain water quality standards (drinkable, fishable, swimmable, navigable and agricultural). In 2009 the Colorado Department of Public Health and Environment included Gore Creek on the 303d list for Aquatic Life. The aquatic life standards are declared by the number and types of bugs collected in different locations throughout the Gore Creek. Bugs are great indicators of water quality for many reasons such they are sensitive to chemicals and pollutants, bugs require clean, fast moving well oxygenated water and bugs serve as an important food source for fish and birds. The Gold Medal designation still applies to Gore Creek, from Red Sandstone to the Eagle River. God Medal is based upon fish quantity and size. The fish sampling on Gore Creek conducted last fall found many large trout and a remarkable diversity of fish, including brown, brook, rainbow, cutthroat trout and sculpin. Bertuglia stated, since 2009 the Town has developed a River Watch Program, a Gore Creek Water Quality Improvement Plan, homeowner education, stream tract compliance enforcement, stream bank restoration projects and the Town is no longer spraying chemicals within in 50 feet of Gore Creek or streams. Newbury suggested providing information to all town citizens, not just homeowners on the Creek. • Ideas to Enhance Economic Vitality Status Reports: Hiking: Brian Nolan reported that Vail Resorts and Vail Recreation District are currently working together to develop programs for guided snowshoeing and hiking. Andy Daly reported that he met with the USFS Director regarding permitting and signage on hiking trails. The USFS budget is limited and surrounding communities would need to assist the funding for signage on trails. Stan Zemler reported the Forest Service is implementing a 200 day permit requirement for bike and guide companies to allow guests to go from the top of Vail Pass to the bottom more safely. Laurie Mullen commented she has had problems knowing whose property is it and whose responsibility i.e. town, Forest Service or Vail Resorts. Kristin Williams reported that Vail Resorts proposed expanded hiking trails are currently being reviewed by the U.S. Forest Service under VR's Epic Discovery application. VR is currently exploring the possibilities of bringing expanded guided hiking on for this summer, 2013. Epic Discovery construction will start in 2014 and it should not have much impact to mountain access. 4/2/2013 Mountain Activities Open Longer: Williams stated that the summer schedule for gondola operations is not yet out. The schedule will be based on weather, maintenance of the gondolas and the demand. Businesses Open Lonqer: Bob Boselli reported the group is working with Chris Romer and the Vail Valley Partnership to provide businesses with a flier, "Vibrant Vail", which will have information concerning what groups/conferences are currently scheduled to be in town in May. Boselli stated the group would go door to door with fliers, email and call businesses as an educational component for businesses to stay open during the month of May. Ease of Remodel for Business: Rob Levine and Greg Moffet are checking in with George Ruther to assist with providing feedback from people who are currently going through or who have currently gone through the process. Kundolf stated she just went through the process and thought it went smoothly. Kundolf went on to say the online permitting process was easy and the staff is knowledgeable and pleasant to work with. Resurrectinq Trianqle Bus Service: County Commissioners presented a Spine Service Feasibility study to Town Council during the March 5, 2013 work session. The County is implementing a Vail-Beaver Creek express in 2013/2014. McDonald will schedule the presentation to the VEAC on April 9. Wellbeinq Initiatives: The VLMDAC will provide an update to the committee members at the April 9, 2013 VEAC meeting. Recycling Program in the Core: Matt Morgan reported that currently 9% of the businesses in the village are recycling. Morgan stated there is a lot of support for a mandatory recycling program. The group is working with Bertuglia to look at resources and costs and looking at successful recycling models, such as Salt Lake City. More Group Business: Mike Ortiz and Romer reported the organization, "Got Milk", is considering booking a soccer event in Vail. Events — Focused and Better: Kurz and Kundolf inet in January to discuss the concerns expressed by various VEAC members regarding events and how the CSE might address the stated VEAC goal of staging more focused and better events. The VEAC and CSE concur that events being funded/approved by the CSE should be events that generate enough interest and attendance to have a significant impact on sales tax revenue generated by lodging and sales taxes within the Town of Vail. Small events that burden town resources, and just create passing interest should not be considered for funding or be given event permits. All events funded or permitted should be evaluated for fit with the Vail brand and should reflect positively on the town and the resort. McDonald to send out report for additional feedback from VEAC members, which will be included in the April 9 meeting packet materials. • Financial Reports: Judy Camp reviewed the Town of Vail 2012 Sales Tax Collections PowerPoint with committee members. Camp stated the 2012 sales tax collections set a new record exceeding the pre- recession record set in 2008 by 2.1 % and exceeding prior year by $450K or 2.3%. Town Manager Report: Zemler provided the committee members an update on the conference center expenditures, stating the first phase at Ford Park has been implemented with updated bathrooms and concession stand. The lower bench has a new road from the east to help with keeping traffic out of the park. Inside the Gerald Ford Amphitheater there has been renovation of the seating, new stone work, painting and remodeled bathrooms. Town Council will be discussing phase 2 during the March 19, 2013 council meeting. They will be revisiting the Ford Park Master plan and there will also be a site visit to Ford Park during the work session, with public comment during the evening session. The golf course clubhouse will also be 4/2/2013 on the March 19th agenda. TOV Staff will be requesting amendments to the plan and they will also present an economic study to Council at that time. • Citizen Input: Derek Schmidt, East West Properties, said Todd Oppenheimer has been wonderful with providing weekly emails updating guests on the Ford Park construction. • Other Business: McDonald reminded members of the Annual Town of Vail Meeting, today from 5:00 — 7:OOpm at the Donovan Pavilion. A panel of past mayors will be present to discuss the changes seen in Vail over the last 50 years. • Next Meeting: The next meeting is scheduled for Tuesday, April 9, 2013 at The Antlers. 4/2/2013 raw� a� v►��L 75 South Frantage �oad West Vail, Colorado 81 �57 vailgov.com Vail Business Review January 2013 March 26, 2013 Finance C3epartment 97D.479.21 [}0 970.479.2248 fax The January Vail Business Review breaks down the four percent sales tax collected for January. Overall January sales tax increased 7.% with Retail increasing 11.9%, Lodging increased 7.7%, Food and Beverage increased 7.0% and Utilities/Other (which is mainly utilities but also includes taxable services and rentals) decreased 13.4%. The Out of Town category continues to be greatly affected by construction, interior design firms and furniture stores delivering in to Vail. Excluding the Out of Town category sales tax for the month of January was up 9.1 %. Town of Vail sales tax forms, the Vail Business Review and the sales tax worksheet are available on the internet at www.vailgov.com. You can subscribe to have the Vail Business Review and the sales tax worksheet e-mailed to you automatically from www.vailqov.com. Please remember when reading the Vail Business Review that it is produced from sales tax collections, as opposed to actual gross sales. If you have any questions or comments please feel free to call me at (970) 479-2125 or Judy Camp at (970) 479-2119. Sincerely, � Sally Lorton Sales Tax Administrator 4/2/2013 T� 1�V�1 C�,F VA� � � `` January TOWN OF VAIL BUSINESS REVIEW Sales Tax Newsletter January 2013 Sales Tax January January January 2012 2013 % Collections Collections Change VAIL VILLAGE Retail 389,907 439,146 12.63 % Lodging 507,443 587,818 15.84 % F& B 447,942 481,917 7.58 % Other 12,990 20,901 60.90 % Total 1,358,281 LIONSHEAD Retail 194,771 Lodging 383,367 F & B 130,109 Other 4,363 Total 712,609 CASCADE VILLAGE/EAST VAIL/SANDSTONE/WEST VAIL Retail 195,069 Lodging 187,537 F & B 72,187 Other 4,899 Total 459,691 OUT OF TOWN Retail 51,900 Lodging 50,748 F & B 1, 576 Utilities & Other 221,201 Total 325,426 1, 529, 782 203,632 406,217 137,451 5,436 752,736 237,177 185,188 75,925 4,106 502,395 50,537 37,003 2,153 180,465 270,158 12.63 % 4.55 % 5.96 % 5.64 % 24.61 % 5.63 % 21.59 % -1.25 °/a 5.18 % -16.19 % 9.29 % -2.63 °/a -27.09 % 36.64 % -18.42 % -16.98 % 3/21/2013 10:05:51 AM e�,-�,�«��p�,e� Page 1 of 2 T� 1�V�1 C�,F VA� � � `` Retail Lodging And Property Mgmt Food and Beverage Other Total January TOWN OF VAIL BUSINESS REVIEW January 2013 Sales Tax TOTAL January 2012 Collections 831,647 1,129,094 651,813 243,453 2,856,007 Sales Tax Newsletter January 2013 Collections 930,493 1,216,225 697,446 210,908 3,055,072 RETAIL SUMMARY January % Change 11.89 % 7.72 % 7.00 % -13.37 % 6.97 % January January January 2012 2013 % Collections Collections Change RETAIL-FOOD 138,130 172,356 24.78 % RETAIL-LIQUOR 54,223 58,638 8.14 % RETAIL-APPAREL 109,190 147,569 35.15 % RETAIL-SPORT 396,569 432,974 9.18 % RETAIL-JEWELRY 23,330 22,363 -4.15 °/a RETAIL-GIFT 9,114 9,575 5.06 % RETAIL-GALLERY 6,673 8,019 20.17 % RETAIL-OTHER 93,845 78,565 -16.28 % RETAIL-HOME OCCUPATION 574 434 -24.34 % Total 831,647 930,493 11.89 % 3/21/2013 10:05:51 AM en-y�,��jepc�er Page 2 of 2 MEMORANDUM March 27, 2013 To: Vail Town Council Stan Zemler Pam Brandmeyer Judy Camp From: Sally Lorton Re: February Sales Tax I estimate Vail will collect another $140,000 in February sales tax to bring February collections to $3,209,239. If so, we will be up 7.5% or $222,768 from budget and up 7.2% or $214,659 from February 2012. The ski season (November through February) would be up 3% or $291,205. 4/2/2013 Town of Vail Sales Tax Worksheet 3/27/2013 % Change % Change 2013 Budget f�om fiom M o n t h 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Budget C0112Ct%O/7S Variance 2012 Budget January 1,997,091 2,225,841 2,275,967 2,597,985 2,783,306 2,976,655 2,619,673 2,564,383 2,795,688 2,855,524 2,958,130 3,055,446 97,316 7.00% 3.29% February 2,111,163 2,362,825 2,429,377 2,527,130 2,718,643 3,071,615 2,588,889 2,577,360 2,803,136 2,994,580 2,986,471 3,069,239 82,768 2.49% 2.77% Total 4,108,254 4,588,666 4,705,344 5,125,115 5,501,949 6,048,270 5,208,562 5,141,743 5,598,824 5,850,104 5,944,600 6,124,685 180,085 4.69% 3.03°/o March 2,372,942 2,344,178 2,785,101 2,852,954 2,986,446 3,327,304 2,504,567 2,685,004 3,143,418 3,185,859 3,178,693 -100.00% -100.00% April 871,468 992,157 915,554 1,280,324 1,330,740 1,098,918 1,235,941 1,156,934 1,191,690 1,183,087 1,282,934 -100.00% -100.00% May 428,919 411,595 458,770 449,283 545,874 622,103 516,150 421,925 473,292 487,739 546,713 -100.00% -100.00% June 742,755 732,113 834,913 805,362 953,017 918,061 717,233 873,765 895,951 963,143 948,508 -100.00% -100.00% July 1,075,532 1,128,514 1,166,183 1,255,243 1,265,781 1,397,842 1,121,860 1,228,767 1,481,329 1,573,499 1,438,328 -100.00% -100.00% August 1,029,446 994,445 993,985 1,055,614 1,162,746 1,349,795 1,068,391 1,147,352 1,310,471 1,380,710 1,322,533 -100.00% -100.00°/a September 679,208 757,033 795,807 832,549 908,318 834,569 753,754 761,425 889,945 978,037 913,727 -100.00% -100.00% October 508,092 532,537 566,173 614,396 688,519 662,767 581,033 594,362 623,420 644,577 676,408 -100.00% -100.00% November 591,269 623,646 713,117 799,582 747,877 719,109 651,873 701,075 788,430 825,873 790,411 -100.00% -100.00% December 2,171,098 2,362,095 2,549,032 2,771,258 2,821,871 2,652,628 2,553,974 2,963,763 3,184,645 2,973,826 3,057,145 -100.00% -100.00% Total 14,578,983 15,466,979 16,483,979 17,841,680 18,913,138 19,631,366 16,913,338 17,676,115 19,581,415 20,046,454 20,100,000 4/2/2013 TOWN OF VAIL REVENUE HIGHLIGHTS March 31, 2013 Sales Tax Upon receipt of all sales tax returns, February collections are estimated to be $3,209,239 up 7.2% from last year and 7.5% up compared to budget. Year to date collections of $6,314,685 are up 7.9% from last year and up 6.2% from budget. Inflation as measured by the consumer price index was up 2.0% for February. Real Estate Transfer Tax (RETT) RETT collections through March 28 total $963,628 down 6.7% from this time last year. Of current collections, approximately 14.1 % is from major redevelopment projects including Manor Vail, Four Seasons, Ritz Carlton Residences, Solaris, and Lions Square Lodge North. Collections not related to major redevelopment projects currently total $827,778, up 10.8% from prior year. Parkinq Revenue 2013 Revenue: Pass sales through March 28 total $165,845, up 21.5% from 2012. Daily sales from the parking structures total approximately $2.0 million, up 1.5% from 2012. This total is for sales through March 13t" which will not be a true comparison to prior year until the full month is reported. Season to date: Pass sales from November through March 28 total $662,268, up 2.0% from prior winter season. Daily sales from the parking structures total approximately $2.6 million, up 3.2% from the prior winter season through March. Again, the 2013 total is for sales through March 13t" 4/2/291�i - TU�N�P f�f 4�Ai�."� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: April 2, 2013 ITEM/TOPIC: Matters from Mayor/Council and Committee 4/2/2013 TU�N�P f�f 4�Ai�."� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: April 2, 2013 ITEM/TOPIC: Executive Session, pursuant to: 1)C.R.S. §24-6-402(4)(a)(b)(e) - to discuss the purchase, acquisition, lease, transfer, or sale of property interests; to receive legal advice on specific legal questions; and to determine positions, develop a strategy and instruct negotiators, Regarding: Parking agreements; 2) C.R.S. §24-6-402(4)(f) - to discuss personnel matters, Regarding: Personnel matters. PRESENTER(S): Matt Mire 4/2/2013 TU�N�P f�f 4�Ai�."� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: April 2, 2013 ITEM/TOPIC: Eagle County Commissioner Joint Meeting: 1) Discussion of Wolcott Development Plan — remediation for off-site impacts of housing not near employment; 2) Costs per call on Vail Pass for emergency vehicles/personnel; 3) Airport Master P�an update; 4) I-70 Coalition — Automated Guideway System (AGS); 5) I-70 Discussion — general issues 4/2/2013 TU�N�P f�f 4�Ai�."� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: April 2, 2013 ITEM/TOPIC: Adjournment (3:55 p.m.) NOTE: UPCOMING MEETING START TIMES BELOW (ALL ARE APPROXIMATE DATES AND TIMES AND SUBJECT TO CHANGE) THE NEXT REGULAR VAIL TOWN COUNCIL REGULAR WORK SESSION WILL BEGIN AT APPROXIMATELY 12:30 P.M. (or TBD), TUESDAY, APRIL 16, 2013 IN THE VAIL TOWN COUNCIL CHAMBERS FUTURE AGENDA ITEMS: Ongoing agenda items TBD: DRB/PEC updates - Warren - WS - 15 min.; Information Updates Attachments: WS - 15 min.; Executive Session items: 30 min.; Consent Agenda: 5 min.; Town Manager Report: 5 min. FUTURE AGENDA ITEMS: Vehicle Display - WS - 30 min. 4/16 Overlay Bid Award - Chad - ES - 5 min. 4/16 Bike Lanes Bid Award - Chad - ES - 10 min 4/16 Sundial Plaza Bid Award - Gregg B. - ES - 15 min. 4/16 Turf Bid Award - Todd O. - ES - 10 min. 4/16 Council Countribution Criteria - Judy/Kathleen - WS- 4/16 Elk Meadows Site Visit - WS - 60 min. 4/16 Approval of contractor for operational management of Vail Welcome Center & Host Program - Suzanne - ES - 6/18 Gore Creek Public Sign Campaign - George - WS - 20 min. - TBD Sign Code/Sponsor Vehicle Location - George - WS - 15 min. - TBD ERWSD easements - Todd Fessenden - ES - 30 min. - TBD 1st reading of Ord #1 - Charter Split - Matt M- ES - 30 min. - TBD EPS Economic Study of Vail Golf Course - Greg Hall - WS - 30 min. - TBD ROI Document Presentation - Adam Sutner - WS - 20 min. - TBD EHU Housing Authority - TBD 2015 WAC construction restrictions discussion - George - WS - 30 min. - TBD VVMC/TOV discussion on MOB - Doris Kirschner, VVMC - ES - 30 min. - TBD Strategic Parking Plan discussion - Greg H. - WS - 30 min. - TBD Sister City discussion - TBD Open Space Discussion with Toby Sprunk, Eagle County Open Space Director - TBD Discussion of future of RSES - TBD Streaming PEC & DRB - TBD 4/2/2013