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Home My WebLink About2013-07-16 Agenda and Support Documentation Town Council Evening Session VAIL TOWN COUNCIL EVENING SESSION AGENDA �� f �� VAIL TOWN COUNCIL CHAMBERS 75 S. Frontage Road W. Vail, CO 81657 6:00 P.M., JULY 16, 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. 1. ITEM/TOPIC: Citizen Participation. (15 min.) 2. ITEM/TOPIC: Town Manager Report: (5 min.) PRESENTER(S): Stan Zemler 3. ITEM/TOPIC: Presentation of RFP Review Committee Recommendation for Welcome Center/Host Program Operator (30 min. ) PRESENTER(S): Suzanne Silverthorn and Tara May ACTION REQUESTED OF COUNCIL: Review and discuss recommendation of the RFP Review Committee and provide direction to the Town Manager as it relates to contract negotiation and/or additional information gathering for 2013 Welcome Center/Host Program contract. BACKGROUND: The current service contract for operation of the Welcome Centers in Vail Village and Lionshead expires on August 31, 2013. Vail Info, Inc. has been operating the centers since October 1, 2005, when the most recent competitive bid process was used to select the company from among three submittals. In recognition of the opening of the Lionshead Welcome Center in 2012, as well as the Town Council's focus on guest service enhancement and the evolving scope of services required of the operator, the Town of Vail invited competitive bids for management of the Welcome Centers and the volunteer community host program in March 2013 with proposals due May 15, 2013. To ensure a fair and equitable process, an RFP Review Committee was appointed by the Town Manager and a third-party contractor was hired to facilitate the review. Six proposals were submitted. Following an evaluation and scoring of written proposals, three finalists were identified. The finalists were interviewed on July 1. Following the interviews, the committee caucused and has unanimously recommended selection of Callosum Creative to operate the Welcome Center/Host Program effective Sept. 1, 2013. STAFF RECOMMENDATION: Approve and/or conditionally approve contractor recommendation as forwarded by the Welcome Center/Host Program RFP Review Committee. 4• ITEM/TOPIC: A final review of an appeal of a Design Review Board decision, pursuant to Sea��33-3C, Appeal of Design Review Board Decisions, Vail Town Code, appealing a decision by the Design Review Board approving a minor exterior alteration for the realignment to the 18th hole at the Vail Golf Course (DRB130191), located at 1775 Sunburst Drive/Unplatted Parcels, and setting forth details in regard thereto. (60 minutes) PRESENTER(S): George Ruther, Director of Community Development ACTION REQUESTED OF COUNCIL: Uphold, Uphold with Modifications, or Overturn the Design Review Board decision on the approval of a design review application (DRB130191). BACKGROUND: On June 19, 2013, the Town of Vail Design Review Board approved design review application for a minor exterior alteration for the realignment to the 18th hole at the Vail Golf Course (DRB130191). The application was to transplant existing trees, plant new landscaping, regrading the 18th hole tee box area, and build a new four-foot tall retaining wall. On June 25, 2013, an appeal of the Design Review board's decision was filed on behalf of several adjacent property owners in the vicinity of the existing 18th hole on the Vail Golf Course. The appellants allege the Design Review Board erred in their decision making. STAFF RECOMMENDATION: The Community Development Department recommends the Vail Town Council upholds the decision of the Town of Vail Design Review Board of June 19, 2013, which approved a design review application (DRB130191) for minor exterior alterations (18th hole realignment) for the Vail Golf Course, located at 1775 Sunburst Drive/Unplatted Parcels, and setting forth details in regard thereto. This recommendation is supported by the evidence and testimony presented over the course of the development review process and the findings made by the Design Review Board on the design review application. 5' ITEM/TOPIC: A public hearing to discuss the proposed 2013 Gerald R. Ford Park Master Plan. This public hearing is a follow up to previous meetings held regarding this master planning effort. (60 minutes) PRESENTER(S): George Ruther, Director of Community Development & Tom Braun, Braun &Associates, Inc. ACTION REQUESTED OF COUNCIL: The Vail Town Council is being asked to provide answers and direction on the following issues: Numerous sites have been evaluated for the future location of an alpine garden education center. Town staff is recommending the Vail Town Council instructs staff to pursue the West Betty Ford Way site and eliminate all other sites from consideration. Does the Vail Town Council support the staffs recommendation? Six goals have been formulated for inclusion in the master plan. Each goal is supported by objectives, policies and actions steps. The goals, objectives, policies and action steps have been modified in response to public input and Town Council direction. Based upon the work completed to date, and the work that still needs to be completed within the master plan amendment process, staff recommends the Town Council instructs staff to submit a master plan amendment application to the Planning and Environmental Commission (PEC) for review and recommendation. The PEC review process could begin as soon as Monday, July 22nd. Does the Vail Town Council support the staff'�/�fk�r�a3mendation? BACKGROUND: The purpose of this public hearing is to follow up on the direction and instruction provided during previous public hearings on the proposed master plan and to seek direction on the two key decisions outlined above. With direction and instruction from the Town Council, town staff is prepared to initiate the master plan amendment review process with the Planning and Environmental Commission. STAFF RECOMMENDATION: Town staff recommends the Vail Town Council selects the West Betty Ford Way site for further consideration and evaluation and eliminates all other sites from consideration. The basis for this recommendation is the result of the analysis completed and highlighted in the Betty Ford Alpine Garden Foundation Education Center site evaluation matrix. Further, staff recommends the Vail Town Council instructs staff to initiate the master plan amendment review process with the Planning and Environmental Commission (PEC) on July 22nd. The result of this process will be a recommendation from the PEC on the proposed 2013 Gerald R. Ford Park Master Plan. 6. ITEM/TOPIC: First reading of Ordinance No. 10, Series of 2013, An Ordinance making supplemental appropriations to the Town of Vail General Fund, Capital Projects Fund, Real Estate Transfer Tax Fund and Heavy Equipment Fund of the 2013 Budget for the Town of Vail, Colorado; and authorizing the expenditures of said appropriations as set forth herein; and setting forth details in regard thereto. (20 min.) PRESENTER(S): Kathleen Halloran ACTION REQUESTED OF COUNCIL: Approve or approve with amendments the first reading of Ordinance No. 10, Series 2013 BACKGROUND: Please see attached memo STAFF RECOMMENDATION: Approve or approve with amendments the first reading of Ordinance No. 10, Series 2013 7� ITEM/TOPIC: Second reading of Ordinance No. 9, Series of 2013, An Ordinance Extending the Temporary Ban on Marijuana Establishments in the Town, Pursuant to the Newly Enacted Section 16 of Article XVIII of Colorado Constitution (Amendment 64). (5 min. ) PRESENTER(S): Matt Mire ACTION REQUESTED OF COUNCIL: Approve, approve with modifications or deny Ordinance No. 9, Series 2013, upon second reading. BACKGROUND: Colorado voters recently passed Amendment 64, which amended Article XVIII of the Colorado Constitution by the addition of a new section regarding the personal use and regulation of marijuana. Pursuant to Article XVIII, § 16(5)(f) of the Colorado Constitution, the Town may "prohibit the operation of marijuana cultivation facilities, marijuana product manufacturing facilities, marijuana testing facilities, or retail marijuana stores through the enactment of an ordinance".The Town Council (the "Council") requested that Town staff study the effects of such marijuana establishments, considering the Town's e�C4��nd use regulations and master plan, and thereafter provide information to the Council as to whether such uses should be permitted at any location in the Town. Though the Colorado Legislature has adopted a statutory framework to implement Amendment 64, the State of Colorado has not yet adopted regulations pursuant to the recently adopted statutes. The Council had adopted a temporary ban until August 6, 2013. Town staff needs additional time to gather information, to review the state statutes and forthcoming regulations, and to study the impacts of marijuana establishments and the zone districts in which they should be permitted, if at all. During such time, the Council wishes to extend the temporary ban on the location or operation of marijuana establishments in the Town until January 21, 2014. STAFF RECOMMENDATION: Approve, approve with modifications or deny Ordinance No. 9, Series 2013, upon second reading. 8. ITEM/TOPIC: Adjournment (9:15 p.m.) 7/16/2013 T�1�U� �f 4�AI�� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 16, 2013 ITEM/TOPIC: Citizen Participation. 7/16/2013 T�1�U� �f 4�AI�� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 16, 2013 ITEM/TOPIC: Town Manager Report: PRESENTER(S): Stan Zemler 7/16/2013 T�1�U� �f 4�AI�� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 16, 2013 ITEM/TOPIC: Presentation of RFP Review Committee Recommendation for Welcome Center/Host Program Operator PRESENTER(S): Suzanne Silverthorn and Tara May ACTION REQUESTED OF COUNCIL: Review and discuss recommendation of the RFP Review Committee and provide direction to the Town Manager as it relates to contract negotiation and/or additional information gathering for 2013 Welcome Center/Host Program contract. BACKGROUND: The current service contract for operation of the Welcome Centers in Vail Village and Lionshead expires on August 31, 2013. Vail Info, Inc. has been operating the centers since October 1, 2005, when the most recent competitive bid process was used to select the company from among three submittals. In recognition of the opening of the Lionshead Welcome Center in 2012, as well as the Town Council's focus on guest service enhancement and the evolving scope of services required of the operator, the Town of Vail invited competitive bids for management of the Welcome Centers and the volunteer community host program in March 2013 with proposals due May 15, 2013. To ensure a fair and equitable process, an RFP Review Committee was appointed by the Town Manager and a third-party contractor was hired to facilitate the review. Six proposals were submitted. Following an evaluation and scoring of written proposals, three finalists were identified. The finalists were interviewed on July 1. Following the interviews, the committee caucused and has unanimously recommended selection of Callosum Creative to operate the Welcome Center/Host Program effective Sept. 1, 2013. STAFF RECOMMENDATION: Approve and/or conditionally approve contractor recommendation as forwarded by the Welcome Center/Host Program RFP Review Committee. ATTACHMENTS: Welcome Center RFP Memorandum 071613 Welcome Center RFP Callosum RFP Response Vail Front Desk CO RFP Response Vail Info RFP Response Vail Info Inc Apendicies A-N 7/16/2013 row�u �� vAlt � Memarandum To: Vail Town Council From: Stan Zemler, Town Manager Date: July 16, 2013 Subject: Presentation of RFP Review Committee Recommendation for Welcome Center/Host Program Operator I. PURPOSE The purpose of this memo is to provide an overview of the review process used to evaluate responses to the town's Request for Proposal for operation of the Welcome Center/Host Program and to forward a selection recommendation to the Town Council on behalf of the RFP Review Committee. II. BACKGROUND The current service contract for operation of the Welcome Centers in Vail Village and Lionshead expires on August 31, 2013. Vail Info, Inc. has been operating the centers since October 1, 2005, when the most recent competitive bid process was used to select the company from among three submittals. In recognition of the opening of the Lionshead Welcome Center in 2012, as well as the Town Council's focus on guest service enhancement and the evolving scope of services required of the operator, the Town of Vail invited competitive bids for management of the Welcome Centers and the volunteer community host program in March 2013 with proposals due May 15, 2013. To ensure a fair and equitable process, an RFP Review Committee was appointed by the Town Manager and a third-party contractor was hired to facilitate the review. III. EVALUATION PROCESS The five members of the RFP Review Committee represented a range of business interests, including lodging, retail, restaurant and recreation. Members of the committee included: Bob Boselli, Sarah Franke, Rob LeVine, Jeff Wiles and Pam Brandmeyer. A third-party contractor, Tara May, assisted the committee by providing structure and guidance throughout the process, an overview of which is provided below. 1. On May 24, 2013, committee members held an initial conference call to review the RFP and evaluation criteria for the written proposals. 7/16/2013 2. The committee received six proposals from local operators: Alpine Solutions Inc., Vail Info Inc., Vail's Front Desk, Callosum Creative, Vail Chamber and Business Association and Donovan Pavilion Management. 3. Committee members conducted a review of written proposals and evaluated them using a 0-4 scale, where 0 indicated an incomplete or missing response and 4 indicated an exceptional or outstanding response. Members used this rating scale to score three key sets of equally-weighted criteria, in accordance with the RFP guidance: • Vision Alignment with the town in terms of the role of the Welcome Centers/Host Program and a desire for ubiquitous five-star customer service across the Vail community. The committee also considered alignment and integration with other Vail entities. • Business Plan that would guide the operations and oversight. The desired plan would reflect a strong knowledge of the Vail community, differentiate Vail among competitors, present creative ideas to enhance customer service and offer a system of performance management. • Qualifications of the key principals involved in the proposal and their organization as determined by their relevant experience, business infrastructure and references from others. 4. The committee met on May 29, 2013, and, based on scores from the written proposal, selected three finalists from the six submissions. These finalists — Callosum Creative, Vail's Front Desk and Vail Info Inc. — advanced to the next round of consideration and were invited to deliver an oral presentation. 5. Via email, the committee sent each of the three finalists four questions to address in their oral presentation. 6. At this juncture, the committee reviewed written proposals a second time. Per guidance provided to all operators, the written proposal was counted as 60 percent of the overall evaluation. Scoring for this round of review utilized the same 0-4 rating scale. 7. On July 1, 2013, the three finalists delivered oral presentations to the committee. Per guidance provided to all operators, the oral presentations counted for 40 percent of the overall evaluation. As with the written proposal, the three key sets of criteria were evaluated using a 0-4 scale. 8. Following these presentations, the committee caucused and reached a final determination of the operator it would recommend to the Town Council. IV. REVIEW TEAM CONTRACTOR RECOMMENDATION The review committee unanimously recommends selection of Callosum Creative to operate the Welcome Center/Host Program effective Sept. 1, 2013. This recommendation is based on the following evaluation of the Callosum proposal, presentation and team. 1. Exceptional Vision Alignment and Community Integration. Callosum provided a vision of customer service and community integration that was highly Town of Vail 7/16/2013 Page 2 aligned with the Town of Vail. Specific evidence supporting this conclusion included: • Acknowledgment of the Seamless Guest Experience. Notably, the principals of Callosum showed a sophisticated understanding of the "seamless" Vail guest experience. As Callosum described it, Vail guests do not differentiate from one experience to another nor one entity to another when forming an overall opinion of their time in Vail. Whether on the mountain, attending an event or visiting the Lionshead Welcome Center, a guest's experience is continuous. In light of this observation, Callosum proposed that the Welcome Centers and Host Program be closely connected with other key players in the Vail experience — CSE, VLMDAC and Vail Resorts — in addition to the Vail business community. By working together, these Vail partners can enhance and complement the experience each provides and, in doing so, elevate the seamless guest experience and increase loyalty. The principals all have close working relationships with these entities and plan to profoundly engage with them to achieve shared goals around guest experience. • Vision for the Welcome Center as a Community Resource. Beyond serving the Vail guests, Callosum also provided a vision for the role of the Welcome Center as a hub of community communications. As operator for the Welcome Center, Callosum plans to provide hospitality training not only to Welcome Center employees and volunteers but also anyone from the community who desires to attend. Callosum also plans to offer a business community newsletter and monthly briefings on key events in town. In this way, Callosum will be serving as a valuable community resource. • Vision for the Welcome Center as an Enhancement Channel for Key Vail Initiatives. Callosum demonstrated solid knowledge of the Vail community showing how the Welcome Centers will complement key Vail events and initiatives. According to Callosum, the Welcome Center will enhance the guest experience of the 2015 World Ski Championships, EPIC Adventure and VVMC health and wellbeing programs. 2. Exceptional Creativity for Customer Service. Beyond offering a solid business plan to support operations for the Welcome Centers and Host Program, Callosum also offered several novel programs to enhance the guest experience in Vail. Specifically, the committee appreciated these programs: • Service Mapping. Callosum presented a plan to more deeply understand the Vail guest experience by mapping the numerous touchpoints that paid and volunteer staff (or any other Vail entity) might have with a guest. The purpose of service mapping is to obtain a stronger sense of how the guest perceives and experiences Vail in an effort to ensure the best experience possible. Town of Vail 7/16/2013 Page 3 Service mapping is a technique deployed by organizations such as Nordstrom's and the Disney enterprise. • Technological Opportunities. Callosum presented ideas to leverage existing and introduce new technologies to enhance the guest experience and promote loyalty. By using hand-held technologies (e.g. iPads), paid and volunteer staff could be empowered to immediately access critical information as well as capture guest data in an effort to build a database for loyalty programs. 3. Exceptional Performance Management Plan. Callosum provided a comprehensive performance management plan, which included metrics and methodologies for capturing individual employee performance as well as the impact of the Welcome Center and Host Program on guest experience and loyalty. Some of the highlights included: • Vail Resorts Net Promoter Score (NPS) Alignment. Callosum proposed that the Town of Vail leverage the existing Vail Resorts guest satisfaction survey and resulting NPS as a key way to measure Welcome Center and Host Program efficacy. The incremental cost of partnering with Vail Resorts in this capacity is much less than if the Town of Vail were to field this research alone. • Quantitative Revenue-Influencing Metrics. While current Welcome Center operations capture the number of lodging bookings, Callosum proposed extending that metric to include the other ways in which the Welcome Center or Host Program is positively contributing to revenue streams in Vail. 4. Exceptional Commitment and Leadership. The passion, excitement and energy the Callosum team demonstrated for this contract was palpable throughout the process. The team was well prepared, articulate and fully engaged during the oral presentation. The review committee also believes that the Callosum team, Clare Hefferren and Mike Griffin, have demonstrated exceptional leadership skills as evidence in their presentation and previous professional posts. 5. Competitive Budget Estimate. The budget estimate submitted by Callosum was competitive with those provided by other operators and included costs associated with the critical success factors mentioned above (excluding iPads). The review committee believed the budget reflected sound understanding of the operational demands of the Welcome Centers and Host Program. The total budget submitted by Callosum was $325,030.00 For these reasons, the Welcome Center RFP Review Committee endorses and recommends Callosum Creative for the 2013 Welcome Center/Host Program contract. The members of this committee would like to thank the Vail Town Council for their consideration of this recommendation and the opportunity to serve the community. Town of Vail 7/16/2013 Page 4 V. ACTION REQUESTED OF TOWN COUNCIL Review and discuss recommendation of the RFP Review Committee and provide direction to the Town Manager as it relates to contract negotiation and/or additional information gathering. VI. ATTACHMENTS A. RFP issued March 12, 2013 B. Callosum Creative Submittal Written C. Vail's Front Desk Submittal Written D. Vail Info Inc. Submittal Written Town of Vail 7/16/2013 Page 5 TOUVN UF VA�� Town of Vail Request for Proposals OPERATIONAL MANAGEMENT OF VAIL'S WELCOME CENTERS AND THE VOLUNTEER COMMUNITY HOST PROGRAM Town Manager's Office Overview This is a request for proposals for operational management of Vail's Welcome Centers and the Volunteer Community Host Program. The Town of Vail is seeking to partner with an operator who understands and can effectively create a five-star customer experience through a combination of human, environmental and technological resources. The Town of Vail seeks to engage with a firm on a one-year scope of work beginning September 1, 2013. The operator will have an opportunity to renew the contract for an additional two years based on exceptional performance. Backqround The Welcome Centers are the pillars of Vail's ongoing Guest Enhancement Initiative which aspires to produce a measureable differentiation between Vail and its competitors in how guests are welcomed and cared for. The Welcome Centers must provide a seamless, singular communications portal for guest relations and services. With a mix of state-of-the-art technology and personal interactions, the Welcome Centers serve to create a setting for a better informed and more comfortable guest. In doing so, the Welcome Centers significantly contribute to Vail's economic vitality. Lionshead Welcome Center. The newly-constructed Lionshead Welcome Center opened May 2012 and represents the town's ongoing commitment and investment in enhancing Vail's guest services. Located on the ground level of a three-story building, the Welcome Center contains a 260 square foot secured greeting area which overlooks an additional 3,250 square foot open air day-lodge that contains seating, a fireplace, restrooms and lockers at the east end. One of the focal points in the room is a large media wall that displays videos, photographs and information to connect guests with Vail's brand personality. A touch-screen "virtual concierge" is located close to the west entrance as an additional information-sharing tool. Ample counter space has been created for one-on-one assistance. The space also includes a 100 square foot storage closet for brochures and other operational items for use by the operator as well as an adjacent ski storage/staging area for 50 hosts. In its first season, daily operating hours are being tested, evaluated and refined. The current schedule is 8:30 a.m. to 7 p.m. during ski season; 9 a.m. to 8 p.m. during summer season; and 9 a.m. to 5 p.m. during non-peak (spring and fall). Visitation to the Lionshead Welcome Center is tracked via an electronic door counter as of December 2012. Visitation counts for the period May 2012 through December 2012 totaled 7/16/2013 43,878 in the new location. (Note: This number reflects all circulation within the ground floor, including restroom access; not all visitors had direct contact with Welcome Center staff). In 2011, 27,087 visitors were served in the former Lionshead visitor information space on the South Frontage Road. Vail Village Welcome Center. The Vail Village Welcome Center is a 950 square foot space located on the top level of the Vail Transportation Center. The main lobby area of the Welcome Center is approximately 400 square feet and can accommodate up to 30 visitors at one time. A virtual concierge touch-screen with programming identical to the Welcome Center in Lionshead is included in this location as well as brochure racks and an Internet-connected computer for free public use. The center also houses a 200 square foot enclosed office, a 100 square foot vestibule area and a 100 square foot restroom for staff. Public restrooms are located nearby in the transit terminal building. There is also an attached lounge area of 360 square feet which is serving as headquarters for Vail's 50th Anniversary Celebration from September 2012 to July 2013. Daily operating hours are also being tested, evaluated and refined in this location. The current schedule is 8:30 a.m. to 5:30 p.m. during ski season; 9 a.m. to 8 p.m. during summer season; and 9 a.m. to 5 p.m. during non-peak (spring and fall). The Town of Vail has budgeted $1.1 million for future renovations to the Vail Village Welcome Center to include restrooms, technology upgrades and other modifications. During renovations, the center will be staffed in a temporary space nearby for continuity. In 2012, 46,067 guests accessed this facility; in 2011, the center served 45,692 guests. Guest counts are currently tracked by hand in this location. Welcome Center Emp/oyees and Vail Host Program. The Town of Vail utilizes paid staff and volunteers that work indoors at the Welcome Centers as well as outdoors throughout the villages. Paid employees receive an hourly wage, as determined by the contractor, and are employees of the contractor, not the Town of Vail. As a complement to the paid employees, the Town of Vail relies on a robust Host Program, which places volunteers throughout multiple locations in Vail to be on-the-spot ambassadors for the Town. These hosts are tasked with greeting visitors, distributing handouts and information materials and responding to a range of questions from wayfinding to special events. Hosts must currently commit to working at least 80 hours during the year to qualify for their primary compensation: a $700 voucher redeemable for a choice of seasonal ski pass, parking pass, Vail restaurant voucher or Recreation District privileges. Contractor should plan for a 40-host staffing level. The Town of Vail is seeking to more fully integrate the host program with the Welcome Center operations and other community needs such as walking tours, parking assistance and special event coordination. While the paid employees and host programs have been well established, the Town of Vail is also open to new ideas about how to leverage incentive-based compensation with paid compensation to ensure a successful customer service operation across the town. 7/16/2013 Z Guest Enhancement Initiative. The Vail Town Council has identified customer service as a priority initiative. As part of that mandate, the Town of Vail as well as the Vail Local Marketing District have invested significant resources in developing a Guest Enhancement Initiative to focus on elevating those aspects of Vail that differentiate this community among many resort competitors. Components of this initiative include enhanced wayfinding and signage, as well as other facility and service upgrades. The Welcome Centers play an important role in the Guest Enhancement Initiative, as they are often the first points of contact visitors to Vail have with the community. Objective The objective of this engagement is to enhance the guest experience and, in doing so, elevate guest loyalty and increase guest value. Goals 1. Successfully establish and consistently deliver five-star customer service so that the guest experience is seamless across all Vail entities. 2. Increase guest satisfaction and loyalty. 3. Increase guest value through referrals and direct bookings. 4. Enhance Vail brand through complementary messaging and programming investments. Scope of Work The scope of services will include daily operation of the Welcome Centers and year-round operation of the Vail Host Program. The selected contractor will be responsible for the following: 1. Recruiting, retaining, managing and optimizing paid and volunteer staff. As previously outlined, the Town of Vail is seeking a contractor to assume all responsibilities related to the human resource management of paid staff and volunteer staff that serve in a customer service capacity. The contractor will: • Establish a compensation model for paid staff, including considerations for retaining and recognizing those employees with the highest levels of customer satisfaction. • Create a recruiting plan that will seek to attract staff and volunteers that are aligned with the Vail brand and equipped to deliver customer service in a way that meets the diverse needs of our visitors. This may include specific recruiting efforts of multi-lingual staff. • Provide recommendations for hours of operation for the Welcome Centers and accompanying staffing plan. • Develop a staffing plan for the Host Program, a communications and deployment model that would allow Hosts to be utilized to meet the most urgent customer service needs in the Town of Vail. For example, supporting with traffic flow, parking issues and special events. 7/16/2013 3 2. Developing and delivering customer-centric service and programs. The Vail Welcome Center programming and operations shall reflect the Vail Town Council's goal of the delivery of exceptional guest service. The contractor will: • Develop and implement a training program for all paid staff and volunteer staff that equips them to deliver five-star customer service as well as accurately communicate about the Vail brand. • Work with the Town of Vail to ensure training and optimal use of the technology and tools inside the Welcome Centers, including the media wall and touch- screen monitor as well as external tools, such as Vail apps. • Deliver daily concierge-based services with welcoming, personalized guest assistance in a way that reflects the Vail brand by meeting or exceeding service expectations. Specific activities include: • Referrals • Bookings • Activity suggestions • Commission-free reservations • Ticket sales • Assemble, produce and regularly update a master event calendar and other guest-related materials in static and digital real-time formats according to criteria established by the Town of Vail. • Ensure that all customer service staff are current in their knowledge of this calendar and activities in Vail so that the Welcome Centers provide a comprehensive one-stop shop to meet guests' information and programming needs. • Create customer relationship management programs that encourage: • Referrals from guests to others in their networks • Deeper engagement with the Vail brand, the Town of Vail and Vail businesses • Increased loyalty and return visits • Provide regular recommendations to Town of Vail on creative and novel programming in the Welcome Centers that support the Town's objectives (e.g. promoting Vail's 50th birthday). Note that these programs do not need to be paid for by the contractor but innovative funding mechanisms should be presented as part of the recommendations. 3. Building and nurturing relationships with the Vail community. • Create partnerships and alliances with Town staff, Vail Resorts, Vail Local Marketing District Advisory Council, Commission on Special Events, event promoters, chambers and others. • Engage with the brand implementation efforts that will be led by the Vail Local Marketing District and integrate the Vail brand throughout all communications channels within the purview of this engagement 7/16/2013 4 • Coordinate with other guest-focused initiatives directed by the Town of Vail, including: • Variable message signs and other digital media • Wayfinding enhancements • Parking and transit • Events • Walking tours • Guest services training and recognition, including integration with other programs and a reward program to align with the Vail brand and its 5- star service expectations • Marketing and communications • Engage Vail residents, business owners, employees and others in elevating guest services across the community. • Act as partner with and representative of the Town of Vail by establishing clear and open channels of communication, ensuring all interactions with the Vail community positively reflect the Town and its commitment to enhancing guest service. 4. Maintaining appearance of Welcome Centers. The Welcome Center facilities are provided at no charge to the contractor. Building maintenance, regular cleaning of the public areas, utilities, snow removal and exterior trash pick up are provided by the Town of Vail. Specifically, maintenance of the interior premises will be provided in a pristine condition, including floors, windows, furniture, equipment and decorations. The contractor is responsible for: • Addressing immediate safety hazards, including mopping up spills on the floor and other urgent matters, such as replenishing toilet paper in the restrooms, when delays would otherwise cause a negative guest experience. • Notification of Town of Vail maintenance staff to report problems or concerns. • Cleaning of office space and back-of-house areas. • Contractor shall consult with Town of Vail maintenance staff regarding allowance of dogs on the premises. • Contractor shall either establish guidance on suitable attire or provide uniforms for hosts and employees as well as coordinated nametags. 5. Equipment, Furnishings and Technology. All equipment and/or furnishings purchased with funds from the Town of Vail shall remain in ownership with the municipality. Information technology services will be provided by the Town of Vail to include hardware, software, telecommunications and training support. This includes a proprietary web based reservation system which is owned by the Town and programming of existing and future technology. The contractor is responsible for: 7/16/2013 5 • Operation and applicable content needed for the equipment, furnishings and technology provided. • Any additional services, furnishings and equipment not already included at Welcome Centers. 6. Developing and implementing a performance measurement model for individuals and the collective staff. To ensure that the customer service programs are having a measurable impact, the contractor will propose and implement a measurement model to gauge individual staff performance as well as the overall impact of service initiatives on customer satisfaction. In addition to the performance standards and scope of work outlined in the existing contract and attached to this RFP, considerations should be made to ensure quantitative and/or qualitative measurement of: • Volume of guests served • Volume of bookings and referrals • Guest use patterns and preferences of information technology and tools in the Welcome Center • Guest satisfaction and loyalty (net promoter score or other measure) • Vail message recall and retention among guests • Individual employee performance, including use of technology and tools in the Welcome Center In addition to measures related to the guest experience, the Town of Vail wishes to ensure a high degree of fidelity to other aspects of this contract. Measurements should also be developed to address: • Coordination and collaboration with Town of Vail and all other guest services entities • Innovation and creativity on the part of the contractor • Community integration, buy-in and participation Proposal Requirements Written Content. Proposals should include your company's plans to address each of the six elements in the Scope of Work. The successful operator will demonstrate the ability to: • Expertly manage the ongoing staffing and facilities needs of the Welcome Centers and Host Program. • Understand, communicate and ensure five-star customer service. • Integrate the Vail brand throughout all customer service endeavors. • Bring innovative and creative thinking to the task. • Invest in relationships and collaborate with the Town of Vail and other Vail entities. • Track, measure and report on customer service milestones and insights, including an ability to translate insights into specific activity recommendations. 7/16/2013 6 Insurance. The independent contractor shall carry for the term of the operating agreement the following insurance: • Comprehensive general liability insurance policy, including products liability, with limits of not less than one million dollars per occurrence and not less than two million dollars general aggregate for bodily injury or death of any person or persons or damage to property. • Worker's Compensation and employer liability in accordance with the Worker's Compensation Act of the State of Colorado, including medical/liability for volunteers. • Automobile liability (including owned, non-owned, and hired) in an amount no less than one million dollars per individual and not less than one million dollars per occurrence. All contracts for services with the Town of Vail require contractors to comply with CRS section 8-17.5-101 regarding prohibition against employing illegal aliens. Staffing. Paid staff are employees of the contractor, not the Town of Vail, and the contractor shall be responsible for all related employment costs including payroll taxes, insurances outlined above, any health insurance that may be required with the Patient Protection and Affordable Care Act (PPACA), etc. All contracts for services with the Town of Vail require contractors to comply with CRS section 8-17.5-101 regarding prohibition against employing illegal aliens. Proposal Format The Vail Welcome Center proposal shall be prepared using the following format in order to facilitate evaluation: Letter of Transmittal Part 1: Background, Experience and Qualifications Part 2: Proposed Business Plan Part 3: Proposed Costs Part 4: Appendices Letter of Transmittal The letter of transmittal should be forwarded electronically to Suzanne Silverthorn, ssilverthorn(a�vailqov.com and addressed to: Town of Vail Re: Operational Management of Vail's Welcome Centers and the Volunteer Community Host Program 7/16/2013 7 Town Manager's Office 75 S. Frontage Road Vail CO 81657 ATTN: Vail Welcome Center Review Team Part 1: Company Overview, Experience, Qualifications • Provide all pertinent background information about your organization including mission statement, primary capabilities, financial management, balance sheet and statement of sources and uses. • Describe your company's management team and operational infrastructure that will support this endeavor. Provide an overview of the technology, financial and operational systems that your organization will rely upon to deliver the services outlined in this RFP. Tell us how your company's existing systems and operations create efficiencies for the Town of Vail. If a team is proposed, identify your team members and their backgrounds. • Describe expertise as it relates to fulfilling the operational scope of work for the Welcome Centers. • Provide examples of previous experience. • Provide at least three client references with contact information and a brief description of the work performed if not mentioned in the previous section. Part 2: Proposed Business Plan. Describe your approach for each of the six sections included in the Scope of Work and develop a one-year business plan for the Vail Welcome Center programming and the overall approach to elevating the guest experience in Vail. Please use examples when possible to demonstrate operational intentions. The business plan should include: o Recommended staffing levels and hours of operation o Approach for compensation of paid (and volunteer) staff o Description of the services to be provided o Overview of the recruitment and retention plan that reflects the realities of the Vail Valley labor market and motivational challenges of the staff o Description of the training module/s and frequency o Approach for developing customer engagement programs o Recommendations on performance measurement models o Approach and systems for ensuring positive working relationships with the Town of Vail and other Vail entities o Initial ideas on Welcome Center programming, including thoughts on how to promote upcoming events in Vail o Management model Part 3: Proposed Costs. Develop a budget that includes all costs you or your organization would charge the Town of Vail to implement the one-year business plan and accomplish the scope of work in this request for proposal. Specifically, the proposal should include an itemization budget that reflects: • 100 percent of the operating costs associated with personnel, including taxes and benefits • Costs of training programs, employee recognition, etc. • Management fees for program oversight and implementation • Administrative costs, including cleaning, equipment, office supplies, accounting, insurance requirements, etc. 7/16/2013 g Part 4: Appendices. Include information considerations by the proposer to be pertinent to this project that was not specifically solicited in Parts 1 & 2. Submission Requirements and Schedule 3-12-13 Request for Proposals issued and available 3-13-13 to 4-15-13 All interested parties are invited to schedule a tour of the facilities with an opportunity to ask questions of the current contract administrator, host administrator and other Town personnel. To schedule a tour or briefing session, contact Suzanne Silverthorn at ssilverthorn(a�vailqov.com. 4-15-13 Deadline for contractors to confirm participation in the proposal process. Submit letter of interest to contract administrator at ssilverthorn(a�vailqov.com 5-15-13 Submission deadline for proposals 5-22-13 Finalists notified of advancement to next phase Week of 5-27-13 In-person interviews with members of Town of Vail Welcome Center Review Team 6-13-13 Written recommendation from Review Team to Town Council 6-18-13 Town Council approval of contractor 9-1-13 Start date for new service contract Evaluation and Selection The Town of Vail Welcome Center Review Team will evaluate the merits of the proposals in accordance with the criteria listed below. Failure to provide information requested in this RFP may result in disqualification of a proposal. The sole objective of this review team will be to evaluate the responsiveness of each proposer to the requirements of the RFP. Proposals shall be evaluated based on: • Completeness of the proposal • Company operations and experience • Qualifications • Proposed business plan • Proposed cost and related services • Ability to integrate Welcome Center program with the Town of Vail Guest Enhancement Initiative and other Town of Vail guest service components Pavment for Services Upon selection and approval of the independent contractor to provide the services outlined in this RFP, the Town will develop an operating agreement with the independent contractor setting 7/16/2013 g forth specific terms including a fixed amount contractor will be paid and timing of payments. Funding for year two and year three will be subject to annual review and appropriation by the Town of Vail. Operator will receive two silver parking passes for management use. Employee compensation structure should include an evaluation of transportation and parking requirements. Administrative Control of Funds Once a signed agreement is in place, the contractor shall keep or cause to be kept true, accurate and complete accounting records of all business and financial transactions relative to the Welcome Center programs and operations. The operator shall provide a monthly report and annual report of all Welcome Center activity, along with a financial report, to the Town of Vail. APPENDIX Current Welcome Center Scope of Work & Performance Standards 10 Rules of the Vail Brand Brand Positioning VLMD Marketing Objectives & Town Council Priorities 7/16/2013 10 Current Welcome Center Scope of Work 8� Performance Standards Enacted 10-1-12 Guest Service Vision The Town will take a leadership role in collaborating with its resort partners, including Contractor, to deliver an integrated and seamless quality experience for Vail's customers and the Town's guests. Whether interfacing directly with municipal services as a resident or property owner, or enjoying a vacation as a guest, the Town's strategic alignment will be embodied in a community-wide culture that will elevate customer service to new levels and will result in elevating Vail's economic prosperity across the resort. The Town defines exceptional service quality for its guests as being "a perfect product delivered by caring people in a timely fashion that consistently exceeds expectations." The Town recognizes that maintaining exceptional service quality is an endeavor that requires close collaboration and communication with its partner organizations. The Town believes that a clear articulation of service and partnership standards will help facilitate even stronger partnerships. Working with its partners in an open and collaborative way is essential to realizing the Town's shared vision of superior service quality. Partnership Standards Contractor shall: • Exemplify the Vail brand in all interactions, presentations and encounters with Vail stakeholders including but not limited to Vail guests, the business community and marketing organizations. • Be fully aware and supportive of the Town and Vail Local Marketing District goals related to ensuring exceptional service across all of the Town, and demonstrate support of these goals in communicating with employees, the business community and other stakeholders, and proactively offer new ideas on how to advance the Town and VLMD related goals. • Maintain a respectful, positive working relationship with the Town. Work in good faith with the Town for solution-oriented focus. • Incorporate the Town' s five values into the day-to-day service delivery of the Welcome Centers: 1) Respect; 2) Trust; 3) Integrity; 4) Innovation; and 5) Collaboration. • Respond to email and phone inquiries in a timely manner; a response is expected within 24 hours. • Attend pertinent meetings at the request of the Town and make presentations when applicable, and make its best effort to have an ongoing presence at a variety of events and functions to demonstrate Contractor's community involvement and outreach. Coordinate regular monthly meetings with the Town's Contract Administrator and present written reports summarizing activities of the centers, service enhancement opportunities, project status (related to town/VLMD goals) and review of any non-urgent service or contract questions, etc. Operational Functions Contractor shall be responsible for operation of the Welcome Centers in Vail Village and Lionshead as follows: • The Welcome Centers shall be staffed according to provisions of the contract. The schedule will be based on the shoulder season periods of post Labor Day Weekend to 7/16/2013 the beginning of ski season & ski season close in April to late May; the winter ski season, mid-November to mid-April; and the summer season of Memorial Day Weekend to late August. The contractor will work with the Town to determine hours of operation for each of these periods based on visitor flow patterns, special event impacts and other considerations. • The Vail Village Welcome Center hours will be extended upon request of the Vail Communications Center during closures of I-70 until 10:00 p.m. (or reopening of the interstate, whichever occurs first). Contractor shall make very effort to provide a timely staffing response during these instances and will invoice the Town at an agreed upon hourly rate for the extended operation. • Contractor shall provide the following information and services to the general public: o Information related to all current and scheduled events and activities in Vail and maintain such information on the designated communications platforms. o Content collection and management of the Vail event online calendar to include weekly distribution of This Week in Vail according to content guidelines established by the Town and production of a minimum of two (2) monthly event posters for display in the Centers. o Information regarding the physical layout of Vail and directions to locations and activities within the Vail resort community. o Display digital informational material and brochures for Vail business license holders in the Centers, and generally act as a clearing house for all such Vail information. Because the primary purpose of the Centers is to market and promote the assets of the Town, any publications displayed must include "Vail" in either the title or any document displayed or in the content. The Town Manager shall have sole discretion as to what advertisements and/or publications are acceptable for display in the Centers, and which comply with the "Vail-First" policy. o Contractor shall operate a lodging reservation service for Town of Vail rental properties only. In operating the Centers, Contractor shall not book any lodging properties outside the Town of Vail town limits as required by the "Vail-Only" policy. o Contractor shall offer an activities desk within the Centers for the purpose of proactively booking activities provided by Vail area businesses. If an activity not found in the Town, such as horseback riding, snowmobiling or dog sledding is requested, Contractor' s role is to dispense information and to actively book reservations. o Contractor shall be responsible for maintaining and updating a current list of businesses operating in Vail Village, Lionshead and West Vail to be updated quarterly via walkabouts and updates from Town business license reports. These updates are to be incorporated into information services provided and displayed at the Welcome Centers, including touch-screens and maps. o Contractor shall be responsible for compiling an inventory of businesses that are open during the spring and fall shoulder seasons as well as hours of operation to be distributed via email and web. o Contractor, in consultation with the Town, shall sell Town- sponsored items that help to market the Town to the general public. o Contractor shall provide services, via the Centers, to all Vail business license holders in an equal non-discriminatory fashion. o Contractor shall meet all the requirements of the applicable town, state, and federal laws respecting non-discrimination. 7/16/2013 o Contractor shall maintain a daily log of all referrals made through the Centers, which will be available for public inspection during normal business hours. o Any materials, such as, but not limited to, visitor oriented fact sheets, walking tours, tips on how to spend a day in Vail, etc. produced for the Welcome Centers shall become the property of the Town upon termination of the Contract. Service Standards In accordance with the definition of exceptional quality service, Contractor shall uphold the following service standards. • Accurate Information. Information and direction provided by Contractor's employees will be accurate, up-to-date and in accordance with the " Vail-First" and "Vail-Only" policies. Employees are expected to use all available resources (newspaper, event calendar, etc.) to ensure full and comprehensive knowledge of local happenings. • Vail Message. As part of helping guests, Contractor's employees shall convey key Vail messages, as provided by VLMD and/or the Town. Contractor's employees are expected to know these messages and use them in a majority of their encounters with guests. • Friendly People. Contractor's employees are expected to maintain a courteous, helpful and pleasant attitude toward guests at all times. Contractor's employees are expected to demonstrate the following welcoming and friendly behaviors: o Greeting all guests who enter the Welcome Centers, even if they are only using the restrooms. o Thanking guests for stopping by upon their exit of the Welcome Centers. o Making eye contact with guests. o Smiling at guests. o Walking around the Welcome Centers to greet guests and use the touch screen and media wall as communication tools. o Asking guests questions about their experience in Vail and listening to the response to determine if guests need additional assistance. Timeliness— Contractor's Employees are expected to manage wait time of guests by facilitating self service through the touch screen, printed materials and media wall. Guests should not wait longer than five minutes before being greeted, informed how long they will wait or helped directly. • Resource Utilization. Contractor's employees are expected to be knowledgeable about all resources, including content contained in the touch screen and the media wall. Contractor's employees are also expected to know when and how to use these technologies to assist guests. • Guest Profiles and Expectations. Contractor's employees are expected to know how to anticipate and act on guest needs based on basic customer demographic information (traveling with kids or without, age, etc.) or guest inquiry. The agenda for the training program included in subsequent sections provides more detail on developing employees' abilities to identify basic customer profiles and use these profiles to provide enhanced service. Specific behaviors include offers of additional information that are personalized for that guest, based on observation, such as: o Asking guests who are traveling with kids if they need help finding a family-friendly restaurant for dinner; and 7/16/2013 o Asking guests who inquired about ski lessons if they are new to Vail and need helping finding other activities. • Setting the Example. Management of Contractor will model to employees exemplary service standards and behaviors, as outlined above. Employee Uniform Contractor shall create a nametag system for its staff to coordinate with hosts. Contractor shall provide to employees guidelines for appropriate dress code and grooming while working in alignment with the Vail brand and consistent with host standards. Ongoing Training 8� Evaluation • Contractor shall present recommendations to the Town on how to ensure the ongoing education of Contractor's management so that the organization maintains an awareness of current best practices in customer service. For example, attending training programs offered by visitor centers in neighboring communities. • Contractor shall schedule and coordinate a dedicated training program in which employee participation is a requirement of employment. Requirements of the training program include: o Administered by a third-party organization with proven expertise in customer service. o Scheduled so that all employees can participate given their work schedule multiple sessions may be required). o All employees participate. o All employees are evaluated on knowledge at the conclusion of the session. Employees who fail this evaluation should be required to re-attend a session and re-take the evaluation. Contractor shall also re-evaluate employment for employees who fail evaluation. • Contractor's training program should cover: o Defining customer segments, creating profiles and determining service needs. o Anticipating customer needs and personalizing service in order to "exceed expectations." o Maintaining a friendly, helpful disposition when fatigued. o Managing wait time in order to deliver service in a timely fashion. o Understanding media content and using technology in the Welcome Centers. o Understanding and incorporating messages from the Town and VLMD in a consistent manner. o Delivering positive customer experiences at the beginning and end of a guest' s visit to the Welcome Center. o Coordination with host program standards. o Mid-season, Contractor's employees shall be given a second evaluation to identify gaps in knowledge that may lead to gaps in service. Employees who fail this evaluation will have employment status re- evaluated. Individual Employee Recognition • Contractor shall construct a rewards system to encourage greater instances of exceptional customer service. Potential sources to identify exceptional service might include: o Guest feedback to employee, the Town or Contractor. 7/16/2013 o Observed behavior by peers or management of Contractor or the Town. Guest Data Initiatives • Once the Town is able to set in motion a system for capturing guest contact information, Contractor shall integrate that system into its operations and provide any necessary on-the-job training for employees to utilize that system. For example, if the Town implements a "guest book" with appropriate disclaimers at the top of the page, Contractor's employees will encourage guests to sign in. • Any data captured as part of this initiative will be considered property of the Town. Contractor will not have ownership or use of these data for marketing or other purposes. Host Program Contractor shall: • Coordinate all interviews/hiring/discipline process for hosts. • Schedule host shifts for summer and winter program. • Schedule host orientation in collaboration with the Welcome Center staff training. • Manage centralized host sign-in books. • Track hours worked for required commitment per volunteer. • Observe/coach/mentor hosts on-site. Monitoring is to include immediate re- assignment of host activities in coordination with current needs. • Provide storage for host materials at Welcome Center. 7/16/2013 Like nothing on earth. Vail Brand Guidelines Brand Guidelines— 10 Rules Of the Vail Brand 1. VAIL Like Nothing on Earth—We must communicate this (or try to) in every single thing we do, otherwise we are selling the same as any other mountain. Vail is not a Rocky Mountain resort, it is Vail. We are not a commodity; our brand name is world famous. 2. An Experience, Not a Place- Physical, emotional, cultural. Whatever our guests' personal passions, our brand represents a blank canvas.They should go home talking about their experience, not just where. 3. World Class, Period-The Vail name is known from here to Austria and Argentina. It carries a reputation earned through great guest service. We must try to live up to it at every touch-point. 4. Value, Never Cost(Never"On Sale"J-The Vail experience adds value to life.The price of the experience is beside the point and should only ever serve as a reason to purchase. Never as the reason to believe. 5. elue Sky-The sky is blue.The Vail brand livery should reflect the purity of the experience. 6. SpeakSoftly-Tone of voice is cumulative,we know this from our own lifelong friends. Don't persuade or sell, be as honest as you can be all the time.Walk softly—we're Vail, we carry a big stick. 7. OurFourCorners-Guests gravitate to four centers of mountain life: Active, Cultural, Culinary, and Wellness.We need to build on this in a focused way, it is differentiating and meaningful. 8. A spectacularcommunity- People with extraordinary life experiences have chosen Vail as their home, or come to express themselves. It is a unique and uniquely passionate community.This is the reason Vail is an experience like nothing on earth. 9. The Real Thing- Nothing is more authentic than the voice of a community"ambassador" —a member of the unique community. Let the ambassadors be the brand whenever possible.They are its true voice. 10. It is a relationship-We are in it for the long term. 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Hefferren clareh@callosumcreative.com � 970.376.3364 � � - -;',.-' ';'-- � • .� i �� i �� i i � i i .� �� n � � �i � ` '^�� corpus ca1•lo•sum . - �� `.� [kawr-puhs kuh-loh-suhm] ��• ��,•- � �' �.� . , �� ; . �� The fibers which connect �.� ,' �� _.��_� ��" the left and right cerebral ,' ,' �,i� � i � � hemispheres and facilitate �.' ,' j�� interhemis heric communication. ' ' � ` P � � � ' � � ,' . � . , . . � ,' ;��`: ; � �� _,� � PEOPLE . COMPANIES . PRODUCTS � VAIL, COLORADO � CALLOSUMCREATIVE.COM . � ( �� ` (,��m p.o. box 2881 vai�, �a 8i558 i ph 970.455.458fi i fax 312.278.0879 t� 1 V 111 �,�y�,�.�Lllosumcreative.cnr�� people-rirst branding �� May 15, 2013 Suzanne Silverthorn (Via email: ssilverthorn(a�vailqov.com and hard copy delivery) Town of Vail - Town Manager's Office 75 S. Frontage Road; Vail, CO 81657 Attn: Vail Welcome Center Review Team Re: Operational Management of Vail's Welcome Centers & Volunteer Community Host Dear Suzanne, Callosum is pleased to submit an application in the 2013-2014 Welcome Center& Community Host RFP. The purpose and our intent in answering this RFP are to become the proactive force and enabler of and for the Vail brand and its community. Our team and our respective responsibilities include: • Clare Hefferren (Project lead & accountable contract point person): Business/finance, Communications, Creative, Brand Ambassador Training • Adam Sutner (Sub-contractor): Strategy, Product & Marketing Development, Service • Mike Griffin (Sub-contractor): Operations, Technology, Infrastructure To present our response based on our conversations and our own analysis, we have reordered the flow of the RFP into what we believe is a more logical and beneficial order. Additionally we have included recommendations and ideas we feel significantly benefit the Town of Vail and its communities while maintaining the intent of the RFP. We put forth three phases to cover a 3-year rollout plan. Phase 1: Maintain the 2012 operational framework as described in the RFP • Duration: 4-6 months (Sept 2013 - Dec 2013) • Deliverables: Re-vitalize operational side and employee culture Phase 2: Low-cost community outreach and brand positioning initiatives • Duration: 6 months (Jan 2014 - June 2014) • Deliverables: Extend reach to community and new guests; turn each guest into a brand evangelist; gradually and systematically add new product and operational offerings Phase 3: 2015 FIS World Skis Championships & Epic Discovery preparation Initiatives • Duration: 1 year + (July 2014 - Dec 2014) • Deliverables: Targeted to align with timing of 2015 Alpine World Championships and Epic Discovery, a Welcome Center product and service offering recognized as best in class For additional information and detailed content on each of these phases and other proposed initiatives go to the appendix N. •°' .�••--- .,�, ., In summary, our projected outcomes are: `��r•��-� ,'"--- • Optimize the ability of the town to assist merchants in their generation of revenue. • Build and optimize sales and lodging tax for the Town of Vail ►7 corpus cal•lo•sum n.pl.mrpora�ai•lo•sa (ka-lo-sar � The arched hridge of nervous tissue[hat eonnects the two eerebral hemispheresr � allowing communiea[ion f�etween the right and left sides of the brain_ 7/16/2013 ( �� ` (,��m p.o. box 2881 vai�, �a 8i558 i ph 970.455.458fi i fax 312.278.0879 t� 1 V 111 �,�y�,�.�Lllosumcreative.cnr�� people-rirst branding �� • Achieve leadership position in Welcome Center when compared to other resort communities • Establish strong brand through multi-channel communication incorporating social media and other technologies • Establish a culture of"Best of Life" throughout Welcome Center/Community Host Program program in line with Vail Local Marketing District and Commission on Special Events We will reach these outcomes by: • Callosum marketing strategy focuses on the three areas of Staff Culture, Technology and Service Mapping with marketing channels of walk-in, lodging, community and Vail Resorts. All channels hold upside opportunities to better integrate with Town of Vail assets. • Technology serves a secondary, yet imperative role to human interaction. Our comprehensive technology plan expands the platform for brand awareness and guest interaction preferences. • Callosum Operational Systems have an eight + year proven track record based on team expertise and client history. Talent-wise, we are thrilled to expand the Welcome Center Talent and Development programming to a 4-step training process inclusive of recruiting/hiring, employee training, on-boarding and professional development. To grow a culture engagement one must invest in staff and provide resources to the merchant community. Keep an eye out for our new We/come CenterAmbassadors— an honor for key stakeholders to guest host parallel to Guest Service Representatives! • Financially we maintain a budget in alignment with last year's contract cost for requested services while cutting costs by $12K - totaled at $273K with additional services and benefits included. Recommended Phase 1 new initiatives are grouped as an additional $11 K for a total year one budget of$284K. • Our team collaboration is a natural alignment of the three principle marketing enterprises and expenditures in which the Town of Vail has invested. The cumulative result will be an infusion of knowledge into the seamless integration of the Town marketing strategy. We hold a demonstrated track record of partnering effectively with the Town of Vail. Extensions of our current Town of Vail roles leverage another touch point with the Vail customer to complete the marketing circle. Our bandwidth commitments are reasonable and create efficiency in knowledge transfer. The new facilities will be dialed into Town of Vail mission in both operational execution and as a hub to extend the Vail marketing expertise for the community and guests. We remain at your disposable for answering any questions you may have and look forward to continue the conversation. Fondly, �� - ; f. =•�- _ Clare J. Hefferren, President --% clareh@callosumcreative.com ,�'�•-��-�__,""--- cell 970.376.3364 �� , � � corpus cal•lo•sum n.pl.corpora�al•lo•sa (ka-lo-sa, � The arched hridge of nervous tissue[hat eonnects the two eerebral hemispheresr � allowing communiea[ion f�etween the right and left sides of the brain_ 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v �'' I To present our response based on our conversations and our own analysis, we have reordered the flow of the RFP into what we believe is a more logical and beneficial order. Additionally we have included recommendations and ideas that we feel can benefit significantly the Town of Vail and its communities while maintaining the intent of the RFP. We put forth three phases to cover a 3-year rollout plan. Phase 1: Maintain the 2012 operational framework as described in the RFP • Duration: 4-6 months (Sept 2013 - Dec 2013) • Deliverables: Re-vitalize operational side and employee culture Phase 2: Low-cost community outreach and brand positioning initiatives • Duration: 6 months (Jan 2014 - June 2014) • Deliverables: Extend reach to community and new guests; turn each guest into a brand evangelist; gradually and systematically add new product and operational offerings Phase 3: 2015 & Epic Discovery Preparation Initiatives • Duration: 1 year + (July 2014 - Dec 2014) • Deliverables: Targeted to align with timing of 2015 Alpine World Championships, a Welcome Center product and service offering recognized as best in class ; � r� ',^ ,�� ' `-�,' ��'t� ,-•� _.�. `'�--- �' , rf 1 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � IH �VICIVIJ 2 Outcomes 3 Vision 3 Specifc Deliverables 3 4 Mission 4 Values 4 Primary Capabilities 4 Operational Infrastructure 6 Team Members 5 o Operational expertise o Previous experience examples o Client references o Management model 11 High-Level Timeline—Phase Definitions 11 Marketing 12 o Phase Rollout o SWOT Analysis o Target Market o Market Channels o Goals o Brand Development o Creative Development Technology Overview 21 Financial Systems 22 o Objectives o Partners and Vendors Operational Systems 23 o Customer Relationship Management o Building Maintenance o Literature o Staffing Levels and Hours of Operations o Compensation Approach for staff o Staff Compensation Approach o Decription of Services o Staff Performance Measurement Model o Customer Engagement Programs Approach o Partner Working Relationship Approach and System Training and Development 29 o Recruitment and Retention Overview o Staff Service Standards - - - o Stages of Development ; o Employee Training ;,� ;� o Onboarding �`��' � o Professional Development �r�r ��'� o Employee Engagement •��.._ ��`�" o Additional Staff Compensation and Incentives rari 34 Statement of Sources& Uses , Balance Sheet e.,., �� 2 � www.CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v �'' I �►rr�i��► i iuN Part 1 : Project Overview - ie. What Town of Vail wants to achieve Town of Vail seeks a contractor to operate and manage the Town of Vail Welcome Centers and Community Host Program. Our projected outcomes are: • Optimize the ability of the town to assist merchants in their generation of revenue. • Build and optimize sales and lodging tax for the Town of Vail • Achieve leadership position in Welcome Center when compared to other resort communities • Establish strong brand through multi-channel communication incorporating social media and other technologies • Establish a culture of"Best of Life" throughout WC/CHS program in line with VLMD and Commission on Special Events Callosum's vision for the Welcome Center is to create a universal belief that the Welcome Centers and Community Host Programs are viewed in parallel with the Town of Vail world-class resort community. Its core marketing enterprises are a seamless integration of the Town marketing and service strategies. Through this presentation residents and guests are engaged presenting the Welcome Centers as beacons of town vibrancy. _ -•; VLMD CSE , r�WN UF YAIZ � Vllelcome Centars / 1 • People: An engaged staff • Technologies: Leading-edge, self-service oriented platform that encourages guest and merchants to look to the Welcome Center as a resource • Initiatives: Phase 1 — Fix operations side and culture; Phase 2 — Extend reach to community to new guests. Turn each guest into a brand evangelist; Phase 3 —Vail Welcome Centers are universally recognized as bet in class offering , rf 3 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v �'' I rart �: �ompany uverview, txperience ana �,tuaiirications - ie Who Callosum Is Callosum, a branding consultancy, helps companies align the brand platform from three perspectives.1) People: Transforming businesses and professional individuals into brand ambassadors who deliver consistent, polished, and memorable client communication and interactions through workshops and coaching in leadership, presence, wardrobe/grooming, speaking and etiquette. 2) Companies: Corporate identity, marketing collateral, web sites and social media channels. 3) Products/services: Concept to market. Through brand alignment clients achieve increased client retention, improved customer experiences, and enhanced brand value. Callosum team values are leadership, innovation, integration and engagement. Callosum, a branding consultancy, as a stand-alone entity, has the capacity and resources to successfully manage the project and achieve the outcomes this RFP has outlined. Callosum core capabilities include talent development, brand and identity development, creative services and product development all inside the framework of account and project management. Additionally a key Callosum belief is "trust the experts." Effectively securing talent is core to the Callosum business model. On a project by project case, a team is built based on client needs and best-of-class partners to harness the collaborative expertise needed. The team enhances the core capabilities of Callosum and its Founder/President, Clare Hefferren. Currently the Welcome Center/ Community Host Program project team and respective responsibilities include: • Clare Hefferren (Project lead & accountable contract point person): Business/finance, Communications, Creative, Brand Ambassador Training • Adam Sutner of MKT VAIL (Sub-contractor): Strategy, New Product Development, Marketing Development, Service • Mike Griffin of Radium Communications (Sub-contractor): - - - Operations, Technology, Infrastructure As a team, we hold a demonstrated track record of partnering effectively with the Town of Vail. Extensions of current Town of Vail contractual roles leverage another touch point with the Vail customer to complete the marketing circle. As individuals, our bandwidth commitments are reasonable and current contracts naturally align to create a cost-saving efficiency in new ch�nel knowledge transfer. rf 4 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � Current Town of Vail contracts: • Hefferren: Commission on Special Events Event Liaison and Economic Development Assistant • Sutner: VLMD Marketing Strategist and Commission on Special Events Marketing Strategist • Griffin: IT Project Manager As professionals, we are cognizant of the potential for conflict of interest and understand compartmentalizing projects is imperative. We are committed to serve the town with its best interest in mind and will not provide preferential treatment at any time. Callosum has a seamless operational infrastructure in place with vetted vendors and software platforms. Our partners include: • Accounting Firm: RockstarCPA since 2009 • Daily bookkeeping: QuickBooks since 2002 in conjunction with quarterly meetings with RockstarCPA • Payroll: ADP since 2010. Callosum will change to below payroll partner at project start • HR Services: PEO Diversified Human Resources includes payroll services (web portal, payroll, direct deposit, unemployment, e-verify, time off tracking), Insurance and Benefits (worker's comp, claim tracking, benefit plans, FSA accounts, AFLAC, Cobra) HR Consulting (employee manual, policies and procedures, HR compliance training) and Risk and Safety Services (OHSA audit) • Business Liability: State Farm • Business Advisor: Philippe Lavie of Key Road Enterprises Clare Hefferren of Callosum Role: Business/finance, Communications, Creative, Brand Ambassador Training Resume: Appendix A Linked In Profile: http://www.linkedin.com/in/clarehefferren Adam Sutner of MKT VAIL Role: Strategy, New Product Development, Marketing Development, Service ; Resume: Appendix B ' Linkedln Profile: http://www.linkedin.com/pub/adam-sutner/17/3b0/a21 �^'�-,��'`� .'�, � _.�. `'�--- Mike Griffin of Radium Communications Role: Operations, Technology, Infrastructure , Resume: Appendix C rf S � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v �'' I Business operations encompass three fundamental management imperatives that collectively aim to maximize value from business assets. Imperatives are achieved by: 1. Generating recurring income of goods and services for a profit 2. Increasing the value of the business asset 3. Securing the income and value of the business through demand, uniqueness, competitiveness, quality, efficiency and importantly the community's regard for the business The Welcome Center/Community Host Programs are designed as a service to the community and its guests. The current model serves all Vail business license owners equally under complimentary terms and does not lend to making a profit; that said the Callosum team will explore ways to make it more sustainable during Phase 3 of our plan. The current value comes through providing engaging authentic interactions, highest quality services which promote and advertise merchant and lodging offerings while maximizing center physical spaces to best represent the Vail branded experience. Building awareness of the Vail community and the activities therein occurs when an individual steps inside the doors of the Welcome Center or speaks to a Community Host. It is these interactions which Callosum has the ability to frame. A universally held belief by our team is that great brands and great guest satisfaction are built one interaction at a time. Every touch point matters. All three project leaders have proven track records on providing marketing, branding, speaking skills, training programs, project management and business management expertise. The strongest assets are the human assets - staff and volunteers. One Callosum tagline is "People- First Branding," which highlights our focus to develop staff as brand ambassadors by aligning personal and company/town values harmoniously. Investing in staff through training, they will engage with guests and collect information from merchants and event producers, then push out to the community through communication channels. Every staffer needs to behave at all times as an advocate and evangelist for Vail's world class offerings. We call this a `culture of ownership', a key philosophic standard held by most of the world's great service organizations including Southwest Airlines, Nordstrom, McDonald's and Jet Blue, all Net Promoter Score leaders in their categories. It is our belief that the physical spaces are potentially underutilized assets. Lionshead Welcome Center is a beautiful space whose use has not been fully realized. Early awareness is probably something that will be improved over time. But equally, our view is that the Lionshead Center still needs to develop its own core personality and reason for being. Like any great brand, it needs an identity, it needs to be kept vibrant, it needs reasons for guests to consider it and utilize it again and again. The same can be said of the Vail Village Welcome Center-which is currently under r consideration for remodeling and as such is also a candidate for a similarly oriented re-think. Its ( � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � optimal location we believe is an opportunity to especially inject new value into its offerings and experience. Technology is a strong component for guest and community engagement. Callosum plans to research current and leading technologies to integrate into the Welcome Centers and Community Host Programs. Our team understands that some visitors will use technology based resources for their source of information while others prefer traditional resources such as a guest services agent or brochures. To best serve our guests, we will not only have the right mix new and traditional resources but also work to integrate them so that people can access to the information they need at any time, in any place. Our ultimate goal is to use new and existing technologies with traditional resources to create a seamless network of information for the guest and front-line staff. Clare Hefferren Business/finance, Communications, Creative, Brand Ambassador Training • Callosum Creative: o Launched cross-functional company brand ambassador training and development program including workshops and coaching. o Account, Sa/es & Services: Marketing, outreach, pipeline management, project management, vendor management, customer support and financial accountability o Client - Town of Vail; Event Liaison: Maintain a sustained injection of marketing expertise, liaison to further knit together town events and Commission of Special Events (Commission on Special Events) strategic goals with individual event guidelines for marketing and enhancing each event through the Marketing Checklist. Assist in aligning the Commission on Special Events with the Vail Local Marketing District (VLMD) marketing strategy to review marketing plans against marketing checklist and suggest opportunities for more success through promoting alternative venues, activation and local producer assistance. Optimize the event platForm through comprehensive communication of all channels. o Client— US Cellular: Created and delivered year-long Leadership Development & Executive Presence. 60% of participants promoted within a year's time o Client— Consumer Specialty Products Association: Annual conference keynote regarding Brand Ambassadorship • Putnam Sourcing Group: Managed 17 accounts with total annual value of$2.3 million. Provided excellent client service and seamless flow of product, facilitating quarterly calendars through daily contact with clients and overseas factories. • Move.com: Built Creative Services department, an internal ad agency, from zero to $2.2 million budget through corporate identity, print advertising, trade shows, direct mail, promotional goods and Internet advertising. Created strong brand equity; company's value increased from $150 million to $1 billion in 16 months. Managed four advertising ag�cies and internal design team across ten brand divisions in order to maintain brand equity. '] � www.CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � Adam Sutner Strategy, New Product Development, Marketing Development, Service • MKT/VAIL: o VLMD Strategy Consultant o Commission on Special Events Strategy Consultant • Vail Mountain: Director of Sales and Marketing • Polaris: Corporate Marketing Manager, Side By Side Division Marketing Manager • Nissan: Community Channel Experience. Have extensively managed large franchisee and dealer marketing enterprises both in the USA and abroad. This experience has allowed development of the understanding of dynamics between the customer, the brand, and the community, a dynamic not unlike that which the Welcome Centers sit at the middle of. This experience has developed a keen and effective sense for what constitutes value for these disparate constituents and how to effectively and consistently deliver it. Mike Griffin Operations, Technology, Infrastructure • Radium Communications: o Town of Vail Information Technology Department: Implement new software and hardware. Work with town staff on general support, social media, devices, new programs and content management of vailgov.com website. Provide new technology research and recommended direction in coordination with Town of Vail Community Information Office, manage and troubleshoot touch screen virtual concierges/media wall. o Action Machinery: Staff training on aspects of communications, client feedback, sales and customer service. o Town of Vail / Vail Street Sa/e: Coordinated and managed for several years, requiring working with town businesses, public safety and various marketing outlets. o Town of Vail /Vail Community Host Program: Coordinated and developed training materials, hired talent and trained hosts, worked in conjunction with Vail Resorts Community Guests Services program to better utilize resources and information. • Colorado Mountain College: As an adjunct professor, teach students aspects of speech development, delivery, and analysis. Curriculum development meets course goals and guidelines as well as state requirements. • Christy Sports, Vail: As the Assistant Manager, along with retail sales and service, responsible for store budget management, hiring and training employees and merch�ndise $ � www.CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � buying. Additionally took a lead role in resolving customer disputes and general customer service duties. • Vail Valley Chamber and Tourism: As the Visitor Services Manager, oversaw daily operations of the Vail and Lionshead Welcome Centers. Responsibilities included managing staff, budget and coordinating the Volunteer Community Host program in conjunction with the Town of Vail and Vail Resorts. Clare Hefferren • Jed Katz, move.com —Appendix D • Sonny Kerstiens, Commission on Special Events —Appendix E • Board of Directors, Vail Valley Business Women —Appendix F Adam Sutner: • Upon request: Vail Resorts, VLMD and Highline Sports and Entertainment Mike Griffin: • John Power, Retired; Former Town of Vail Director of Human Resources, Safety & Risk Management -Appendix G ; � r� ',^ ,�� ' `-�,' ��'t� ,-•� _.�. `'�--- �' , rf g � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v �'' I Collaboration is key to our success. Collaboration means working fluidly as teammates to develop relationships rather than transactions. Encouraging independent thinking allows the team to be innovative, bringing new ideas for discussion. People Priorities Processes Progress Productsl Services From a strategic perspective, vision, mission, values and goals are the hub. The consecutive steps include: • Assess risks, opportunities and impacts • Define goals, strategies and policies • Implement strategies and policies in company value chain • Measure and monitor impacts and progress toward goals • Communicate progress and strategies A successful customer experience is based on human interaction coupled with technology, education, adaption and speed of the above model. ; � r� ',^ ,�� ' `-�,' ��'t� ,-•� _.�. `'�--- �' , rf IQ � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v �'' I rart .s: rroposea �susiness rian The overall timeline reflects a gradual progression over the next three years toward performance as a World-Renowned mountain resort community. The Welcome Centers and Community Host Program can realize increased efficiencies in the immediate to short-term future. Achieving additional efficiencies, such as health and wellness solutions and increased/improved communication with merchants require additional time. The application is presented in phase format to cover a roll-out plan over the course of a 3-year contract. Phase 1: Maintain the 2012 operational framework as described in the RFP • Duration: 4-6 months (Sept 2013 - Dec 2013) • Deliverables: Re-vitalize operational side and employee culture • Budget: Callosum considers these to be low or no cost initiatives Phase 2: Low-cost community outreach and brand positioning initiatives • Duration: 6 months (Jan 2014 - June 2014) • Deliverables: Extend reach to community and new guests; turn each guest into a brand evangelist; gradually and systematically add new product and operational offerings • Budget: Callosum considers Phase 2 new initiatives to have nominal costs Phase 3: 2015 & Epic Discovery Preparation Initiatives • Duration: 1 year + (July 2014 - Dec 2014) • Correlates with brand strategy of Vail Local Marketing District by 2014 • Deliverables: Targeted to align with timing of 2015 Alpine World Championships, a Welcome Center product and service offering recognized as best in class • Budget: Callosum considers that sustained reasonable investment will be required to reach this level ; � r� ',^ ,�� ' `-�,' ��'t� ,-•� _.�. `'�--- �' , rf 11 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v �'' I Our overall marketing vision is to help elevate the Welcome Centers from what Callosum perceives as a passive or reactive mode in which a guest enters and their questions are answered in a helpful and positive manner. We see this as `cost of entry' in today's world, a minimum requirement. While the cost of entry has sustained good customer satisfaction results, our belief is the Welcome Centers can work much harder to proactively deliver the guest experience. In doing so, the Centers become a more active asset in delivering and exceeding guest expectations. Aligned with our Three Phase context, Callosum plans to introduce marketing experiences over time that would begin to help transform the guest Welcome Center Experience. Our first and most important role is to optimize the operations side and develop a new culture for the Welcome Centers and Community Host Programs. Callosum considers these to be low or no cost initiatives. Staff Culture: Outcome: An engaged staff While it is recognized that current staff are quite good and effective in their roles, our belief is that there's been a stagnancy of leadership that's led to a perceived complacency of staff. The complacency inevitably passes to the guest through emotions, body language and missed opportunities. Our belief is that good enough is not enough. Callosum will inject a renewed excellence spark in the culture. This is not a costly initiative, but simply a change in behavior— through non-financial rewards, creation of a culture of ownership, leading from the front orientation by new management and the presence of a proven community leadership experience. Leveraging knowledge and existing lateral assets (tickets, VIP experiences, merchant and partner merchandising) will accomplish this behavioral change. The management team's extended relationships and community credibility infuse into the staff as a rallying point. As an example, Zappos, one of the finest service organizations are experts at culture development. At Zappos, all management spends the first six months on the phones and empower employees to make service decisions. One idea we have is have two staffers visit Zappos, immerse themselves in the culture and report back to the entire team. This will serve as an employee culture builder furthering the `culture of ownership' sensibility. While Callosum expects minimal staff turnover in contract transition, we believe relevant and opinion leading staff re-calibration will add value. Over time the staff will comprehensively represent our current and desired target audience. We see adding multi-lingual capabilities and a more balanced audience demographic representation in terms of age, ethnicity and culture. `� rf IZ � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � As another example, The Nordstrom Effect: Nordstrom is well renowned for its customer service. Examples include big service items (return policy, service attentiveness, physical appearance and quality of infrastructure) to small service items (memorable check out process where the employee steps from behind the counter to physically hand each customer their carefully wrapped purchase). These are good examples of changing a customer's perception by changing your behavior. In 2013 the salutation, `Welcome To Vail' was introduced and became a rallying cry. Sustaining the `welcome' and bracketing it in a closing element, a unique `I Heart Vail' pin will be presented to the guest at the close of each interaction. Pins will be purchased in bulk at a modest cost. Similar to the Nordstrom closure each guest is left with a highly positive experience. The pin adds a word-of- mouth branding aspect and actual branding. Look no further than the Vail Resorts success with St. Patrick's Day, St. Valentine's Day stickers and Vail 50th pins. Technology: Outcome: Improve guest interaction While current technological capability is good, Callosum will further develop the practical application of technology to add value to the guest experience. This is in line with Vail Town Council objectives, guest expectations and knowledge base. The signal that well used and helpful technology sends our guests about the Vail brand is solid. Phase 1 Technology Initiatives • Complimentary guest iPad stations: 3-4 per Welcome Center, activated in a kiosk with home page default set to Vail.com and pre-set helpful links such as: Vailgov, Central Reservations Lodging, Colorado Mountain Express, Colorado Department of Transportation road conditions, upcoming Commission on Special Events event web site. Stations follow the lead of world-class hotels which include them as part of the check in process for practical and branding signal. • iPad CRM Initiative: iPad stations support the anticipated growth of Vail's CRM initiative by acquiring names for the Town of Vail database. The interface would be concurrently developed for event producers, Vail Community Hosts and merchants. Budget permitting, each week a promotional sweepstakes with a modest incentive, or even a daily incentive would encourage guests to register. For example, a small sized thumb drive works as a pre- loaded photos/video and as a marketing/branding tool. This initiative is not included in the budget as we intent to secure in-kind sweepstake gifts. • ipad Stewardship: The interactive monitors would become dynamic and seasonally oriented; our management team's skill sets add value and greater real time contenet � stewardship. • Video walls and monitors would receive the same improved stewardship • Digital Whiteboards: Like the Vail Mountain chairlift whiteboards, Callosum will install similar units as a place for a guest to leave a note, staff to reflect their personality, d�y Vail trivia with prize awarding, a topical announcement or tunnel construction updates. 13 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � Service Mapping: Outcome: Optimized touch points of guest interactions An idea borrowed from Vail Resorts (Disney originated): The new management team will conduct a comprehensive `service touch point mapping' during the first six months of stewardship — mapping each permutation of a service interaction. Each place a customer touches our service will be notes —whether in a Welcome Center, via a Community Host, or even in the parking structures. Once mapped, a staffer, one each, is given a touch point and asked to recommend an improvement which will surprise and delight the customer. For Vail Resorts, numerous low cost/no cost initiatives emerged, such as greeting pass-holder by name in the maze, playing happy birthday on the PA on a customer's birthday, free Valet parking for an over-stressed family on a frontage road over-flow day and milk and cookie gondola rides. This low-cost initiative changes culture by empowering each staffer to make an improvement. ; � r ,�� •� � `'�,' '�t ,-•� _.�. �'�`--- �' , r'f 14 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � In January 2014, Callosum will have a firm grasp on culture, technology platforms and service mapping. We will move forward to extend reach to community and new guests. In doing so, each guest will be converted into a brand evangelist. Callosum considers Phase 2 new initiatives to have nominal costs. As we rollout Phase 2, details are intentionally left out so as to allow project to mold, based on Phase 1 knowledge. Phase 2 initiatives may include • Visualize and articulate Health & Wellbeing • Callosum will set the stage for aggressive and concrete development as part of the Vail Local Marketing District Advisory Council strategy to align the Vail community on its understanding • Provide aggressive community and stakeholder leadership • The Welcome Centers will work with the Vail Local Marketing District Advisory Council to evolve the Welcome Centers look and feel to reflect a sense of the new brand positioning • As community infrastructure further develops, as our collective `proof points' in the way Vail is experienced develops, and as more enterprises develop, these will be incorporated more concretely into our brand and experiential offering of the Vail Welcome Centers. This will take the form of physical constructs, way finding and directional information, collateral and literature, technology infrastructure and staff knowledge. • Welcome Centers will help the Vail Local Marketing District Advisory Council set the stage and pave the way forward for Health & Wellbeing development as a brand asset and to bring it to life as an experiential proof point By June 2014, Callosum will align with the brand strategy of Vail Local Marketing District until Vail Welcome Centers are universally recognized as a best in class offering. In order to reach Phase 3 objectives, Callosum considers that sustaining reasonable investment will be required. As we rollout Phase 3, details are intentionally left out so as to allow project to mold, based on the previous phase knowledge. Phase 3 initiatives may include • Full alignment with 2015 Alpine World Championships • Full alignment with EPIC Adventure development as referenced in detail earlier • Continue to build out Health & Wellbeing infrastructure • Leverage new technologies such as personal devices to provide information at in town bus stops for way finding and information • International focus: Translation software • Creation of a comprehensive email database of all relevant town stakeholders. For example: Merchants, restaurateurs, Vail Resorts key contacts (ski school, F & B, security, etc.), hotels • Annual competitive landscape analysis , rf IS � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � • Food & Beverage capability along the lines of pop up carts, boutique-style cafe setting, coffee corners, etc. • Stay connected and in tune with town staff, Council and Community so that Welcome Centers are always a reflection of the current Vail sensibility Here are additional suggestions intended to faciliate thinking by Town of Vail. See Appendix H for details. Below you will find a SWOT Analysis, target markets, market channel definition, short and long term goals, brand development and creative development. Strengths • Physical design and prominent location • Staff continuity and knowledge base • Funding levels • Experience level Weaknesses • One-dimensional customer base (i.e. day and car travelers) • Limited community visibility • One-dimensional staff profiles • Language skill sets • Cultural stagnancy • Not as yet fully integrated with the overall Vail marketing framework • Vail Resorts detachment • No systematic research evaluation tool in place Opportunities • Integration into overall marketing framework of Vail - - • Proactive engagement of customers • Name acquisition potential • Perceived greater luster and value amongst stakeholder community and Vail community • Better use of current and emerging technologies • Increase positive impact on key guest measure of Net Promoter Score • Generation of revenue streams `i • Active tool of the overall Vail brand footprint rf 1( � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � Threats 1. Cultural complacency 2. Staff turnover in the event of management change 3. Erosion of community support 4. Continued funding support • Overall: Flourishing Families as defined by Nielsen Research Company: Brand-aware Athletic activities Global-awareness Seasoned travelers Eco-friendly Health-conscious Financially secure Family-oriented Established Affluent. //Vail guests: Families Well-traveled Value rich experiences Sense of adventure Participants Engaged and thoughtful Edgy perception o Primary: Front Range day travelers and overnight guests, or people traveling West on I-70 who stop for information o Secondary: Destination visitors in town for overnight stays o Tertiary: The Vail stakeholder community (i.e. those merchants, hoteliers, sales and marketing community, with a vested interest in the Welcome Center enterprise) • CRM Data Acquisition: A technique facilitated by the iPad name acquisition tool, would include each staffer asking the question, "Where are you from?" This data will provide a yardstick for understanding our customer • Electronic guest book: Similar to the book used by the Town at the Spring Community Meeting in an improved, attractive electronic package Callosum sees the market channel landscape as an important piece of our knowledge base. • Walk-In Channel: Currently the main consumer sector— mainly drive/day/and overnight visitors • Lodging Channel: Callosum will aggressively develop the lodging channel as an essential component to growth. Working with the Vail lodging community to raise the visibility of Welcome Centers as a guest resource, concierge resource, and first guest stop before exploring Vail. This will also work in a virtual sense, as the Welcome Centers are an asset to the hotel concierge and front desk staff. • Community Channel: Greater development between the Welcome Centers and rank and file merchants, restaurateurs and retailers can and should take place. This relations�p currently exists as a passive Welcome Center role. We will work far more aggressively with 1'] � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � community to leverage offers, promotions, opportunities and other value add, while not turning the Welcome Centers into a retail sensibility. • Vail Resorts Channel: While this relationship is not broken, Callosum sees an upside opportunity to better integrate particularly with the new 2014 EPIC Discovery product. It is especially important for westbound I-70 car travelers who may find a stopover appealing. Vail Resort's core strategy is to target westbound drive traffic headed to the National Parks who have not historically considering stopping in Vail. The Welcome Centers need to be a highly visible, knowledgeable and passionate proponent of this new product. Callosum believes its unique Vail Resorts relationship is well suited to support the relationship. • Guest Satisfaction methodology: Extend Vail Resorts winter guesat satisfaction survey to summer hosts by the Town of Vail by using the Net Promoter Score process. The first sampling will serve as a baseline. This would be a Phase 2 or Phase 3 initiative and is therefore not listed in the year 1 budget. • Feedback: Word of mouth, community feedback and guest feedback • Strategic Alignment: Alignment with Town of Vail strategic goals, as well as the Vail Local Marketing District and Commission on Special Events strategic alignment. ; � r� ',^ ,�� ' `-�,' ��'t� ,-•� _.�. `'�--- �' , rf 18 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v �'' I • A vital role in representing the Vail brand as any other marketing asset such as advertising, photography and video. The Centers will manifest in physical appearance, every daily interaction between staffers, guests through the complete length of visit for a customer. • A well-integrated position in a virtuous circle together with the Vail Local Marketing District Advisory Council and Commission on Special Events, as well as Vail Resorts Marketing, all revolving around a shared sense of the Vail brand. CSE .�. �ht Vail VLMDAC +,/ai Welcome ':9'�� Centers _�, Vail Resorts • Baseline 2013 significant steps forward: o The construction of the new Lionshead Welcome Center o The robust signage initiative in and around Vail's 50th Anniversary o The current contractor undertook modest staff training related to aligning their knowledge level with the Vail brand and associated marketing activities. As detailed above, a notable behavioral change was the introduction of the shared salutation, "Welcome to Vail." Our team will continue both initiatives with a more aggressive and varied level of training. • Benchmark service organizations: Systematic auditing and understanding of benchmark service organizations such as Zappos, Nordstrom, Disney, Southwest Airlines and notable hospitality brands (e.g. Four Seasons Hotels). Initiative would take the form of desktop research via liaison with our extensive contacts. Benchmarking competitive brands known to do service particularly well include Utah's Deer Valley and direct Vail Resort competitors such as Aspen and Steamboat. Our team would look for business expense support for this purpose. • 2015 World Alpine Championship: The Welcome Centers have made significant strides and we'd sustain this strategy momentum and build around it. Our understanding is that at the beginning of the 2013/2014-ski season, the 50th signage will be replaced by 2015 World Alpine Championship signage. • Signage: The top of the South facing steps leading up to the Vail Village Welcome �nter, showcases a large external sign currently supporting the 50th. We'd like to use the space to support the new Vail Local Marketing District Advisory Council inspired print advertising look Ig � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � and feel — attractive and compelling. We'd discreetly import similar designs into the interior spaces. The current movement to apply designs inside the LHWC is and example of integration efficiency the Vail Local Marketing District Advisory Council/Commission on Special Events can bring. This basic integration should be planned for and funded by any one of the three main Town of Vail marketing enterprises; the Vail Loca/Marketing District Advisory Council, the Commission on Special Events or the We/come Centers. One of the virtues of an integrated brand framework is budget flexibility. • Health and Wellbeing: In line with the Vail Local Marketing District Advisory Council's re- calibrated brand strategy direction for 2013 and beyond, we understand that the notion of Health & Wellbeing has been incorporated into the fundamental brand positioning. Key to its success in developing will be the gradual and systematic introduction of`proof points' (real experiential deliverables supporting the brand objectives). The Welcome Centers are a key development part. o A Phase 2 initiative: Work together with the Vail Local Marketing District Advisory Council, Suzanne, and other key community stakeholders to introduce a strategy support. The form may be physical installations, visual, or practical oriented to customer information dissemination. The objective is to create a quick and impactful impression of Vail's brand particularly related to the Health & Wellbeing aspect. A good analogy is the design approach Motor Show companies take towards designing stands — a moving, casual visitor should take in the main idea in a single visual sweep. • Efficacy: Callosum will measure Welcome Center efficacy via measured research as an addition to the existing winter guest satisfaction research with Town of Vail Community Information Officer to develop a related methodology for summer. In clarity and strategic alignment with Town of Vail Council, Vail Local Marketing District, Commission of Special Events and Vail Resorts, Callosum will deliver creative materials with exemplary best of class `advertising agency' caliber work. For examples look at Town of Vail King of the Mountain, Vail Rocks! and Vail Jazz Fest materials. r: ,,,^ ;� � `'�,' '�t ,-•� _.�. �'�`--- �' , r'f ZQ � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � Technology plays a secondary, yet imperative, role to human interaction. Many guests will want human interaction so they can ask open-ended questions such as, "This is our fist time to Vail, what should we do?" In this scenario, the Welcome Centers and Community Hosts are there to interact with the guest and let them know all that Vail has to offer and how to best enjoy that. Technology will serve as a secondary resource for these guests. Something they can refer back to for specific answers as their Vail experience progresses. Other guests are more comfortable deferring that human interact at first to utilized touch screens, apps and mobile devices as a resource to find the information they need. Regardless, we look to provide the visitor with a seamless experience through the use of new technologies and traditional resources that guests can access at the time they need it. As foot traffic increased in the Lionshead Welcome Center and the future remodel of Vail Village Welcome Center, the ability to allow guests to engage independently becomes increasingly important. Technology also provides an alternative method of engaging, learning and digesting information. Components of our technology plan include: • Vailgov.com Events Calendar: Work with Town of Vail IT department to further develop and manage Vail-Calendar.com, making it the main event community calendar. Welcome Center staff will be responsible for populating and managing the content of the calendar so that it is accurate, up to date and comprehensive. • Way Finding: Be an active member of the Way Finding Committee. Have a representative from the Welcome Center attend the Way Finding Committee meetings to help develop future technologies to assist with the guest experience • Wi-Fi: Offer free Wi-Fi for guests in the Welcome Centers. Promote this as a hot spot so Vail Visitors know where they can connect to the Internet. Collect feedback for the new town-wide Wi-Fi system, Vail WiFi. Reach out to the vendor Crown Castle and the Town of Vail IT department with feedback and visitor comments. • Social Media: Work with the Town of Vail Community Information office to develop a comprehensive social media strategy including how it will be integrated with Vailgov.com. Work with Town of Vail Community Information Office to monitor posts on social media related to Vail. Develop and manage a Facebook page in collaboration with Town of Vail Community Information Office. • Virtual Concierge: Maintain the Vail Brand. Seasonal updates of information. Monitor use by locations and make adjustments to better utilize touch screens and better serve guests. For example: how is the LHWC touch screen used compared to the LHTC (transit center) compared to VVWC. Identify additional locations for touch screens and schedule most effective content based on traffic flow and time of day. ,� rf 21 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � • Media Wall: Maintain the Vail Brand. Post the latest videos of Vail signature events. Schedule content that relates to current event or visiting groups. Promote year-round seasons. Feature full length video for special events such as showing the Vail 50th Anniversary film. Run video footage from Vail Local Marketing District commercials. Run video footage from special events to highlight Commission on Special Events-funded events. • Events Info: Be the town-wide source of event information. Promote events through our social media outlets. • Applications (Apps): Identify or leverage technologies and applications to enhance the Vail experience. Work with programmers to manage the development of any applications. A seamless Callosum financial system has been in place since 2005 with vetted vendors and software platforms. • Achieve top-tier financial management operations of the highest quality and integrity • Commercial best practices — Look at financial systems utilized by industry to identify ways to streamline and improve systems • Automate payroll with online software platform for elimination of manual entry • Set up paycheck auto deposit with email confirmation • Create ongoing systems and provide Town of Vail with monthly reliable, timely, and complete financial reports • Accounting Firm: RockstarCPA since 2009 • Daily bookkeeping: Quick Books since 2002 in conjunction with quarterly meetings with RockstarCPA • Payroll: ADP since 2010. Callosum will change below payroll partner at project start • HR Services: PEO Diversified Human Resources includes payroll services (web portal, payroll, direct deposit, unemployment, e-verify, time off tracking, employee time & attendance), Insurance and Benefits (worker's comp, claim tracking, benefit plans, FSA accounts, AFLAC, Cobra) HR Consulting (employee manual, policies and procedures, HR compliance training) and Risk and Safety Services (OHSA audit) • Business Liability: State Farm • Auto Liability: Geico. Hefferren holds individual policy at required Town of Vail's requirement to ensure comprehensive coverage is secured. J ��. rf 22 � www.CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � Since 2010, Callosum has utilized CRM software through 37siqnals. The products include a database (Highrise) and project management (BaseCamp) and are highly versatile for a collaboration, project management and time management. Operationally the Welcome Centers will be maintained consistently with the Vail brands. A weekly walk-through will ensure facilities are in excellent condition. Should anything need attention, the appropriate person will be notified beginning with Welcome Center personnel first. The condition, care and upkeep costs including vestibules, windows and interiors will be Callosum's responsibility. Should repairs be needed which fall under the Town of Vail maintenance contract, a Town of Vail public works staffer will be notified and tracked for repair. Welcome Center staff will continually stock brochures and publication from Vail licensed entities abiding by the Vail First/Vail Only Policy. Vail Village and Lionshead Welcome Centers will be staffed no fewer than 16 hours a day and no more than 22 hours a day collectively with a maximum of 7600 (from 5784 hours listed last year) operational hours for the contract period. Schedules will be based on visitor flow, special events and I-70 closure considerations. Staff Organization • 1 - Director: Hefferren • 1 - Strategy, Product Development, Marketing Development and Service Consultant (Callosum 1099) • 1 - Operations, Technology, Infrastructure consultant (Callosum 1099) • 1 - Welcome Center Supervisor- hourly $19 (Callosum W-2) • 6 - Guest Services Representatives - hourly $13/hr (Callosum W-2 part time) • 20 - Welcome Center Ambassadors— (Volunteer) A Phase 2 initiative. See below for role framework. Separate from Host Program. This would give Welcome Center Staff assistance during peak times (summer). Unlike hosts, these volunteers would not have to be out in the elements, could sit down and would have staff as a resource for the more difficult questions. The idea is for Vail Stakeholders (Town of Vail Staff, Council, Locals) to get some face time in front of guests. • 40 - Community Hosts (Volunteer) J rf 23 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � Staff Job Descriptions • Welcome Center Director (Hefferren) • Welcome Center Supervisor • Guest Services Representative • Welcome Center Ambassador-A Phase 2 initiative separate from Community Host Program. This would give Welcome Center Staff assistance during peak times (summer). Unlike hosts, these volunteers would not have to be out in the elements, could sit down and would have staff as a resource for the more difficult questions. The idea is for Vail Stakeholders (Town of Vail Staff, Council, Locals) to get some face time in front of guests. • Community Host See Appendix I for job descriptions. Center Hours Based on Seasonality • Shoulder Seasons: Sept. 15 — Nov 15, April 15 —June 15: 9:00 a.m. - 5:00 p.m. • Winter Season: Nov. 16 —April 15: 8:00 a.m. - 7:30 p.m. • Summer Season: June 15- Sept. 14: 9:00 a.m. - 8:00 p.m. Community Host Hours Based on Seasonality • Shifts include peak season weekends (Saturday, Sunday) and holidays. May expand to Fridays. Typical Daily Schedule • 1 Welcome Center Director or Supervisor on site • 4 Guest Services Representatives - 1 each location - 1 AM shift, 1 PM shift. During summer season and expanded winter hours. Summer has one hour overlap for restocking, etc. and Welcome Center Ambassador during peak times. • 4 to 8 Community Hosts on weekends and holidays - 1 AM shift, 1 PM shift based on seasonality. The seasonal hours represent Callosum's proposed increase in hours to 7600 (from 5784 hours listed last year) in order to provide better guest service. All seasonal dates are flexible according to varying opening and closing dates. The Vail Village Welcome Center will open to assist travelers until 10:00 p.m. during I-70 Closures. For these additional hours of operation, the Town of Vail will be invoiced $25/hour. Community Host Hours Based on Seasonality The Community Host Initiative is not viewed as a separate program that is run through th� Welcome Centers but as an extension of the welcome center operations. Hosts are an additional 24 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � role in the organization and share the same values and mission. All aspects of the community hosts are managed by the operator. Hosts will be scheduled to be on the streets of Vail Village and Lionshead on weekends, holidays and during special events during the winter and summer season. • Host will have more of a presence at special events • Winter Season: Nov. 16 —April 15/Summer Season: June 15- Sept. 14 • Experiment with mobile device using Vail WiFi to access information for guests while out on streets. • Work with Town of Vail Parking, Check Point Charlie and Vail Resorts to assist in mitigating customer service issues associated with parking and peak traffic days. • Manage host scheduling and shift and hours per volunteer requirements • Lead and mentor hosts • Define job descriptions and assign staff appropriately • Manage uniform and nametags • Recruit and manage • Manage giveaways (granola) • Create event sponsorship ideas (ex. Pink Vail pink hats) • Notify Town of Vail HR group schedule and communications Welcome Center Ambassadors The volunteer role of Welcome Center Ambassador is a new position developed to provide Vail Stakeholders an opportunity to take part in the guest service experience in the Welcome Centers. Ambassadors will work with guest service reps in the Welcome Centers interacting with during busy times throughout the summer helping to answer questions and welcoming visitors to Vail. This is a purely voluntary position with no compensation. It will give Vail dignitaries, TOV staff and long time locals a chance be on the front line and share their own experience with visitors. HR Services will be carried by PEO Diversified Human Resources inclusive of: • Payroll services: Web portal, payroll, direct deposit, unemployment, e-verify, time off tracking • Insurance and Benefits: Worker's comp, claim tracking, benefit plans, FSA accounts, AFLAC, Cobra • HR Consulting: Employee manual, policies and procedures, HR compliance training • Risk and Safety Services: OHSA audit J ��. rf ZS � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v �'' I Callosum will provide the below services through the Welcome Centers and Community Host Programs. A core objective is to attain and distribute all current and future Vail event and activities through all communication platforms, based on Town of Vail content guidelines as provided by Vail Information Communication Officer. Centers shall provide services to all Vail business license holders in an equal non-discriminatory fashion. For tracking purposes, a business referral log will be maintained. No properties, materials and/or bookings outside of Vail will be provided or promoted in the Welcome Centers or by Community Host programs. Lodging Referrals and Bookings • Operation of lodging reservation service for Town of Vail rental properties. As a Phase 2 initiative, work with Town of Vail IT department to update the lodging reservation system to make it more responsive and integrate into current Town of Vail web platform. Activities Referrals and Bookings • Centers will provide an activities desk to be proactive in booking activities provided by Vail businesses. Activities outside of Vail are left to the contractors discretion adhering to the "Vail- First" policy. Print Materials • Two monthly event posters for display in Welcome Centers • Map and directional information of Vail • Manage all brochures (rack cards) and digital information for Vail business-license holder, inclusive of Town of Vail "Vail Only" guidelines. Digital Distribution • Procurement of and distribution of Vail-Calendar.com online calendar as mentioned in the Technology Overview section. • Generate This Week in Vail weekly online newsletter from event listings in Vail-Calenar.com. • Digital literature: Manage all digital information for Vail business-license holder; inclusive of Town of Vail "Vail" guidelines. Merchants • Hospitality training is available as additional programming through the Welcome Center. See description in Training and Development section. • Send out quarterly electronic newsletter to merchants. The newsletter will reinforce that the Welcome Centers are a resource for them, state what services are provided and give an overview of the upcoming season including events, major happenings and marketinc,� initiatives. rf 2( � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � • Merchant information acquisition: Collect and maintain a current contact list of Vail Village, Lionshead, West Vail and East Vail businesses. Update quarterly via walkabouts and updates from Town business license reports. Integrated into communication platforms within and outside of the Welcome Centers including Town of Vail Sales Tax staff , Town of Vail Community Information Office and Town of Vail GIS staff. • Merchant seasonal operational schedule: Collect and maintain a schedule of current operational hours of Vail Village, Lionshead, West Vail and East Vail businesses. Update quarterly via walkabouts and updates from Town business license reports. Integrated into communication platforms within and outside of the Welcome Centers. • Host monthly Commission on Special Events - upcoming events briefing. Free to attend, opportunity for merchants to engage with event producers for activation purposes. • Merchant Mapping System: Welcome Center acts as hub for merchant mapping system. System holds merchant location, contact information and hours. Callosum responsible for collecting data and collaborating with Town of Vail, Town Council, Vail Local Marketing District. Promotional Items • In partnership with the Town, Centers to sell Vail sponsored items which market the town to the public. Examples include: postcard, tees, pins Walking Tours • Host a weekly walking tour for visitors as well as be available for walking tours for groups and special guests. The walking tour is designed as a fun way for visitors to get to know Vail. It's a tour of Vail Village and Lionshead that talks about the history of the valley, interesting stories and tidbits, gives participants a chance to get the inside scoop that usually is only available to locals. This is also an opportunity for visitors to learn about signature events throughout the year. Those taking part in the walking tour will hear what Vail's like in other seasons and why it's a great destination in the summer and winter. This provides an additional activity to take part in for groups and those wanting to take the day off of skiing. • The walking tour includes information on: o The history of Vail o Locations of ATMs, restrooms, walking paths, bus stops, hospital, etc. o AIPP exhibits o Interesting tidbits of information and points of interest o Signature events such as Snow Daze, Spring Back to Vail, GoPro Mountain Games, Bravo, etc. o Vail's renewal •.�.�'---- ';, ,n•� • Provide seasonal business acclimation tours - See below ' �' - `'�--- J ��. rf 2'] � www.CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � Additional Guest Services - Surprise and Delight initiatives • Provide cell phone charger stations • Provide PC and other device charger stations • Provide free WiFi access • Quiz at end of session. If failure of quiz, employee will be required to attend duplicate session and quiz until passed. Employee will not be able to work, and compensation/incentives withheld until passed. • After-care pings: weekly to follow with regurgitated content to continue to conversation (Vendor: Survey Methods) • Monthly evaluation: Smaller scale, incentive-based • Mid-season evaluation: Confirmation of learned skills; identification of knowledge gaps. If failure of quiz, employee will be required to attend duplicate session and quiz until passed. Employee will not be able to work, and compensation/incentives withheld until passed. • Relationship versus transactional • Add CIO as the "4th person at the table" of partnership • Attend Town Council, VLMD and Commission on Special Events meeting on a monthly basis to have an ongoing presence at a variety of events and functions to demonstrate Contractor's community involvement and outreach. • Coordinate regular monthly meetings with Community Information Officer and present written reports summarizing the activities of the centers, service enhancement opportunities, project status related to Town/VLMD/Commission on Special Events goals. • Invite Event Producers to attend and be a part of monthly WC/Host staff ineetings to brief on upcoming events • Act as resource for Vail business owner community contacts ; � r� ',^ ,�� ' `-�,' ��'t� ,-•� _.�. `'�--- �' , rf 28 � www.CallosumCreative.com 7/16/2013 � � a..v��iaC� ��.,��_. .��..___._... _�,��.._.,�. ,..anagementor .-+ � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � Talent management is multi-faceted and key to the success of the programs. The processes are designed to attract, develop, motivate and retain productive engaged employees. We are shifting for a culture of`employee satisfaction' to a culture of `employee engagement.' Definition of culture: The Welcome Center/Community Host Program culture is one where management and leadership embody team values and behaviors mirror a passion for the "Best of Life" Vail mentality to bring forth the 3 areas of physical, cultural and well being. The conditioning influences integrate strong work ethic and a balance of caring for self to create a group strive to bring forth the best. We are caring people who love living in Vail, look forward to welcoming guests and communicating with the citizens and merchants as beacons of the community. Consistent, polished and memorable learned behaviors create a sum which differentiates Vail from competitive Mountain resort communities. The below integrated framework creates a high-performance, sustainable group that meets strategic and operational goals and objectives. Talent Management Model � Recruiting ❑i�2rsity f Warkforce Planning In�iusion CullureAlign�nent �ntraarding Brand Alignment Strategi�Alignment Success�an Perfarmanca Mgmt Source Aiign Re#ention , Engagement Reward Learn& De�elon - - - ! Compensation Assessmen{ ' Cuacliin Recognitivn g �� ;,� 6rand `-.,+'" Competencies Ambassad�rshrp 4 �'r'�r ,.•� Leadership y � .-.� _ �'�'-- Qe�efopment � � ��! , �� 29 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � In alignment with exceptional quality service, contractor and employees will provide: • Contract management will model leadership, optimism and exemplary customer service to team and guests • Staff will familiarize self at shift start with day's press, road conditions and events calendar • Accurate information: Information and direction provided by employees will be accurate and in accordance with "Vail-First" and "Vail-only" policies through all resources. • Convey key Town of Vail/VLMD messages in every guest and community interaction • Staff will be encouraged to come out from behind the desk to engage with all guests— walking over to greet across the room • Brand Ambassadorship: Employees are beacons for the Town of Vail and will engage with all guests in a friendly and informative manner, including: o Greeting all o Welcome to Vail statement o Thank you and goodbye o Eye contact, smiling o Teach guests to use touch screens and media wall o Guests wait no longer than 5 minutes & will be given an estimate to waiting time • Guest needs: o Listen to determine needs o Introduce guests to self-service displays to facilitate time o Through asking questions, employees to gauge guest needs based on demographics — ex. Single, with kids, age, fitness, etc • Resources: o Knowledgeable and fluent in all resources— printed, web, touch screen, media wall o Serve as primary contact with Vail Resorts management on issues of parking, passes, products, marketing, etc. • Uniform: o Name tags— staff and community hosts o Dress code and grooming o Contractor shall create a name tag system for its staff to coordinate with hosts. o Contractor shall provide to employees guidelines for appropriate dress code and grooming based on team bonding/culture Four stages of training and development ; • Recruiting and Hiring ,`� �,,� • Employee Training �;� o Hospitality Training ; `-�--- o Community Host and Welcome Center Ambassador Training Program o Guest Service Rep Training , • On-boarding • Professional Development rf 30 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � Three demographic groups are eligible • Vail business-licensed merchants • Community Host Volunteers and Welcome Center Ambassadors • Guest Service Representatives and Supervisor The three groups may attend a single training or all three stages. 80% of guest services and community host training will overlap and be delivered as a group for efficiency. All training programs will include After-care - brief weekly follow-up digital pings to quiz content taught and continue to conversation, increasing retention. Hospitality Training Program - i.e. aka Level 101 • Intended audience: Avaliable to Vail business-licensed merchants • Frequency: Multiple sessions will be offered in the fall and spring shoulder seasons. • Modules will include: o Classroom Discussion o Walking Tour • Overview: This three hour training session consist of two parts designed to give front line staff a foundation of knowledge about Vail and instill a basic level of guest service practices. It's a great guest services training resource for Town of Vail staff, Community Hosts, Welcome Center Ambassadors as well as front line employees of any business or organization, including the Town of Vail, that would like to send their employees through the course. Incentive could be given to businesses to encourage participation. Anyone new to Vail is highly encouraged to participate. The idea is to have a common understanding of Vail, the history of the area and a basic level of"Vail Guest Service" practices so that guests will experience a consistency that is at the high level expected. Participants will be shown examples and expectations of guest service practices throughout the entire course. They will also be shown how these practices will benefit them to make their own time living and working in Vail better. • For detailed curriculum, see Appendix J. Community Host/Welcome Center Ambassador Training Program - i.e. Level 201 • Intended audience: Welcome Center Community Hosts and Ambassadors • Frequency: Upon hiring. -; • Modules may include: � o Review of Hospitality Training Program �^.,�,'•� o Individual training on use of available resources and technologies o Individual training on guest interaction and personal brand • Overview: All hosts will join together to attend this orientation at the beginning of the summer and winter season. During the orientation, guest services best practices, what's new� Vail, 31 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � review the Vail brand, available technology overview and upcoming special events will be coverered. A joint session allows new hosts an opportunity to learn from the veteran hosts. Guest Services Representatives and Supervisors Training Program - i.e. Level 301 • Intended audience: Guest Services Agent • Frequency: When starting the program as a new employee • Modules may include: • Review of Hospitality Training Program. • Review of Community Host/Welcome Ambassador Training Program • Individual training on use of available resources and technologies • Individual training on guest interaction and personal brand • Overview: Designed specifically for paid staff with a goal of becoming a Welcome Center expert. This training completes the employee series and provides staff fluency in "all things hospitality" and Welcome Center positioning to provide guests and community with comprehensive resources for a Vail Life at its Best. • Intended audience: Guest Services Representatives, Community Hosts • Frequency: 1 session per month for first three months of employment • Overview: The is considered a benefit to being staff of Welcome Center and/or Community Host community. Studies show unless a staff inember bonds with coworkers, management and fairly rapidly feels a part of the culture, the individual will not be fully engaged is is likely to act in `transaction mode' or at worst quit following training. o Program to be led by contractor o Ongoing education of management and staff for leadership practices and current customer services trends including regional and national visitor center trainings. o Staff and community host scheduling and execution of required employee-training program. • Modules may include: o Town of Vail Messaging o Human Element of Branding — aligning Town of Vail brand, Welcome Center staff brand and the individual's personal brand o Customer Profiling o Customer Service o Monthly new learning provides a mentality of"always learning." Bring in speakers, videos and innovation o Field Trips: VLMD meeting, CSE meeting, group social outing r •.�� -- i � , ._.i� �'�"'-' • Intended audience: Guest Services Representatives and management • Frequency: 1 session per month ongoing - optional • Modules: May include personal branding, leadership skills, art of listening, speaking�Icills, business etiquette, managing gender, cultural and generational differences 32 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � • Overview: The is considered a benefit to being staff of Welcome Center and/or Community Host community. Studies show unless a staff inember bonds with coworkers, management and feels a part of the culture, their retention will reduce. • Monthly guest speaker: Topics may include: Trends in hospitality, maneuvering difficult conversations, event producer • Employee engagement survey: Held monthly anonymous to determine. • After-Care: A program Callosum currently used with clients wherein a weekly email with tip, quiz or video of previously taught Staff Service Standards is sent to client/staff. The purpose of AfterCare is to continually engage, educate and inspire staff. Pings are designed to require less than 10 minutes to complete. • Personal development: 10% of a staffer's time will be spend on learning a new skill in the field of guest services: What do THEY want to learn? Incentivize them for career growth. Skill to be determined at hiring with a deliverable due at season's end. • Employee Recognition: o Guest feedback o Town of Vail staff recognition o Employee of the month o Coworker monthly nomination program o Secret shopper program o Seasonal joint staff field trips (Guest Service Representatives and Community Host Volunteers) o New initiative: Meet the staff videos: Video of each staff- "a day in the life of a Vail-ite". Runs on media wall, in social media channels, in communications • Guest Service Representative and Community Host Uniforms: Callosum to purchase products including hats, coats, vests, summer shirts, fanny packs and name tags inventory. Callosum to source uniforms through 2015 sponsorship opportunities. • Allocate compensation dollars to staff($700 per staffer may be allocated as ski passes, merchant vouchers, etc.). • In Kind: Two (2) Blue (one for LHWC and one for VVWC – used as swipe card) and two (2) — Silver Parking Passes (Director and Sub-contractor) for Callosum's contractors and employees for use during shift work. r ..�� -- � ,, _.�.._ `'�--- �� J rf 33 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � rar � �+. rrc�Nc�aGU �.c�a�a See attached —Appendix K See attached —Appendix L ; � r� ',^ ,�� ' `-�,' ��'t� ,-•� _.�. `'�--- �' , rf 34 � www•CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � Appendix 1. Hefferren resume —Appendix A 2. Sutner cv—Appendix B 3. Griffin resume —Appendix C 4. Reference Hefferren - Jed Katz, move.com —Appendix D 5. Reference Hefferren - Sonny Kerstiens, CSE —Appendix E 6. Reference Hefferren - Board of Directors, Vail Valley Business Women —Appendix F 7. Reference Griffin - John Power, Retired; Former Town of Vail Director of Human Resources, Safety & Risk Management -Appendix G 8. Additional Phase 2 and 3 Initiatives -Appendix H 9. Staff role descriptions—Appendix I 10. Employee Training - Hospitality Training Program, Curriculum —Appendix J 11. Balance Sheet—Appendix K 12. Budget—Appendix L � �^ '•� r' .��, �'��' :� J �. �� www.CallosumCreative.com 7/16/2013 CLAREJ. HEFFERREN 2854 Snowberry Dr. #B; Vail, CO 81657 ph: 970.376.3364 www.linkedin.com/in/clarehefferren � email: clareh@callosumcreative.com Executive-Level Director with twenty plus years multi-faceted industry experience. Proven perFormer with solid brand, marketing and training/development skills. Rare mix of creative and analytical thinking lead to results- oriented environment. Self-directed visionary with leadership mindset. FIELDS OF EXPERTISE Brand Development Program Development Training & Development Creative Direction Project Management Talent Management Personnel Branding Account Management Product Design & Development KEY ACCOMPLISHMENTS • Launched cross-functional company brand ambassador training and development program. including workshops and coaching. • Managed 17 accessory and headwear accounts with total annual value of$2.3 million. • Researched and developed �200 monthly accessory styles. • Built Creative Services department, an internal ad agency, from zero to $2.2 million budget. • Created strong brand equity; company's value increased from $150 million to $1 billion in 16 months. • Managed 4 advertising agencies and internal design team across 10 brand divisions to maintain brand equity. EXPERIENCE President/Founder CALLOSUM CREATIVE LTD. Chicago, IL � February 2005— present • Callosum helps businesses with $20M to $200M in revenue transform their staff into company brand ambassadors who deliver consistent, polished, and memorable client communication and interactions. Through an extended program of workshops and coaching in leadership, presence, wardrobe/grooming, speaking and etiquette, businesses achieve increased client retention, improved customer experiences, and enhanced brand value. o Client: Town Of Vail Event Liasion, 1 yr contract Vail, CO � January 2013 - present Maintain a sustained injection of marketing expertise; liaison to further knit together town events and Commission of Special Events (CSE) strategic goals with individual event guidelines for marketing and enhancing each event through the Marketing Checklist. Assist in aligning the CSE with the Vail Local Marketing District (VLMD) marketing strategy to review marketing plans against marketing checklist and suggest opportunities for more success through promoting alternative venues, activation and local producer assistance. Optimize the event platForm through comprehensive communication of all channels. • Soft-skill Development: assessment, workshops, training/speaking services, group and individual consultation. Expertise in executive presence and wardrobe consultation. • Account, Sa/es& Services: Marketing, outreach, pipeline management, project management, vendor management, customer support. • Award: Count Me In For Economic Development's Micro to Millions Business Competition awardee, 2010 • Certification: Women's Business Enterprise Senior Brand Manager PUTNAM SOURCING GROUP—Accessory/Headwear Los Angeles, CA � January 2004—January 2005 • An international product development and production specialist for fashion accessories • Promoted three times from Licensing & Special Make-up Developerto Lead Licensing & Special Make-Up Developer/Brand Manager to Brand Manager to Senior Brand Manager. Managed team of five. • Managed 17 accessory and headwear accounts with total annual value of$2.3 million. Fashion, urban and athletic clients include Arctic Cat, Clear Channel, Fender, Le Tigre, Lucky Brand, Kawasaki, Sean John, Shady Ltd., Soul Rebel, and Thor. • Provided excellent client service and seamless flow of product, facilitating quarterly calendars through daily contact with clients and overseas factories. Responsible for product concept through bulk production delivery. • Researched and developed �200 styles monthly with Merchandising Director and art team continued 7/16/2013 Page 2 � Clare J. Hefferren �970.376.3364 Buyer Assistant/Visual Merchandiser/ Sales Associate EMPHATIC AT FRED SEGAL Santa Monica, CA � February—December 2003 • Part-time position while attending college full-time. A high-end retail apparel boutique. • PerFormed on-going market assessments by analyzing sales and fashion trends, shopping competition and soliciting customer feedback. Improved product assortment and anticipated customer needs. Principal/Designer FETCH DESIGN - Handbags Venice, CA � October 2001 - December 2002 • Created strategies that supported initiatives and business needs. • While managing accounts, finances and staff, established and managed costs to meet target margin goals. • Designed, developed, manufactured and launched handbag line— releasing two seasons to market. Creative Director-Marketing & Public Relations Dept. (For clarification: Initially held Rent Net position prior to acquisition. Stayed on during consecutive buyouts) o HOMESTORE Westlake Village, CA � February-October 2001 • Promoted from Design Director to Creative Director • Managed four advertising agencies and internal design team across 10 divisions to maintain brand equity. • Supervised, trained and mentored restructured -- now focused —team of three to meet critical deadlines. • Led and executed design of advertising, collateral, web and signage. o MOVE.COM NETWORK San Francisco, CA � June 2000 - February 2001 • Promoted to Creative Director from Creative Services Manager. Managed staff of three. • Developed, launched and built move.com brand through corporate identity, print advertising, trade shows, direct mail, promotional goods and Internet advertising. • Built Creative Services department, an internal ad agency, from zero to $2.2 million budget. • Created strong brand equity; company's value increased from $150 million to $1 billion in 16 months. • Managed and facilitated staff development by setting clear objectives and providing regular feedback. o RENT NET San Francisco, CA � July 1999 -June 2000 • Art Supervisor. Responsible for all printed materials inclusive of corporate identity, print advertising, trade shows, direct mail, promotional goods. Creative Director PEREGRINE PRESS Avon, CO � 1997— 1998 Graphic Designer STEELE COMMUNICATIONS Chicago, IL � 1996— 1997 Art Director MARKETING SUPPORT INC. Chicago, IL � 1994— 1996 Production Artist I& ll THE QUARASAN GROUP (Textbook Publishing) Chicago, IL � 1992— 1994 EDUCATION • Fashion Institute Design and Merchandise Los Angeles, CA � 2003 A.A. Professional Designate: Product Development. GPA 4.0; Phi Theta Kappa Honor Society Member; Product Development Award Recipient, Valedictorian Candidate • Internship: BCBG MAX AZRIA Los Angeles, CA � October— December 2003 Planning Department. Analyzed sales reports and created concept boards to determine best sellers. Delivered project by interFacing with design, production, buying and retail departments. • Wittenberg University B.A. Sociology, minor Psychology Springfield, OH � 1991 • Additional training: Sandler Sales Training, Landmark Education graduate AFFILIATIONS • Vail Valley Business Women —Member& Board Member, Public Relations 2010, 2012—present • TriMonster Triathlon Club—Age-Group Racer 2009-201 1 • Association of Image Consultants International — Member 2008-201 1 • Step Up Women's Network— Member 2010-2011 • Fashion Institute of Design & Merchandising —Chicago Alumni President 2006-2008 • Big Brothers Little Sisters— Mentor 2007-2009 7/16/2013 Adam M. Sutner 1711 Geneva Drive, Vail, Colo. 81657 •612•423•2326• Asutnerl(a�gmail.com PROFESSIONAL -Executive Manager with record of high achievement in high performance environments PROFILE � Comprehensive personal skill sets; cross functional and vertical leadership;innovative strategy development,planning and execution; all aspects of communications,product development and positioning;commercial strategy/sales analysis, social media strategy, and on target budget management • Extensive leadership experience in both industry and agency environments across U.S., European and global markets � Personal strengths:bold strategic tl�inking,brand insight and development;breakthrough communications,persuading and influencing at the board level' innovation,generating organizational impact and creativity;hands on leadership and team/personnel development • Sector experience: Ski and snowboard industry; destination resort marketing;power sports, automotive,pharmaceutical,technology,men's fashion,consumer packaged goods MKT Vail,Vail, Colo. Marketing Strategy Consultancy-Principal August `12—Present Marketing strategy consultancy for resort municipalities, experiential marketing agencies,and related categories. Clients include:Town of Vail Commission on Special Events„Town of Vail Strategic Brand Planning,Highline-a full service experiential marketing agency, Snowshoe Mountain,West Virginia,Vail Information Centers,Christiana Realty EMPLOYMENT Vail Resorts Inc.,Vail, Colo. HISTORY Sales&Marketing Director T�ail Mountain, October `08—August `12 Sales and Marketing Director for Vail Mountain and member of Vail Resorts cross functional sales and marketing leadership team. Led all marketing and sales efforts for North America's premier ski resort.Tenure included 2010-2011 season, VaiPs most successful business year in every measureable metric including skier visits,EBITDA,Net Promoter Score,International market leadership of all North American resorts,as well as all key brand measures. Key leadership highlights include Ski Magazine's number one rating for Digital Presence in all years of its existence as a measure;bringing the Burton U.S. Open to Vail after 30 years in Vermont; inclusion on 2015 Alpine World Championship marketing team,lodging occupancy leadership for Western Resorts all four years of my tenure;NPS leadership for all North American Resorts; exponenrial Facebook fan growth and leading engagement,leadership of VaiPs 50`''Anniversary markering plan and celebrarion,as well as leadership of Vail Community's summer season Local Marketing District efforts which has generated summer season compound growth in recent years. Importantly,led a resurgent brand movement that has achieved unmitigated N. American brand leadership as measured via Burke Quantitative studies in all key aspects;unaided awareness,first mention,consideration,as well as virtually all key brand diagnostics. Polaris Industries, Medina, Minn. S x S Division Marketing Manager,January `07—October `08 Corporate Marketing Manager,February `04—December `06 Recruited from Polaris' Advertising agency to add weight to cross functional,cross organizational leadership in marketing initiatives. As Corporate Manager,led a team of five direct reports,responsible for Brand Development,Retail Marketing Strategy,Retail Research, Barter and Corporate Trading,Dealer Co-operative Marketing(at$20 million the largest marketing budget in Polaris by a factor of three), and management of all centralized marketing services including Event Management,Consumer Research,Partnerships and Licensing. Ownership of principal Ad Agency relationships;in Q4 '061ed successful process to integrate from three disparate agencies down to one,saving the organization$2 million plus in fees while expanding and improving the quality and level of services. In January 2007 was promoted to the S x S Division Marketing Manager role,reporting to the General Manager.The S x S division is Polaris' fastest growth business,with projected '08 revenue of$660 million,$170 inillion operating profit, 60,000+-plus unit volume, and number one market share position in��c��growing at more than twenty percent annually. Adam /YI• Suther -2- Corporate Marketing Highlights • Redefined company's retail marketing strategy by creating annual consumer promotion events strategy. All business units and eighty percent of independent dealers participated driving 18 percent-plus sales lift during event periods • Measured,restructured and streamlined all agency relationships with rigorous review process. Transitioned three AOR's including advertising and media,direct,and dealer/trade marketing • Built Consumer Insight tools adding on-line focus groups,web-based surveys, consumer panels and early stage new product clinics driving research use and spending twenty-five percent-plus year on year S x S Marketing Highlights • Managed all aspects of the S x S marketing and advertising; combined spend of $12 million annually • Responsible for the most effective new product launch in Polaris history,the RANGER RZR which achieved a scarcity position and an average 30-day rate of travel � Managed the RANGER brand to a dominant position on all effective consumer measures: Awareness,Familiarity, Opinion,Consideration and Intention � Part of team that moved the brand from number three market share to a leadership position Martin/Williams Agency, Minneapolis, Minn. Vice President, Management Supervisor, December `02 —February `04 � Managed the Polaris Industries Account and member of Agency Executive Management team and primary agency New Business Development Executive • Supervised account team of eight,and broader inter-disciplinary team of 40-plus Responsible for Polaris account P&L($3.5 million),and led successful new business pitch to secure Polaris Industries Retail account($2.0 million-plus in revenue) PeoplePC Europe Ltd., Paris, France, London, England Vice President Marketing-Europe,May, `00—May, `02 PeoplePC was a technology start-up.PeoplePC developed,implemented and managed digital connectivity programs for large corporate enterprises,commercial enterprises and other channels. Launched in March 1999 in the U.S.,the company entered the European market in May 2000, and established operations in the UK,France and Germany. PeoplePC was publicly traded on the NASDAQ. See www.�eo�le�c.com • Overall responsibility for European marketing activities,member of executive management team,brand development,communications/PR and corporate positioning • Helped pitch and win the Vivendi-Universal NetGener(a�tion program,at£200 million turnover (Immediate involvement included operational and project management of the development and deployment phases of the project; entirely in France) • Responsible for commercial activities including product strategy and development;commercial strategy; creation of back-end revenue streams;partner/affiliate relationships;lead generation process design;customer support strategy; downstream CRM activities;packaging and member messaging(on and off-line) • Significant achievements included development of PeoplePC brand into UK/French market leader in awareness and brand saliency measures,launch of three separate e-Commerce environments in two countries,development of back-end applications strategy and products (principally e-Learning,E-HR and Internal Communications),repositioning of PeoplePC to quickly penetrate the emerging B2E market particular to the UK, and launch of the largest web- based e-learning deployment in UK history � Clients included: Vivendi-Universal,Ford Motor Co.,Virgin Atlantic, Sainsbury's,BT, Powergen,BASF, Sodexho, ��11'�ent,Budgens and Countrywide Assured Group Adam /YI• Suther -3- TBWA Chiat/Day Inc.,Amsterdam, Netherlands, Brussels, Belgium, Melbourne, Australia, New York, Los Angeles, San Francisco, Denver Group Director — Nissan Europe/Middle East, May, 1998 — April, `02 (Amsterdam) Managed European client headquarters agency operation. Developed and executed all communications activities (national and pan-European). Principal agency contact for Nissan Europe Marketing Department and senior management. In Q1 2000, agency revenue and remit more than doubled through appointment of TBWA as agency of record for AtL, BtL, media and brand event activities. Managed restructure of agency organization and business model from de- central to centralized framework,driven by a re-staging of the Nissan brand. Reported to agency European president. Concurrently, TBWA was appointed global agency of record for Nissan. Responsible for European P & L, and all personnel decisions. Overall group management responsibilities included: • Pan-European brand strategy development,model positioning and introductions � Creative development:AtL,BtL and model brochures for 31 countries NB — Led successful agency pitch for Nissan Middle East(GCC) consolidated Nissan account. Management of Middle Eastern operation placed under the purview of Nissan Europe operation. Established joint Dubai/European account operating structure. Also spent 4-6 months on assignment living and working in Tokyo. International Group Director,May, 1996—April, 1998 (Brussels) � Established and managed agency international division, an independent unit of TBWA Brussels. Primary client Novartis was world's largest pliariiiaceutical company and 14th largest global corporation.Reported to Agency European President � Pitched won, structured, staffed across Europe, two separate divisions of Novartis; Consumer Health Products,Animal Health Products Group Director—Nissan Australia,January, 1996—May, 1996(Melbourne) February-May 1996 spent on assignment with TBWA Melbourne,Australia. Leadership of successful agency pitch for Nissan Australia business ($20 million billings). Duties included securing early client relationship, structuring, staffing agency resource and executing initial campaigns. General Manager—Nissan Regional Marketing,Feb., 1994—May, 1996(New York) Management Supervisor—Nissan/Infiniti,Nov., 1991 —Feb., 1994(Los Angeles, San Francisco) Account Supervisor—Nissan/Infiniti,June, 1988—Nov., 1991 (New York,Denver,Los Angeles) Scali, McCabe, Sloves,Inc., New York,N.Y. Account Supervisor—T�olvo North America,August, 1989—Nov., 1989 Ammirati&Puris, Inc., New York, N.Y. Associate Media Director—BMW North America,Jan., 1987—May, 1988 Wells, Rich, Greene, Inc., New York, N.Y., Chicago, Il. Media Planner AE. —Procter& Gamble, Midas Muffler Corp,March, 1984—Jan., 1987 7/16/2013 Adam /YI• Sutner -�- EDUCATION Columbia University,New York,N.Y. Bachelor of Arts Degree—Political Science and Art History AAAA Executive Leadership Program Graduate, Santa Monica,Cal.- 1995 BBC-Firefly Communications—`Handling The Media' Immersion Training Program London,England-2001 Polaris Leadership Development Program—Polaris,Medina,Minn.-2005 PERSONAL Reading,art,travel, skiing, soccer and rugby. Have lived across the U.S., and abroad including Canada,Mexico,Melbourne,Brussels,Amsterdam,London,Paris,Dubai and Tokyo. Spent a year season working and skiing the back country in Chamonix,France. Former professional soccer player and have played internationally at numerous levels. Conversational Spanish; verbal and written. BOARDS Colorado Ski& Snowboard Museum Board of Directors; 2009-20ll Vail Symposium Board of Directors; 2010 REFERENCES Available upon request 7/16/2013 Phone: (970)445-7677 mike@radiumconnect.com Michael D. Grif�in Employment Radium Communications Vail, CO November 2005- Present Consultant/President ■ Training and Development: Public speaking; customer service; sales; presentation skills including use of technology; software; social media; new technology/hardware; speechwriting, coaching and message development. ■ Project Management: TOV audiovisual equipment configuration and training; content management of TOV virtual concierges and media wall; manage TOV dynamic variable message display systems; website content management; Vail- Calendar.com; human resources coordination and training. ■ Events/Programs: Coordinated the Vail Street Sale; coordinated and developed training/standards for TOV volunteer host program. ■ Manage company budget, marketing, daily operations Colorado Mountain College Edwards, CO January 2004- Present Adjunct Instructor - Public Speaking ■ Teach students aspects of speech development, delivery, and analysis. ■ Develop course outline in conjunction with state requirements. ■ Advise students on educational and career opportunities in field. Christy Sports Vail, CO August 2000-April 2004/ November 2009— November 2011 Assistant Manager ■ Helped to manage budget, hiring,training, buying. ■ Assist customers with sales and service. ■ Resolve customer service issues. Vail Valley Chamber and Tourism Bureau Vail, CO May 2004-October 2005 Visitor Services Manager ■ Oversaw daily operations of Vail and Lionshead Visitor Centers. ■ Coordinated the Community Host Volunteer program in conjunction with the Town of Vail and Vail Resorts. ■ Managed Visitor Center staff. ■ Responsible for Visitor Center budget. ■ Conference Center Campaign Coordinator in October and November of 2005. Verizon Wireless Minneapolis, MN June 1999-July 2000 Sales Associate ■ Assisted customers with sales and service. ■ Consistently met and exceeded monthly and annual sales goes. EduCation MA, Communication Studies University of Northern lowa, Cedar Falls, Graduated December 2003 Emphasis: Political Communication BA, General Communication University of Northern lowa, Cedar Falls, Graduated May 1998 Minor: Environmental Perceptions ■ Degree includes an emphasis in Journalism 7/16/2013 �■ �� Main 415.202.5820 � ■r C�� Fax 415.520.a305 YENTURE PARSNERS wwwja�elinvp.com One Rincon Center 1 D1 Spear Street,5uite Z55 5ar�Francisto,CA 941 fl5 May 6, 2013 To Wham It May Cancern: It is rr�y pleasure to write a letter of recoanrr�endation for Ciare Hefferren. As the founder of both Ren�Net artd Move.eom,I was fortunate enough to hire Clare in �999 as pur Creative Director. Under Clare's leadership,the Creative Department af Rent Net operated uncier an extremely aggressively marketiz�g strategy,including a corporate identity campaign,a highly visible presence at co�ntless trade shows, and a constant stream of new collateral�eing imagined,ciesigned and deliv�red to every large apartment builciing in the country. Add ta that a slew of print advertising,promotional items,and a very e�f'ective PR campaign,and you can begin to understand how busy we kept Clare and her team! The results -a 93�/0 market s�are and nearly 100%positive brand recognitian,plus a happy and loyal creative staf�. And on t�udget tool Clare did A�work and was a fantastie farce of productivity and corporate values for us, We eventualIy turnec[ R�nt Net's tearn and infrastructure into Move.com,still one of the Int�rnet's Ieading real estate por�als. Clare continued her grea�worl�,expanding the Creative Services department and heIping estabIisl�the Move.cam brand, quickly beco�ning weli known ta al�of the majar real estate players. In less than two years, Move.com increased in value from ro�ghIy$154 million�o just under $1 billion,upon w�ich it was acquired by Homestore (who later c�anged its name to Move.com). At that poin�, Clare's roIe expanded furCher to include managing advertising agencies,multiple riesign�earns,and promoting multipte brands. She �ZandIed the growth of her role,her increased staff size,and t�e business e�cpansion, with total grace. And she was just as effective even though i�was a rnuch larger organization witl�a substantiaily higher marketing b�t�get. Clare w'as the type of employee we loved having at Rent Net and Move.cam. She cansistently did phenomenal work,and she made a huge contribution to the company cuiture. It was clear to me t�aen,and is even more obvious now,that CIare has�he capability of handing enormous responsibility,hoth from a creative standpoint,and also with general business management, lf you get th� chance to wnrk with Clare.jump at it. And if 1 can fur�her clarify this recommendation whatsoever,feel free to get in to�c�w�ith me. Sin�c.r � �` � d Katz Managing Dirertor Javelin Venture Partners 7/16/2013 VA!L M O ll N TA I N Gnld Key "Coride Naste Top Teir C�� RESORT & SPA Recipient Ski Resorts"Azvnrd Winner ��°"`� �� arr�ott. May 8, 2013 Suzanne Silverthorn (i�ia email.• ssilverthorn@vailgov.com) Town of Vail - Town Manager's Office 75 S. Frontage Road; Vail, CO 81657 Attn: Vail Welcome Center Review Team Re: Operational Management of Vail's Welcome Centers & Volunteer Community Host Dear Suzanne, It is with great pleasure that I support the letter of interest submitted by Clare J. Hefferren (on behalf of Callosum Creative) for the 2013-2014 Welcome Center and Community Host RFP. I've had the opportunity to work directly with Clare through my involvement on the Commission of Special Events over the past 18 months and I have continually been impressed with Clare's ability to perform exceptionally well in her role as event liaison for the CSE. In her position, she has gone above and beyond her duties and worked well in a high-demand environment with multiple partners, vendors and staff. Clare has injected a high-level of marketing expertise in managing the event marketing checklists while proactively creating new processes to lead event producers to success, all the while ensuring alignment with the Town of Vail's strategic goals. The task of assisting 36 events within the calendar year is certainly a challenge, but Clare has brilliantly done so while promoting and encouraging local activation, alternative venues, and local producer assistance where appropriate. Clare's analytical and results-driven mindset is an ideal quality for the role in which she has applied. With this in mind, I have the utmost confidence in her ability to energize and efficiently run operations of the two Vail Welcome Centers and Community Host Program. Her concept of tying in a marketing strategist(Adam Sutner) and a technology/operations consultant (Mike Griffin)provide an exciting vision for what the Welcome Centers and Community Host Program can offer our community. Thank you r yo • ' �and consideration, So y Kerstiens Director of Sales and Marketing Vail Marriott Mountain Resort 715 West Lionshead Circle • Vail, �olorado 8165��7U)�476-444�• Fax (970)476-�16�7 • tiv�vw.va�lmarriutt.com 1 �l 1 � 1 cl � � [' � �� l a � I 11 f' ti � 1` [1 Il1 f' I 1 May 10, 2013 Dear Sir or Madam: It is with great pleasure that I have the honor of recommending Clare Hefferen for any position that she may seek in her future. As the Co Founder and Owner of IceSculpture.com I have served on the Vail Valley Business Women Board (WBW) with Clare for the past year. During this time I have had the opportunity to reap the benefits of her commitment to bringing VVBW to a new level of professionalism and to our shared community. Clare's background in Brand Development and Creative Direction brought a more sophisticated grasp to her role as Marketing/PR Director. This enabled the WBW to realize the creation of a new elevated brand. Her dedication to revamping the web site, establishing a new social media campaign platform, generating and managing all print mediums and adding a consistent feedback process via event surveys laid the groundwork for the VVBW to manifest a fresh culture. Clare has truly taken a Board leadership role. On top of her existing position, Clare initiated constructing new membership levels working closely with the Treasurer to ensure the future feasibility of the organization as a whole. In the past the WBW had been operating at a loss, because of Clare's work,we are able to move forward with financial peace of mind for the VVBW Board and its members. Never have I seen Clare shy away from taking responsibility. Through the arduous process of uplifting effectiveness of the WBW the Board has made a few tough decisions that haven't proved popular with our members. Clare has personally stood in the forefront guiding our team with ease and skill in helping our members better understand the reasoning behind our decision making processes. Clare is not afraid to share her drive, passion and vision to support the future of our community and thankfully VVBW. For all of the above reasons I believe that Clare is not only capable but a proven leader. Your organization would be lucky to have her on your team. Sincerely, . _ /f� r L� � � Julie Norberg, Member at Large and President/Founder IceSculpture.com julie@icesculpture.com 801.870.0891 On behalf l/ail l/alley Business Women Board.• Jennifer Weintraub, President and Events& Membership Manager, Vail Valley Partnership Cindy Krieg, Past President and Director of Event Management ,Vail Marriott Molly Fiore, Treasurer and President, Peaks of Excellence Jill Lammers, Membership Director and Community Relations Manager, Vail Valley Partnership Michelle Cahill, Program Director and Senior Sales Director, Mary Kay Anna Mattingly, Secretary and National Sales Manager, Vail Cascade Resort&Spa 7/16/2013 John F power Box 810 Edwa�ds, Colorado 81632 May 7, 2013 Subject: Mike Griffin I have kr�own and wor�ced with Mike Gri#fin for over a decade in various management capacities incfuding the WTCB, Radium Communications, and the Town o�F Vail. Mike has a passion for Vaif guests and residents, and he has shown that during his €eaders#�ip of the Vail Host prvgram both at th� WTCB and when he contracted with the TOV through Radit�m Communications. He provided scheduling, training, orientation, and participated in host hiring. Living in Vail, Mike was always available when ever needed to provide oversight o�'the program and hosts 7-days a week to assure compliance with established professional guest standards. Additiona�ly, he has outstar�ding IT skills and participated in the We�come Center start-up warking closely with the Four-Winds Interactive techs installing and operat�ng the various touch screen and visual projection applications. Throughout �t all, his flexibility, creativity, and compassion made working with Mike always a pleasure. He brings great credit to the Vail community and always sought new ways to enhance the guest experience. I highiy recommend Mike to lead the Vail guest services program. Respectfull itted, w � "JP" Power 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v �'' I Additional Phase 2 and 3 Initiatives In addition to the recommended Phase 1 marketing initiatives listed in the body of the application, find additional information, detailed content on each of these phases and other proposed initiatives below. Partner Communication Optimization o Improved and more systematic communication with Suzanne and other stakeholders Talent and Development o Move staff schedule from printout to digital (provide hard copy in staff check-in area & online) o Move staff schedule to online system - iPhone app o Recruit year-round staff- Business owner, leaders, and new professionals. Get to know the town entities. Meet fellow professionals. o Intranet: WC staff and CH volunteers. Develop intranet for center staff collaboration, development. Welcome Center to use SharePoint platform to create internal community - professional development, messaging, file collaboration, etc. May extend this over time to include CSE, VLMD o Meet the staff: Videos. Provides guest and insider view to "a day in the life of a Vailite" — use across all marketing channels to create feeling of"knowing Vail". Reference Southwest Airlines Nuts About Southwest blog case study Physical Space Enhancement & Optimization o Feature local art in WC—work with AIPP o Live plants/floral in WCs— sponsored by local florist o Coffee/water station: Simple set up as not to conflict with merchants o Library: Coffee table books o Cleanup WC & Host gear storage — currently not professional o Determine potential role for currently empty storage rooms Programming o Work with area organizations to schedule programming in Welcome Centers. Programming could include nature talks by the Vail Nature Center, Health and Wellness lectures, etc. o Open Hour Optimization: Better utilize the LHWC and VVWC space, for example, in the evening hours host for merchant briefings o Events: o Monthly briefing of upcoming events at staff ineetings �'�� o Weekly faq internal-based sheets for staff ` , o Advertise and host merchant briefings for event producers J � �: www.CallosumCreative.com 7/16/2013 r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v C.r � Guest Services o Wagon initiative: A pilot program of fleet of`red wagons' to assist families with children and gear moving from parking lot to ski base areas, or other similar uses Directional / Mapping o Way finding integration with Town — Discussed in Technology components o Integration of Lionshead Transit Center on frontage road —with Vail Welcome Centers; either signage or staff based Service Mapping / Data Acquisition o Track usage - #walk in door; # serviced. Create written count policy that is systematically conveyed to TOV/Suzanne o "I got Lost in parking structure" map & maze routing Installations / Media Wall / Displays o Media Wall: o Play 50th movie at a set time each week. Advertise through social media channels. o Retain video footage of events produced in Vail — ex. Vail Rocks! Spring Back to Vail! o Run VLMD videos — summer promo played at Burton, VFF o Wrap building based on seasonal tactical initiatives. Ex. H&W, 2015. Reference Vail Daily 4/22/13 front page o Health &Wellbeing Kiosk/Installation o Green Initiative Corner or Kiosk 0 2013 US Pro Challenge feature o Support and integrate with 2015 signage feature o I-70 Twin Tunnel resource o EGE resource o Bilingual and/or additional language capability Communications Platform o Social Media: o Develop and maintain welcome center social media channels including a twitter account and a Facebook page in conjunction with the Town of Vail. o Welcome Center blog o Welcome Center Facebook page o CSE Event Promotion: `Ask me about xxx' pins that are customizable to weekly-featured events or promotions o Generate a monthly merchant newsletter 0 2nd homeowner focus— communicate with them better �'�� •r• Revenue Generation Ideas o Utilize off-hours of WC space — community space or create revenue usage fee o Additional locker installation and management of `� www.CallosumCreative.com 7/16/2013 r., Contract Project Application: Operational Management of � Vail's Welcome Centers and Community Host Program r. � �n 4 Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � C� �►ppenai� � Job Descrintions Position Title: Guest Service Representative Department: Welcome Center Salary: $13.00/hr Reports to: Welcome Center Supervisor Number of employees under role's supervision: 0 Job Overview: Brand Ambassador for guests and merchants of the Town of Vail. Responsible for engaging with guests through a timely greeting, answering questions, giving suggestions and introducing the Vail Brand in a positive light. Job Responsibilities:* • Exemplary service standards of guest services • Maintain an engaging persona versus transactional attitude • CRM guest and merchant data collection • Assist with center day to day operations • Display service standards and implement as outlined in employee manual • Maintain engaging relationships with all staff, volunteers, management, vendors and community partners • Assist with initiative roll-out under direction from Welcome Center Director and management • Maintain a cleanly facility • Assist in all aspects of community relations as assigned *This list is not intended to be exhaustive, but more so a framework for discussion Job Requirements: • High school diploma • Computer Skills: Microsoft Office, Internet. Willingness to learn new software — ex. CRM, Social Media, Word Press. Scanner, copier • Previous work experience: 1 year customer service • Previous supervisor experience: NA • Language: English. Additional languages helpful. • Attention to detail • Excellent communication skills — speaking skills, business etiquette i • General knowledge of the Town of Vail and Vail Valley �f• ;.,,,_ , •.�; Physical Requirements: -�� ,.�`_ `'�---- • Standing and walking. Representative is asked to engage with guests using � entire physical space (versus sitting behind desk) • Lifting: Up to 251bs ►7 � www.CallosumCreative.com 7/16/2013 � r., Contract Project Application: Operational Management of � Vail's Welcome Centers and Community Host Program r. � �n 4 Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � C� Typical Hours: • Weekdays, weekends and holidays • 8am — 7pm, occasional hours until 10pm Expected Hours Per Bi-Weekly Pay Period: <30 Tax Exempt: No Benefits Provided: None ;• i �f• ;..,,_ .,�; •'r� .-i ,.�`_ ��y"'-- .=,r 1 �' � C : � www.CallosumCreative.com 7/16/2013 � r., Contract Project Application: Operational Management of � Vail's Welcome Centers and Community Host Program r. � �n 4 Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � C� Position Title: Guest Service Supervisor Department: Welcome Center Salary: $19.00/hr Reports to: Director Number of employees under role's supervision: 6 staff, 40 volunteers Job Overview: The Guest Service Supervisor is at the forefront of customer service. They greet guests as they arrive ensuring guest is happy from the moment of arrival until departure. Responsible for day-to-day operational needs and staff supervision. Acts as point person to management to assist with goals, initiatives, programs and events Job Responsibilities:* • Manage center day to day operations • Set hours of operation based on seasonality • Schedule guest service representatives and community hosts • Supervise service standards and implement as outlined in employee manual • Responsible for creation and reporting of monthly and quarterly reports • Analyzing customer feedback and providing strategic direction to leadership • Maintain engaging relationships with all staff, volunteers, management, vendors and community partners • Oversee initiative roll-out under direction from Welcome Center Director and management • Oversees Point of Sales management and inventory tracking • Work with Town of Vail Public Works to ensure building maintenance • Manage cleaning service and general cleanliness of facility • Oversees Guest Service Representative daily duties • Attends monthly partnership meetings as needed and requested by management • Proactive in staying apprised of Welcome Center competition and Guest Service trends *This list is not intended to be exhaustive, but more so a framework for discussion Job Requirements: • High school diploma/GED required. Bachelor's degree preferred • Computer Skills: Microsoft Office, Internet. Willingness to learn new software — ex. CRM, Social Media, Word Press. Scanner, copier • Previous work experience: 1 year customer service • Previous supervisor experience: NA --- - • Language: English. Additional languages helpful. ' • Attention to detail ,f. ;,,,,_ • Excellent communication skills — speaking skills, business etiquette ':r�� _�?' • General knowledge of the Town of Vail and Vail Valley ,yy,.�`_ __�`�;--- `� � lt 1 � www.CallosumCreative.com 7/16/2013 � r., Contract Project Application: Operational Management of � Vail's Welcome Centers and Community Host Program r. � �n 4 Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � C� Physical Requirements: • Standing and walking. Representative is asked to engage with guests using entire physical space (versus sitting behind desk) • Lifting: Up to 251bs Typical Hours: • Weekdays, weekends and holidays • 8am — 7pm, occasional hours until 10pm Expected Hours Per Pay Period: 40 Tax Exempt: No Benefits Provided: Healthcare ;• i �f• ;..,,_ .,�; •'r� .-i ,.�`_ ��y"'-- .=,r 1 �' � C : � www.CallosumCreative.com 7/16/2013 � r., Contract Project Application: Operational Management of � Vail's Welcome Centers and Community Host Program r. � �n 4 Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � C� Position Title: Director Department: Welcome Center and Community Host Program Salary: Contract management Reports to: Town of Vail Community Information Officer Number of employees under role's supervision: 2 sub-contractors, 6 staff, 60 volunteers Job Overview: Key leader, visionary and executor of daily operations. Creates a culture of engagement, growth and leadership. Responsible for rollout of initiatives, community communications and partner relationships Job Responsibilities: • Project lead & accountable contract point person • Significant areas include: Business/finance, Communications, Creative, Brand Ambassador Training • Manages sub-contractors and Guest Service Supervisor • Point person for Town of Vail liaise • Training and Development of staff and volunteers — including delivering workshops and professional development • Creative Director for all community communications • Responsible for budget allocations and monthly/quarterly reports • Attends CSE, VLMD, TOVC monthly meetings based on agenda • Contributes to wayfinding committee meetings • Continually evaluating guest experience, target market and seeking to optimize locations and programs Job Requirements: • High school diploma/GED required. Bachelor's degree preferred • Computer Skills: Microsoft Office, Internet. Willingness to learn new software — ex. CRM, Social Media, Word Press. Scanner, copier • Previous work experience: 1 year customer service • Previous supervisor experience: NA • Language: English. Additional languages helpful. • Attention to detail • Excellent communication skills— speaking skills, business etiquette • General knowledge of the Town of Vail and Vail Valley Physical Requirements: • Standing and walking. Representative is asked to engage with guests using --- entire physical space (versus sitting behind desk) ' • Lifting: Up to 251bs .f. ;,,,,_ .,�; 'r� -i Typical Hours: � ' `•�---- .:,r•-�-�__..�' • Weekdays, weekends and holidays • 8am — 7pm, occasional hours until 10pm , � www.CallosumCreative.com 7/16/2013 � r, Contract Project Application: Operational Management of � Vail's Welcome Centers and Community Host Program r. � �n 4 Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � C� Expected Hours Per Pay Period: 40 Tax Exempt: No Benefits Provided: No ;• i �f• ;..,,_ .,�; •'r� .-i ,.�`_ ��y"'-- .=,r 1 �' � C : � www.CallosumCreative.com 7/16/2013 � r, i Contract Project Application: Operational Management of � � Vail's Welcome Centers and Community Host Program � I � � O Contact info: Clare J. Hefferren clareh callosumcreative.com � 970.376.3364 � .v �'' I Employee Training - Hospitality Training Program - Curriculum Part 1: Classroom discussion The classroom portion of this course will discuss the geographical layout of Vail so that participates will have a base knowledge of the town. Things such as names of the various neighborhoods between East Vail and Dowd Junction will be covered. The bike path routes, parks and bus systems and other amenities of Vail will also be discussed. Overall, participants will gain a solid base knowledge of Vail and will be able to better answer guest geographical questions. An additional aspect of the classroom portion of the training will include what to expect throughout the various parts of the year. For those that are new to Vail, they will gain a better understanding of when the busy times are, what the off-season is like, the weather that can be expected throughout the year and various annual events. Part 2: Walking Tour The walking tour will show participants where everything is located throughout Vail Village, Lionshead, Golden Peak and Ford Park. The following will be covered: • The history of Vail • Common needs are such as ATMs, restrooms, walking paths, bus stops, hospital, etc. • AIPP exhibits • Route finding so that an employee can easily explain to a guest the best way to get from one area to the next • Interesting tidbits of information and points of interest • The names of hotels, restaurants and shops _ ; � �^ '•� r' .��, .,'r, --� J �, �: www.CallosumCreative.com 7/16/2013 callo sum p'a.bDx 2$$1 vail,cp 81658 I ph 97p.455.458fi I fax 312.27$.Q$79 u�tir.callosii�ncreative.com �en�le-Iirst.hrandin� s�� Balance Sheet Standard 05/15/13 As of May 15, 2013 May 15,'13 ASSETS Current Assets Checking/Savings Square 1,186.97 ING Busn Tax 3908 4,500.00 ING Corp ID 2783 150.00 ING Emerg Reserve 3510 490.00 Cash Out of Pocket 28.00 Chase Busn Checking 2690 643.63 Chase Busn Savings 9565 0.17 Total Checking/Savings 6,998.77 Accounts Receivable Accounts Receivable -3,083.95 Total Accounts Receivable -3,083.95 Fixed Assets Accumulated Depreciation -2,716.00 Computer Equipment 4,952.57 Total Fixed Assets 2,236.57 Other Assets Restructuring 14,500.00 Accumulated Amortization -2,916.00 Total Other Assets 11,584.00 TOTAL ASSETS 13,820.57 LIABILITIES&EQUITY Liabilities Current Liabilities Accounts Payable Accounts Payable 256.76 Total Accounts Payable 256.76 Credit Cards Office Depot CC 0.00 Callo Chase Visa United 0692 2,754.19 Total Credit Cards 2,754.19 Other Current Liabilities State w/h -70.00 Total Other Current Liabilities -70.00 Total Current Liabilities 2,940.95 Long Term Liabilities SBA Loan 4,492.50 Total Long Term Liabilities 4,492.50 Total Liabilities 7,433.45 Equity Owner Contributions 6,492.97 Retained Earnings -10,510.19 Net Income 7,018.01 Total Equity 3,000.79 TOTAL LIABILITIES&EQUITY 10,434.24 7/16/2013 (-'a ��um p'�' bvx 288'I vaii, c�$1 fi58 I ph 97Q.455.45$8 I fax 312.27$.0$?9 t�(:i. 111 �«v�•�,.crillnsumcrc:ati�•e_cnm �-, ,. �: , Callosum Budget -Year 1 Hours Monthly Annual Revenue Income Promotional Goods (Postcards) -$2,000 Host benefits ($700/person x 40 hosts. May be ski pass, restaurant vouchers, etc).* -$28,000 In-Kind Pass-2 silver (Director, 1 sub-contractor) -1800 2 -$3,600 In-Kind Pass-2 blue (Guest Service Reps) -1100 2 -$2,200 Host referral vouchers -$700 INCOME -$36,500 Operational Costs rate number Community Hosts Uniforms (Initative to source uniforms as 2015 sponsorship) 300 40 $12,000 Guest Service Representative Uniforms 100 6 $600 Cleaning (supplies + $3k annual cleaning service $3,500 Cost of good sold (postcards) $2,000 Postage $150 Office supplies $2,500 Printing/reproduction - monthly what's happening poster $230 Water provider $200 Advertising costs for hiring $200 Management Platforms and Expenses $4,420 OPS SUBTOTAL i $25,800 PAYROLL rate staff Host benefits ($700/person x 40 hosts. May be ski pass, restaurant vouchers, etc). If more hosts Headcount cost needed, TOV pays extra in budget $28,000 In-Kind Pass- 1 silver (Director, 1 sub-contractor) 1800 1 $1,800 In-Kind Pass-2 blue (Guest Service Reps) 1100 2 $2,200 Host referral vouchers $700 WC desk staff part time (7600 hrs x 13hr)****** 5000 13 $65,000 Year-round part timers Seasonal part timers Mgmt each @desk 5 hrs/wk x 52 wks x 2people 520 Management Fee $123,000 Supervisor-2080hr= 40/wk x 50wk(2 wks vaca). Estimated $19/hr 2080 19 $40,000 7/16/2013 PAYROLL SUBTOTAL $260,700 Payroll tax -guest service reps = additional $1.38/hr @ $13/hr 0.1097 $7,131 Payroll tax -supervisor 0.1097 $4,388 PAYROLL TAX SUBTOTAL $11,519 Benefits Healthcare*** premium months Supervisor healthcare 200 12 $2,400 Director healthcare 200 12 $2,400 PEO Services Human Resource Bundle**** 52 35 5235 Workers Comp (based on $140K annual) $630 Employee Time &Attendance software ($5/mos/person) 30 12 $360 Background check 40 6 $240 PEO/BENEFITS SUBTOTAL $6,030 Liability Insurance $500 INSURANCE $500 Finance rate months Bookkeeper 400 12 $4,800 Annual Taxes Preparation -CPA $800 FINANCE $5 600 ota a ocate or 2012 contract $286,000 Total allocated for 2013 $273,649 Difference 2012 to 2013 -$12,352 Phase 1 Initiatives requiring funding** Operational Costs Guest gift - pin $2,000 Training & Development rate months Employee Engagement Survey $1,080 Employee Recognition $1,200 After Care Software Subscription 50 12 $720 Staff Video (get quote Satchele) 40 200 $6,000 Phase 1 Initiatives SUBTOTAL $11 000 TOTAL 1 ear BUDGET - inclusive of new initatives $284 649 7/16/2013 Footnotes * If more hosts needed, TOV pays extra in budget ** Phase 2 and 3 costs are not included. See appendix for tactical details ***Healthcare:$400premium.Callo pays$200. $200 comes out of paycheck) **** PEO Services include: $35/pay cycle/person x 2 cycles. Web portal, payroll, direct deposit, unemployment, e-verify, time off tracking. Insurance and Benefits: Worker's comp, claim tracking, benefit plans, FSA accounts,AFLAC, Cobra. HR Consulting: Employee manual, policies and procedures, HR compliance training. Risk and Safety Services: OHSA audit ***** Staffing Payroll has been listed as new initiative based on increased hours from 2012 ****** Staffing Payroll Additional Added Hours for Guest Experience***** Hours Shoulder Season: �122 days x 8 hr/day x 2 location = 1952 1952 Winter Season: �150 days x11.5 hr/day x 2 location = 3450 3450 Summer Season: �92 days x 12hr/day x 2 location = 2208 2208 7/16/2013 A Front Desk for Vail - Proposal for the Operational Management of Vail's Welcome Centers and the Volunteer Community Host Program submitted by Vail's Front Desk Company Gregory Chandler, 970-390-3005, Greg@VailsFrontDesk.com Joyce Newton, 970-471-5630, Joyce@VailsFrontDesk.com May 15, 2013 ,.�� , � - , a. .� ,� �� ,. � ' � ' �5 } " '�' ir � Y . ` { Y l# . f .Z J��_i . � �:�� _ - ' �+ �'�•� � �'" � Y! # 5 • µ { � . + I � ' ' � '��i� �� {� ,� �_ ' Y'� �� .� � . 1� + .� �L � �'• ��_ �,� �. '�'� , � �.. � � ~ - 7/16/2013 Executive Summary The Company: Vail's Front Desk Company is a new LLC, developed to specifically service the Town of Vail Guest Service Enhancement Initiative being implemented at both the Vail Village and Lionshead Welcome Centers. This presentation will offer a `new' direction and focus, and provide products and services that are not yet offered at the Welcome Centers, thus driving more visitors and offering relevant uses. Our mission is to interact with more Vail visitors than ever, anticipate and fulfill their needs while generating more spending and a healthy economy for Vail. Our atmosphere is one which continually promotes the `Vail Brand' with the long term goal of generating loyalty to Vail as their choice vacation destination. Management Team: The company will operate with 50/50 partners, Joyce Newton and Gregory Chandler, each bringing a an impressive resume' of 5-star customer service experiences, as well as each of their own unique attributes. While Joyce has a long term and impressive history in entrepreneurial business management operations, as well as employee oversight and training, Greg is well versed and has a proven track record in 21 st century communications ie. social media, web development and marketing. Both Joyce and Greg share monumental expertise and decades of experience in `luxury' customer service, including planning inclusive itineraries for activities, entertainment, and restaurants. Additionally, both members of this team hold strong and loyal ties to the community as long time `locals' and have an impressive record of philanthropic leadership projects. You'll find a fresh and excited team in this pair, with dynamic ideas and an overwhelming desire to `please' and succeed. The Concept and Focus: To best align and partner for 100% marketing success, Vail's Front Desk, historically known as `Information Center', must upgrade its services to meet those of a 5-star hotel or similar operation. The Vail guest is profiled in a category of most elite travelers, with attributes of great wealth, experience, and education. They are courted by luxury brands worldwide and have high service expectations. As a result, we must meet their expectations, anticipate and fulfill their needs, and therefore provide the opportunity to meet our goal of creating loyalty. When evaluating the role and duties of 5-star concierge, it was easy for the team at Vail's Front Desk Company to generate an exhaustive list of products and services that could be offered at the Welcome Centers. We will offer a multitude of enhancements related to lodging services, hospitality, and event staging. With a simple modification of focus from `Information' to `Concierge', the stage is set for highly desirable and pertinent services for Vail businesses to implement into their profiles and enlighten visitors with ease of use, as well as great value. 7/16/2013 Opportunity and Competitive Advantage: Unique options exist as a result of location. Either of the 2 facilities are targets for visitor traffic, and therefore, are great hubs for information and caregiving. For instance, short term visitors, defined here as anyone who does not stay overnight, can become a spender in Vail if properly introduced to our great products and services. This could lead to a destination stay and future brand loyalty. Alternatively, the prior committed overnight guest who might be having a simple problem with driving directions can be tended to with service beyond expectation, thus setting the stage for an extraordinary vacation and future return. The convenience of location and central `hub' gives Vail's Front Desk a great advantage to provide upgraded and 5-star lodging services, such as guest check in, baggage storage (the bell closet), and act as service provider for the spontaneous stop-by visitor, comparable to an interaction with the concierge in a hotel lobby. We anticipate that by providing these types of services at these locations, there will be an exponential increase in guest traffic and the creation of a great overall Vail impression. Milestones: It will be easy to measure success by visitor count, social media visits and feedback, business to business communication, service volume measurement, guest inquires converted to sales, and `Vail Brand' impressions. These are all included as devices for implementation by Vail's Front Desk Company in this proposal. Timelines for evaluation and/or change can be short, and the end of snow season will be a great time for intense reflection and course modification as needed. Some programs might take longer to become proven, but should be retained if they portray attributes of growth. Money: Vail's Front Desk Company will present the best value possible for it's vast array of services to be provided. We have provided opportunity for upgrades and exclusions, thus giving way to close in on a variable final budget. We hope that by focusing on a flexible budget and check-list of priorities, we can customize both your service and budgetary needs. We thank you for this extraordinary opportunity and look forward to your feedback. With Best Regards, Joyce Newton - Director Gregory Chandler- Director Vail's Front Desk Company 7/16/2013 Part 1: Company Overview, Experience and Qualifications --- - ._--- � �.r.. .. - ?` � — � . � _ '� - �� . � ; ��; � ��n:� ,, � :.�=� �y.y.�. � _�,l:�i 's _ �S i7.t-° v • Vail's Front Desk Company Vail's Front Desk Company is a startup LLC collaboration, modeled to specifically suit the demands of the Town of Vail's RFP. Coming to the stage are two local entrepreneurs, Joyce Newton and Greqory Chandler, each contributing their extensive 5-star guest service experiences as long-term professionals in the Vail lodging and guest service community. . Mission Statement Vail's Front Desk Company exists as a guest service initiative to offer a 5-star customer experience beginning the moment our guest makes contact with Vail. We view ourselves as the first people an incoming guest might meet as they arrive to our town and we utilize our knowledge and endless resources to service the visitor's needs. As representatives of Vail, we will promote Vail's great businesses and services in an effort to increase overall guest satisfaction, spending, and thus, a healthy economy. Vail's Front Desk Company differentiates itself as the company with the greatest comprehension of the Vail guest's anticipated needs, preferences, and aspirations. We will therefore provide unique and necessary products and services that attract the Vail guest who might not otherwise visit the Welcome Center. When visiting the Welcome Center, the guest is exposed to a `Vail Brand' experience, giving us the opportunity to generate loyalty to Vail as a vacation destination. We want to provide Vail with a front desk. 7/16/2013 . Infrastructure, Management Team, and Tools The purpose of Vail's Front Desk Company is to fulfill the existing needs of the Welcome Center, as well as enhancements related to developing a 5-star experience and supporting the `Vail Brand'. The partners Joyce and Greg are well experienced in service business operations and will oversee the following division of responsibilities in accordance with each of their expertise: Joyce Newton: • Staff Recruiting • Hiring • Staff Training • Event Planning Greg Chandler: • Full-time daily operations manager • Social media, SEO, and web page development and implementation • Oversee data collection and guest surveys • Supervision of Facility Maintenance and Cleanliness • Daily staff oversight and delegation of duties Joyce and Greg shared duties: • Strategic Vision • New product and program development and implementation • Attend TOV, VLMD, and community meetings. Participate and report as needed. • Develop and nurture strong ties with Vail businesses, including meeting with local businesses to help build our database and train concierges. • Posting to the Welcome Center blog. Anticipated technologies for improved efficiency and communication with Town of Vail include new Customer Relationship Management software to collect and share data (preferred option is Zoho or SalesForce). We will use WordPress a the `backend' for website development which also allows for simultaneous posting to the Welcome Center blog and media such as Facebook and Twitter. Financial Management will be managed via Quickbooks software, with a third party bookkeeper. 7/16/2013 . Team members, experience and expertise Joyce Newton, Partner and Director. d� .�'� � �l � � ; ;'� � b�y�.;�� ~.,fi��u ar' .t .��'�"'«� �,! g' ,. � r .� .µ' � Joyce brings to the organization 28 years of guest service experience in the Vail Valley, most recently as the owner/operator of Snow Sport Vacations, a snow vacation tour operator. Through Joyce's direct efforts, Snow Sport has secured hundreds of retail supplier contracts to represent and sell custom snow vacation packages throughout Colorado. Snow Sport focuses on custom snow package vacations to include flights, lodging, airport transfers and rental cars, lift tickets, snow equipment rentals and concierge/hospitality services. During her tenure at Snow Sport Vacations, Joyce has: • Sold close to 80,000 room nights in Vail. • Booked 1,000's of restaurant reservations. • Referred 100's of retail and services to incoming guests. • Troubleshot every and any type of guest urgent need, including check-in problems and parking issues. • Developed a huge referral and return clientele. • Developed a reputation for servicing the luxury guest. As a passionate member of the Vail community, Joyce has been a successful leader. Recent leadership responsibilities in the community include: • Current chairperson of Ski and Snowboard Club Vail's SWAP, in her 6th year. • Chaired the committee to develop and implement the current volunteer program at Ski and Snowboard Club Vail. During its first 12 months, volunteer participation rose from 10% of the membership to 72%. • Was awarded Ski and Snowboard Club Vail's volunteer of the year 2007-08. 7/16/2013 • Maintained an officer position in charge of`ticket sales' for Parent Partners, Vail Mountain School. Joyce is married and lives in Eagle-Vail. She and her husband Woody have two daughters, both born and raised in the Vail Valley. Woody just celebrated his 35th anniversary with Vail Resorts as a Vail ski instructor, while their daughter Kim, 20 years old, is a full time student at UC Berkeley and a part time Vail ski instructor. Their younger daughter, Leah , 17 years old, is a junior at Vail Ski and Snowboard Academy and is hoping to ski race in an NCAA college program after graduation. Joyce intends to take on senior responsibilities at Vail's Front desk Company in addition to her work at Snow Sport. In evaluating the TOV RFP, we have dissipated `conflict of interest' concerns simply by recognizing that Snow Sport and Vail's Welcome Center are complementary in that they aspire to achieve 5-star service to any and all guests, but Snow Sport has NO history of spontaneous or same-day lodging reservations, and the Welcome Centers offer no advance bookings. It will be easy to maintain ethical practices and no co-mingling of customers. GregorX Chandler, Partner and Director. �• .sa - i'i �! 4 ::.� %�',.. !� _ �. /' '\_� � ��. �� ,y. i:: Gregory Chandler came to the Vail Valley 12 years ago, after studying engineering at the University of Texas at Austin. He has worked since 2001 at Vail Management Company, as IT manager and Director of Reservations. While managing vacation rental condominiums and homes primarily in the town of Vail, he has presided over a quadrupling of rental revenue, to more than $2.5 million per year, as well as numerous business development projects such as technology overhauls, website redesigns, and implementation of online bookings. He also successfully introduced his company to new marketing techniques such as social media, search engine optimization (SEO), and online guest reviews. In his career as Director of Reservations, Greg has gained extensive experience anticipating the needs of high-end property owners and vacation rental guests, solving their problems, and making them happy. Vail Management Company provides full-service property management, and Greg has been directly responsible for a variety of duties, such as property 7/16/2013 owner relations, marketing, website design, guest reservations, concierge assistance, home inspections, and maintenance. Greg will be serving notice to Vail Management Company in order to advance his career into entrepreneurship. He has a wife and a young daughter, and is motivated to create something greater than his current position allows. . References and Board of Advisors Aldo Radamus, Executive director, Ski and Snowboard Club Vail. aradamus(a�skiclubvail.o�cr Ronald Bernard, Managing Director, LWB Consultants. rbernard(a�lwbconsult.net Michael Schleyhahn, Owner, Swagelok.com. Mike.SchleyhahnCc�swagelok.com Steve Walker, Owner, InfoFusion, Inc. swalker vail.net Tim Wllbanks, Pastor, President of the Vail Religious Foundation, bankstimCa�aol.com 7/16/2013 Part 2: Proposed Business Plan -� �� ` � '� = � � � - �� l � �� `' �� i�,. � ��c 4 �:�- v�. � � �,"'� � \ � �� i � �' �� ► rr�� '7�� i � ,, � � • • Paid Staff » Concierges Our vision for the Vail and Lionshead Welcome Centers includes elevating the training of our paid staff significantly and the services they are able to perform for guests. As a result, the paid staff will be referred to as Concierges, and they will perform all the duties you might expect of a hotel concierge, including providing information, recommendations, reservations, and assistance to our valued Vail guests. Recommended staffing levels and hours of operation. Appendix A shows our labor model using dynamic staffing levels for busy and non-busy periods. Vail's Front Desk Company is offering the following options for enhancements, as they relate to staffing levels and hours of operation. Option 1. Existing Welcome Center hours. Vail's Front Desk Company anticipates that Welcome Center traffic will increase exponentially, resulting from Guest Enhancement Initiatives. Therefore, we must be creative and with existing staff and hours to accommodate this traffic upgrade. As Appendix A shows, Option 1 uses existing Welcome Center hours as the starting point for our refinements. As we gather data, we can refine these hours. The staffing levels for Option 1 reflect two concierges per Welcome Center during busy days of the Summer and Winter Season. The second concierge will be important on busy days for sufficient guest service, facilitating activities and events, going out to buy supplies, supervising volunteer hosts, and giving breaks to other staff. During less busy Summer and Winter Season days, we are budgeting for one concierge per Welcome Center, plus one floating concierge (calculated as half an additional concierge per Welcome Center) to serve the above duties. During Off-Season, we are budgeting for one concierge per Welcome Center at all times. Management will provide breaks and other duties as needed. 7/16/2013 Options 2 & 3. 24-hour front desk and on-call service. As a Front Desk for Vail, we feel it would be an unsurpassed level of guest service to provide after-hours front desk services to the many guests who stay in Vail at properties without their own on-site 24-hour front desks. We will be available not only to help the late-night guest looking for lodging or directions, but perhaps more importantly, we can offer a reasonably-priced service to local property owners and businesses who would benefit from having a responsible party on duty 24-hours to receive calls, hand out keys, and respond to maintenance and guest service emergencies. In our many years of experience, we have found that a friendly voice on the other end of the telephone at midnight can relieve a guest's anxiety and solve MANY problems before they become crises. . . Volunteer Staff » Hosts This is a dedicated group of locals who are knowledgeable and willing to be smiling ambassadors for the Town of Vail, in return for minimal compensation. We are hoping to use the same training as our paid staff to prepare our volunteers hosts for creating a 5-star experience for our guests they encounter in the Villages. We will provide them with the tools they need to spread the word about our great attractions, products and services in Vail. . . Approach for compensation of paid (and volunteer) staff Paid Staff: Paid wages and benefits to include salary and benefits package. Hourly wage at current `market' price and perhaps slightly higher for the most experienced concierge. Paid vacations at 2 weeks annual, with vacation week restricted based on seasonality of traffic. Benefits package to include group health insurance, ski pass, cash, and product `perk' rewards allotted by local businesses. Volunteer Staff: 80 hours work = $700 voucher redeemable for a choice of a seasonal ski pass, parking pass, Vail restaurant voucher, or recreation district privileges. . . Overview of the recruitment and retention plan that reflects the realities of the Vail Valley labor market and motivational challenges of the staff Challenge of the Vail Labor Pool: Existing labor pool is short term and transient. There is an imbalance of cost of living vs. income which results in a shortage of disposable income and thus, a sacrificial lifestyle. Many people in the labor pool are educated, over-qualified, and resultantly under-employed, which 7/16/2013 potentially generates an attitude of disrespect or disinterest in `menial' tasks. Solutions beginning with recruitment, and retention, with compensation expressed earlier. Recruitment: 1) College interns. Partner with CMC to offer a credit and paid intern program for 1-2 students annually. Multi-lingual recruits from this source. 2) Existing Welcome Center staff. 3) Word of mouth. Joyce knows `everyone', either professionally or socially. 5) High school guidance counselors for part-time evening student shifts. 6) Local media ie. Vail Daily 7) CraigsList.org 8) Vail.gov website Recruitment specific to Volunteer Hosts: 1) Past team members 2) Vail Club 50 3) Non-working parents of school age children via school newsletter Retention and Motivational Tactics: 1) Incentive for retention will include medical benefits and spontaneous reward for specific achievements. For example, an exemplary employee who is getting high feedback remarks from guest surveys will be surprised with paid time off on a powder day or a birthday. 2) Rewards via guest feedback. Guests are encouraged to complete on-line comment cards on behalf of employee immediately of employee interaction. 3) Employee team building events. 4) Create `business to business interactive ` responsibilities for clerical staff. Expect employees to take ownership of various `accounts' and relationships for ongoing communication and success. For example, if we are featuring a promotion for a retailer on our media screen, have an employee communicate ideas and feedback with that active business. 5) `Rotation' of location per shift, as well as duties. Include walking tours, parking assistance, and special event assignments to help disallow redundancy of repeated `shiftwork'. 7/16/2013 �� ' ' i .- � _ _ �-- _ _ -�= �"+.-� ., � - . � � ' � �, �� ' , � ��,, �� i � .. ,,. _ . . �.!�� Y-,� - 1,. +, • • Developing and delivering guest-centric service and programs. All proposal options include the following services: 1. Standard Vail Welcome Center Hours. Option 1 uses existing Welcome Center hours as the starting point for our refinements. As we gather data, we can refine these hours. 2. Welcome Center Staff as Concierges. They will perform all the duties you might expect of a hotel concierge, including providing information, recommendations, reservations, and assistance to our valued Vail guests in person, by email, or on the phone. This includes walking or driving directions, information about local business and their operating hours, vacation logistics, and more. 3. Vail Community Host Program. The Volunteer Community Hosts, recognizable in uniform and strategically placed in the base Villages, will use their enthusiasm and training to give directions and suggestions to help Vail guests in need. 4. Village Walking Tours. Hosted by paid and volunteer staff, the walking tours will share Vail history, attractions, and geographic points of interest. 5. Local Event Ticket Sales. The Vail Welcome Centers will act as a selling portal for upcoming Vail concerts, fundraisers, and sporting events, in a manner to be developed in conjunction with the Town of Vail. 6. No-Commission Walk-in Lodging Reservations. Using the Vailinfo.org application, we will confirm bookings for guests who need lodging in Vail, in a high-service atmosphere. 7. Airline Reservations and Boarding Passes. We have access to a Global Distribution System (GDS), and the expertise to train concierges in booking, modifying, and confirming airline reservations in a face-to-face and traditional style for those who prefer it. 8. Car Rental Reservations. We have the ability to reserve and deliver vehicles to our Vail guests through our GDS. 9. Web terminals. We will provide computer terminals with a high-speed internet connection, web browser, and a printer, so that guests may check their email, research activities, or print boarding passes. 7/16/2013 10. Digital Photo and Tech Assistance. Concierges will be hired and trained for their ability to solve common guest problems, including occasionally helping a guest who needs to transfer important photos off of their digital camera, for example. 11. Receive and Store Faxes and Printouts. We will be more than happy to help the Vail guest who needs to print out important documents or receive faxes while on vacation. This service will incur a reasonably modest fee of$1 per page. 12. Receive and Store Keys and Check-in Packets. For our business partners, we look forward to acting as the most well-located front desk they could hope for in Vail. We will endeavor to provide full check-in services for property managers, their property owners, and vacation rental guests arriving in Vail. 13. Receive and Store Luggage and Packages. A frequently requested service of travelers is to have the ability to ship their luggage and gifts to Vail ahead of their arrival. We will receive these deliveries from FEDEX and UPS, and hold them for pick up. This service will charge a small fee of$4 per day per item. 14. Vail Guest CRM Database. We will actively collect and store contacts and profiles in our Customer Relationship Management system for use by the Town of Vail, with the permission of the guests. We will use double opt-in protocols for this. 15. Vail Business CRM database. Joyce and Greg will personally talk with local businesses to gather relevant information that is useful to guests in a highly organized manner. 16. Vail Property CRM database. We will collect all the information possible about local properties with respect to HOAs, managers' contact info, maintenance, and parking, so that we can act as a central hub of information for the use of real estate professionals, title companies, and lenders, not to mention neighboring property owners. 17. Coffee, hot chocolate, cookies. We want to give our guests many reasons to come and linger in the Vail Welcome Centers. This will include food amenities that one might find in a hotel lobby, but not requiring a food service license. 18. Family Games. We will purchase several popular board games for complimentary use in the Welcome Centers by families. We will be responsible for keeping the games in a presentable state that will not detract from the Welcome Centers. 19. Special Events, Celebrity Autographs. This will be tied to TOV hosting agreements with the event planner. Wherever possible, we will attempt to increase Welcome Center traffic and promote the Vail Brand with these enticing opportunities. 20. Restaurant Tastings. We hope that Vail restaurants will enjoy the opportunity to show their great food. With our support and communication, we will promote both the participating Vail restaurant and the Welcome Centers. 21. Implement Town of Vail Marketing Plans. Periodically reiterate and support each of the `10 Rules' in our communication pieces. Use the tag, "Like Nothing on Earth" as signature in our newly developed social media campaign. 22. New Welcome Center Website. Our budget includes the building of a new blog-based website that will serve the Vail community through guest inquiries, feedback, a Vail Blog, and Vail Events Calendar, all Vail Brand focused. This website will be built on Wordpress, a Content Management System with which we have expertise, and which provides a standard platform for future expansion. 7/16/2013 23. Write Vail Wordpress Blog. Management and Concierges will spend time writing rich content for the Vail Blog, in order to promote Vail's brand, attractions, and services. 24. Events Calendar. We will actively seek upcoming event info for the purpose of making our online events calendar as complete as possible, making use of helpful directions for guests on how to achieve the most hassle-free experience. In addition, we will summarize upcoming events for a weekly newsletter that can be posted in the Welcome Centers and in local Vail hotspots. 25. Vail Facebook Page. Our Wordpress blog will automatically post content of interest to our Facebook page. We will interact personally with our Facebook fans, to foster an online dialog to promote the Vail Brand. 26. InfoCa�vailsfrontdesk.com Email Inquiries. Part of our daily duties will include answering personal emails that originate from guests who visit our website. We will attempt to answer questions and help them with their direct needs. 27. @AskVail Twitter account. In addition to linking to Facebook and blog content, our Twitter account can be very useful as an instant connection to guests. We will publicize our new Twitter account as the most convenient way for guests to get their Vail-specific questions answered no matter where they are. Options 2 and 3 include all the above services, plus the following: 1. 24/7 Extended Village Welcome Center Hours. As a Front Desk for Vail, we feel it would be an unsurpassed level of guest service to provide after-hours front desk services to the many guests who stay in Vail at properties without their own on-site 24-hour front desks. 2. 24-hour On-Call Service. Who would be better at helping with late-night guest needs or maintenance emergencies than a highly-trained local Vail answering service? The Vail Village Welcome Center will stay open all night to answer phone calls, patch calls through on behalf of local businesses and managers, and be there for those who need help. We will use proven answering service technology to do this in exchange for a reasonable monthly charge of$95. 3. Vail Village Sundry Store. Located in the Vail Village Welcome Center, a subcontractor will operate a small retail area for selling staple goods that cannot easily be purchased in Vail Village. Toothpaste, shaving cream, cold and pain medicine, diapers, just for starters. Also, perhaps a single refrigerated case containing bottled water, milk, juice, and soda. We think this is a valuable service for the Vail Village guest who cannot drive to West Vail to purchase items they need, and it will attract more traffic into the Welcome Center. Sales tax revenue opportunity for TOV. Option 3 includes all of the above services, plus the following: 1. Vail Courtesy Vehicle. We are requesting in this option that the Town purchase a quality vehicle for this use, which is typical of the finest 5-star hotels. The vehicle will wear the Vail logo and will be used for extraordinary guest service circumstances, in addition to the delivery service described below. 2. Luggage Delivery. The Vail Courtesy Vehicle will show our presence by delivering luggage directly to Vail properties on request. This luxury will be available for a reasonable fee of$19 per trip, and will work in conjunction with luggage storage service. 7/16/2013 3. Grocery Delivery. We will subcontract with a Vail supermarket to offer this service to residents and guests who would like their groceries waiting for them when they arrive. We charge a $25 service fee plus 25% of the vendor invoice for this service. Please see Part 3, Proposed Costs for a Cost Breakdown chart, including a comparison of services for each option. . . Description of the training modules and frequency Training Philosophy: • How to work here. Logistics of signing in, parking, attire, attitude, safety, etc. • How to treat people. All guests are greeted, listened to, complemented and never disputed, needs both defined and anticipated. • How to help people. Tool and resources on Vail products and service, familiarity of the villages, suggested `fits' based on guest profile. • Safety. Sources for public assistance for both danger and health concerns. Training agenda will include: • Contracting a third party customer service training organization, whose proven specialty is servicing the `up-end', experienced, educated and discriminating traveler. This training will take place at the beginning of each the summer and winter seasonal, and attendance will be required for both paid staff and volunteers. Frequency: 2 X annually. 2 sessions repetitive. • Walking tours, initiated by senior management of Vail's Front Desk Company. This will be segmented and scheduled to coincide with `regular' staff shifts. Frequency: 2 tours per staff inember at the beginning of each winter and summer • Escorted and pre-arranged visits to businesses, including retail, restaurant, and hotel. Frequency: weekly; however will be overridden by increased guest traffic • Role playing exercises. Management will provide `real life' examples of guest needs and inquires to staff and initiate problem solving discussions. This will be done via memos and in meetings. The employees voted with the best solutions will be rewarded with gift certificates to local businesses. Frequency: 1 X weekly • Regular communications to employees about upcoming events and reminders to access updates via TOV technologies Frequency: As needed. • Take advantage of existing FAM tours as they culminate via Vail Resorts or specific hotels. Frequency: Varies Content: 1) All VLMD marketing pieces generated and exposed to guests... Include commercials, videos, web pages. Include VLMD's "Vail Brand Diagram' and discuss components regularly. COMMUNICATION!!! 2) Guest service topics... 7/16/2013 • Define varied socio-economic profiles, as well small group profiles ie. couples vs. singles vs. families etc. • Anticipate guest needs based on profile, time of day, existing itineraries, weather. For example, a family arriving in a blizzard at 6PM might want a casual dinner at Los Amigos. Or, an elderly couple with limited walking abilities arriving on a summer day at 11AM might want brunch at a place where they can park close... Westside Cafe. • Tired concierge??? Self- management suggestions to include asking for a coffee break from manager, or`take 5' and phone a friend. • Managing guest `wait time'? Eye contact with waiting guest; distract with alternative attraction, etc. Help all guests `get started' and then customize solutions individually. • Welcoming and thanking guests for visiting the Welcome Center. 3) Resource Training.... • Accessing media content and technologies. • Applying TOV and VLMD messaging as often as possible. Feedback: • Mid-season evaluations • Guest surveys and online reviews �� ---�— ___,___--- � — � ' � '�' � i� �7� �' � � � � . � � _. � � y ;, ,�:- � , � -;'�-� ` � � __ �_� _�'�, �' � I l � r � � _��'~� . �, . . Approach for developing guest engagement programs Olympic Welcome Center model. Everyone visits the welcome center when they go to the Olympics. The experience is interactive and visual. At the Olympic Welcome Center you can find: • Logo items for purchase. • Celebrity photo ops. • Interactive sporting event experiences. For example, climb into an authentic Olympic bobsled. • Tastings and giveaways. 7/16/2013 • Music, video, touch screen `trivia' games The Vail Welcome centers can design a comparable experience themed with the Vail "Brand"., `like nothing on earth'. • Logo items for purchase. Use an existing retailer with this product group. • Celebrity photos ops to be an obligatory piece of event itineraries for planners. • Well-Being: massage chair, healthy food demonstrations and tastings • Cultural: Art show exhibits, broadcast music from live shows, either during or after performances, video content to display retail products. • Outdoor Recreation: "Wii" with applicable sport apps, furnish centers with a gondola car or chairlift. . . Initial ideas on Welcome Center programming, including thoughts on how to promote upcoming events in Vail By initially communicating and promoting a vast new list of goods and services to best complement the 5-star guest enhancement initiative, better connectivity to the Welcome Center is being quickly established. • Signage. More traffic allows for more people seeing direct postings • Social media • Promote event calendar through business to business blog and include `click-thru'. • Employee participation and ownership, training updates. . . Building and nurturing relationships with the Vail community. Approach and systems for ensuring positive working relationships with the Town of Vail and other Vail entities. Philosophy for positive working relationships is frequent and productive communication. Vail's Front Desk Company will enact the following directives: • Weekly business-to business blog. Content is varied, but VERY dynamic and related to new news and updates. Distribution to Include all Vail businesses, based on existing business licence holders. VLMD Advisory Council, Commission on Special Events, event promoters, other applicable Eagle County Entities. • Social media updates and regular encouragement to use as a primary source of most recent news and updates. • Promotion of new guest initiative services as they are implemented. Include information about VLMD's efforts and implementation and request feedback. • `Live visits' by Welcome Center staff to businesses for reciprocal learning of each others' products and services. 7/16/2013 � ._� , � ( � -�V � ..� T � �J_��r � -� :� 0 �i - � � _ �,„� � � � -� �_ < �` � ° � � � ,H ,�Y � .,_ �yr\� .,. C ,.... �' •. � . rf '1\ § 11I_ � -. `� 'w' 1 ' �_ .. .• . .� . � . - > j �'i/ ' �/ . .. � �/�1� • • Maintaining appearance of the Welcome Centers. • Cooperate and coordinate upkeep and cleaning schedule with TOV staff. Notify Welcome Center staff of schedules. • Train staff on notification procedure for urgent issues. • Assume the office is `public'. Be presentable at all times. • Enforce staff of uniform policy and expectations. . . Equipment, Furnishings and Technology. • Cooperative effort between Welcome Center staff and TOV. Coordinate training and maintenance routines with TOV. • Maintain all communicative content related to 5-star guest enhancement initiatives under the `Vail Brand' profile. • Add guest `workstations' and charging ports, all owned and maintained by TOV. . . Developing and implementing a performance measurement model for individuals and the collective staff. Recommendations on performance measurement models Guests • Interactive screen with survey. Easy to quality use with technological counter. • iPad guest surveys to be used by hosts. 7/16/2013 • Net promoter score tool: Share a postcard... Guest can create and send an electronic postcard from our interactive screen. Postcard comments can be viewed and evaluated by staff. • Comment cards at each desk. Staff encourages guest use. • Volume `counters' at all events and at all time. Utilize existing methods. Include in monthly reports to TOV. • Guest walk ins will continue to be calculated `as is'. Additionally, concierges will keep a log with estimates to extract restroom visits, as well as the types of inquiries guest are making. Results of this data can be mutually evaluated and keep our services dynamic, to best suit guests' needs. • Lodging bookings stats from current booking engine. Vail's Front Desk Company will follow the town's philosophy with regard to `last minute' spontaneous bookings only, but is well experienced and prepared to further develop an advanced reservations service if the community desires. • Regular reporting features of any interactive technology to include page visits, click throughs. Reports will feature data reflecting calendar dates, day of week, week and monthly totals. • Employee satisfaction (or complaint) will be available via a comment card, or on line. • Receipts for monetary transactions will have a web-survey, incentivized by `chance to win' program. Town of Vail • Weekly communication of volume and `extraordinary' occurrences that cause for increase, such as pre-planned event or road closure. • Regularly attend and participate in meetings. Focus on reporting status of and community participation of newly implemented guest enhancement initiatives. Community • Communicate options for services to businesses. Gage participation and feedback. • Measure volume and frequency of gratis items given to welcome center concierges as a gage for business satisfaction and their general value of welcome center. • Weekly `business-to-business' blog, invitation to socials for business owners and managers, direct visits by senior management to businesses. • Utilize social media - Facebook, Twitter, Pinterest, etc. for up-to-date information and promote its use to members of the business community. Welcome Center Staff • Mid-season evaluations = 2 X annual. Narrative format. New Program innovation and creativity • Revenue streams • Guest and business inquires and participation • Social media feedback 7/16/2013 Part 3: Proposed Costs Vail Welcome Center Comparison Chart Vail's Front Desk Company Annual Cost Option 1 Option 2 Option 3 F�cpenses Proposed Cost of Personnel $231,972 $355,511 $356,711 Cost ofTraining, Employee Recognition $23,748 $37,042 $37,042 Management Fees $48,000 $48,000 $48,000 Administrati�Costs $21,730 $24,530 $24,530 Website, Databases, Guest Sur�ys $12,672 $13,680 $13,680 Capital Expenses $8,312 $11,018 $56,018 Total Cost of Options $346,434 $489,781 $535,981 Projected Re�nues �17,100 �27,020 -$36,020 Net Cost to Town of Vail $329,334 $462,761 $499,961 Option 1 Option 2 Option 3 Standard Welcome Center Hours 1 ✓ ✓ ✓ Staff Vail Community Host program 2 ✓ ✓ ✓ Concierge service, referrals to businesses 3 ✓ ✓ ✓ Village Walking Tours 4 ✓ ✓ ✓ Local E�nt Ticket Sales 5 ✓ ✓ ✓ No commission Walk-in Lodging Reservations 6 ✓ ✓ ✓ Airline Reservations, Boarding Passes, REVENUE 7 ✓ ✓ ✓ Car Rental Reservations 8 ✓ ✓ ✓ Web Terminals with access to a printer 9 ✓ ✓ ✓ Digital Photo/Tech Assistance 10 ✓ ✓ ✓ Recei� and store faxes, printouts, REVENUE 11 ✓ ✓ ✓ Recei� and store keys, check-in packets, REVENUE 12 ✓ ✓ ✓ Recei� and store luggage, packages. REVENUE 13 ✓ ✓ ✓ Vail Guest CRM database 14 ✓ ✓ ✓ Vail Business CRM database 15 ✓ ✓ ✓ Vail Property CRM database 16 ✓ ✓ ✓ Coffee, hot chocolate, cookies 17 ✓ ✓ ✓ Family Games 18 ✓ ✓ ✓ Special Events, Celebrity Autographs 19 ✓ ✓ ✓ Restaurant Tastings 20 ✓ ✓ ✓ Implement Town of Vail Marketing Plans 21 ✓ ✓ ✓ New Welcome Center Website 22 ✓ ✓ ✓ Write Vail Wordpress Blog 23 ✓ ✓ ✓ Maintain Online E�nt Calendar 24 ✓ ✓ ✓ Vail Facebook Page 25 ✓ ✓ ✓ Info@vailsfrontdesk.com email inquiries 26 ✓ ✓ ✓ @�,skVail Twitter account 27 ✓ ✓ ✓ 24/7 F�ctended Village Welcome Center hours 1 x ✓ ✓ 24-hour On-call service 2 x ✓ ✓ Vail Village Sundry Store, REVENUE 3 x ✓ ✓ Vail Courtesy Vehicle 1 x x ✓ Luggage Deli�ry to Vail addresses, REVENUE 2 x x ✓ Grocery Deli�ry, REVENUE 3 x x ✓ 7/16/2013 Part 4: Appendices Figure A,Vail Welcome Centers labor model Vail's Front Desk Company Lionshead Welcome Center,Option 1,CURRENT HOURS Days in Busy Open Closing Hours open Labor Hours Hours per Start date End date Season Days time time per day per day season Ski Season busy days 11/22/2013 4/20/2014 150 75 8:30 19:00 10.50 21.00 1,581.00 Ski Season non- busy 75 8:30 19:00 10.50 15.75 1,176.75 Off-Season 4/21/2014 6/5/2014 46 46 9:00 16:59 8.00 8.00 367.99 Summer Season busy days 6/6/2014 9/14/2014 101 33 9:00 19:59 11.00 22.00 722.86 Summer Season non-busy 68 9:00 19:59 11.00 16.50 1,124.33 Off-Season 9/15/2014 11/21/2014 68 68 9:00 16:59 8.00 8.00 543.98 Season Dates-edit this section only Labor hours 365 peryear 5,517 Ave.Wage per hour $13.00 Wage$per year $71,720 Labor Labor cost coverage 1.5 per year $107,580 Vail Village Welcome Center,Option 1,CURRENT HOURS Days in Busy Open Closing Hours open Labor Hours Hours per Start date End date Season Days time time per day per day season Ski Season busy days 11/22/2013 4/20/2014 150 75 8:30 1730 9.00 18.00 1,355.14 Ski Season non- busy 0 0 75 8:30 1730 9.00 13.50 1,008.64 Off-Season 4/21/2014 6/5/2014 46 46 9:00 16:59 8.00 8.00 367.99 Summer Season busy days 6/6/2014 9/14/2014 101 33 9:00 19:59 11.00 22.00 722.84 Summer Season non-busy 0 0 68 9:00 19:59 11.00 16.50 1,124.33 Off-Season 9/15/2014 11/21/2014 68 68 9:00 16:59 8.00 8.00 543.98 Do not edit this section Labor hours 365 peryear 5122.92169 Ave.Wage per hour $13.00 Wage$per year 66597.9819 Labor Labor cost coverage 1.5 per year $99,896.97 Yearly Total Hours both Welcome Centers 10,640 Option 1,Current Hours,Total Labor Cost $207,477 7/16/2013 Lionshead Welcome Center, Options 2/3 proposed hours Days in Busy Open Closing Hours open Labor Hours Hours per Start date End date Season Days time time per day per day season Ski Season busy days 11/22/2013 4/20/2014 150 75 8:30 19:00 10.50 21.00 1,581.00 Ski Season non- busy 0 0 75 8:30 19:00 10.50 15.75 1,176.75 Off-Season 4/21/2014 6/5/2014 46 46 9:00 16:59 8.00 8.00 367.99 Summer Season busy days 6/6/2014 9/14/2014 101 33 9:00 19:59 11.00 22.00 722.84 Summer Season non-busy 0 0 68 9:00 19:59 11.00 16.50 1,124.33 Off-Season 9/15/2014 11/21/2014 68 68 9:00 16:59 8.00 8.00 543.98 Do not edit this section Labor hours 365 peryear 5,517 A�. Wage perhour $13.00 Wage$per year $71,720 Labor Labor cost coverage 1.5 per year $107,579 Vail Village Welcome Center, Options 2/3 proposed hours Days in Busy Open Closing Hours open Labor Hours Hours per Start date End date Season Days time time per day per day season Ski Season busy days 11/22/2013 4/20/2014 150 75 0:00 24:00:00 24.00 36.00 2,710.29 Ski Season non- busy 0 0 75 0:00 24:00:00 24.00 30.00 2,241.43 Off-Season 4/21/2014 6/5/2014 46 46 0:00 24:00:00 24.00 24.00 1,104.00 Summer Season busy days 6/6/2014 9/14/2014 101 33 0:00 24:00:00 24.00 36.00 1,182.86 Summer Season non-busy 0 0 68 0:00 24:00:00 24.00 30.00 2,044.29 Off-Season 9/15/2014 11/21/2014 68 68 0:00 24:00:00 24.00 24.00 1,632.00 Do not edit this section Labor hours 365 peryear 10,915 A�. Wage perhour $13.00 Wage$per year $141,893 Labor Labor cost coverage 1.5 per year $212,840 Yearly Total Hours, both Welcome Center 16,432 Options 2/3 proposed hours, Total Labor Cost $320,419 7/16/2013 Vail Community Host Program hours Days in Busy Open Closing Hours open Labor Hours Hours per Start date End date Season Days time time per day per day season Ski Season busy days 11/22/2013 4/20/2014 150 75 9:00 16:00 7.00 32.00 2,409 Ski Season non- busy 0 0 75 9:00 16:00 7.00 0.00 0 Off-Season 4/21/2014 6/5/2014 46 46 0:00 0:00 0.00 0.00 0 Summer Season busy days 6/6/2014 9/14/2014 101 33 9:00 16:00 7.00 24.00 789 Summer Season non-busy 0 0 68 9:00 16:00 7.00 0.00 0 Off-Season 9/15/2014 11/21/2014 68 68 0:00 0:00 0.00 0.00 0 Do not edit this section Labor hours 365 per year 3,198 Hours per volunteer 80 Volunteers needed 40.0 Thank you! 7/16/2013 • , Vail Info, Inc. 2013 RFP Submittal 7/16/2013 Vail le�#v, Inc. 1l�il YVelcor�e Center Prop�s�l VII Response to: Town of Va�l Request for Proposals OPERATIONAL MANAGEMENT OF VAIL'S WELCOME CENTERS AND THE VOLUNTEER COMMUNITY HOST PR�GRAM Par� 1: Background, Experience, and Qualifications Parf 2: Proposed Business Plan Part 3: Proposed Costs Part 4: Appendices Mission Statement: To pr�ovide �ve-star customer service, using tfte Vail brand messaging #o support al! Town of Vaif entities following the objective and gvars o�the Vail Town Council. These stated goals are delivering five-star customer service, increasing guest satisfaction & guest value, and enhanting fhe Vai! brand through messaging and programming. • " r • � s . 7/16/2013 V�il Info, In�m �l��I VV�[cor�� nt�� P�op��o Part 1 : Background, Experience, and Qual�fications Vaii Info, fnc. (VII}, as a corporate entity, has been in business for a period of 8 years formed i� respor�se to a 2005 RFP process from the Town of Vail {TOV} to manage the then r�amed Vail Visitar Information Centers. Robert L Bank, General Manager, Mark W Christie, Vaif Host Manager, and Amy Cassidy, Marketing Manager, currently compose the VII Management Team_ Robert L. �Bobby" Bank is the General Manager of the Vail Welcome Cente�s (VWC). A!I operational aspects of the VWC come under his directi�e. Bobby developed #he original business pian 8 years ago. Since operating as a sole proprietor, Bobby, DBA Vail Brochure Delivery (VBD), had been stocking the information c�r�ters with collateraf for the previous 12 years. Vail Brachure Delivery continues to ser�ice 65 properties thro�ghout the Vail Valfey, including the Welcome Centers and the Eagke Caunty Airport, for over 147 local businesses. Bobby has lived and worked in Vail since 1988. He has been a Co[orado resident since 198Q and, like Vai1 Mountain, just celebrated his 50tf�. He is a li#e-long skier and is farmal[y certEfied with the Professianal Ski fnstructors of America and the Ur�itec! States Ski Coacf�ing Association. Af�er graduatEOn from the University of Colorado, Bould�r, he mo�ed to 5teamboat Springs where he started a Condominium Association Management Company (Steambaa#Association Management) and fater moved to Vail to become a Coach and Race �vent Promoter for Ski Club VaiE. In 1993, folfawing a career epiphany, he bega� VBD. Ta date VBD has prad�ced $1.8 million in revenues. His long Vaif roots and connectio�s to t�e Vail local community have enabled him to effectiveiy recruit and mar�ag� a highly educated long tfine Eocal staff since Vfl began its operations of the formally named Vail Ir�formation Centers in 2005. Ma�k W. Christie, Vail Host Manager, became an equity par�ner o#Vil in 20Q8 af�er becaming the Information Centers' only f�il-time employee. The Town of Vail requesfed VII coardinate the Vail Host Program. Mark's position on the VI1 team is to coordir�a#e the TOV host program. Mark had involvement with this previously while with the Vail Valley Partnership and gladly took on the additional job. By all accounts the Host Program has been a great success ever sir�ce and seems ta have finally found a permanent home under WeEcome Center direction. � � � � i � . . � r 7/16/2013 �aai d��a� In�. �9a�� 1#�� P�•�p�� Mark has been a Vail local for 17 years. Aft�r graduation from Rider University Mark began a successful career in the Reinsurance Business. Not long after his company relocated to Bermuda (Mark commuted VaiE-Bermuda for 2 years) he decicfed to make Vail his permanent home. Mark has successfully coordinated the Town of Vail Host Program for tt�e last 4 years artd looks forward to VII's expanded role in the futurE. Amy Cassidy, Marketing Manager, Ensuring that the Vaif brand is cansistently represent�d in all aspects of guest interaction, Amy Cassidy of Take Aim Marketing, Inc. will assist in directing the brandir�g, marketing and messaging for the Vaif Welcome Centers {VWC) to include �rinted and digital collateral. Take Aim Marketing, Inc. offers fuli marketing, ad�ertising and publishing ser�ices to a rar�ge of cl�ents in the Rocky Mauntain region. Their strengths in business include a tremendo�s dedication to client service, award-winning crea�ive design ar�d copywriting and an overriding commitm�nt to qua�ity, integrity and accauntability. Amy Cassidy is a 29-year r�sident of�he Vail Valley and faunded Take Aim Marketing in 1996. She has over 23 years of experience in marke#ing and advertising in the tourism industry in the Vail Valley. As publisher of Visit Vail Va[ley The Q�'iCial �SiCOr's'Guide to the vail Val[ey for the Vail Valley Partnership, Take Aim Marketing has a depth of experience in marketing the Vail Valley as a destination, as wefl as pro�iding acc�rate information to guests w�ile visiting. She fully understands the value behind the Vail brand. A member of the Commission on Spec�al E�ents, Amy is wel� versed in the Vail brand discussions aRd developments. Financials and Client References: VII has kept an open book policy since it's inception. All of the information VI1 collec�s and reports on are avaiiable for inspect�on at the VWC inclucfing Balance Statement (Exhibit A} and Prafit & Lass Statement (Exhibit B} which are attached i� the appendices. In this er�deavor, the Town o#Vail has been the client. An over�iew of the job pe�formed is included in th� relationship section in the proposed business plan. All current and past cli�nts of Vail Brochure Deli�ery are also listed in the appendices {Exh�bit C} �l�* = �, .'I ■ 7/16/2013 Va�i Info, Inc. Vail Welcome Cen#er Proposal Par# 2: Proposed Business Plan Vail lnfo, Inc implements He�ri Fayol's Five �unctions of Management Model. This model focuses on key relationships sa that the VII gues# exp�riEnce is seamless across alf Vail entities. Ti�e five functions are: Planning: VII draws up plans that combine unity with the Town of Vail, continuity, and flexibility gi�en VII Teso�rces. Everything is dor�e #a help VII staff be successfu[ in their interactians. The TOV can anly succeed in its stated goals if they succeed. Organizing: VIl pro�ides personnel for daily aperations of the Welcome Centers and pro�ides hosts for the volunteer program. Commanding: VI� management has personal ir�tegrity, communicates clearEy and has thoraugh knawfedge of personnel. This creates unity, energy, loyalty and eEiminates incompetence. Coordinating: VII Maintains informatian regarding activities in tf�e Town of Vaii through �mails, websites, newspapers, cafendars, eiectronic notE pad, data t�ase entry and staff meetings_ We also a�e on email update lists from Vail Resorts regarciing all of their products. Controlling. Vll identifies strengths and weaknesses on a regular basis and uses feedback to pravide fi�e-star customer ser�ice. 1: Recruiting, Re#aining, Managing, and Optimizing Paid and Volunteer Staff The VII stafF recruitment and training phi9osophy F�as allowed the staff at the VWC to meet all of the Tawn Council Goals. VII goals have always t�een long term #or continued �conam�c growth of the TOV. Over the last eight years, serving �3,993 hours ancf 599,375 guests, VII I�as foilowed basic customer service guidelines to ensure satisfaction from every guest. We treat everyone the way we would want to be t�eated ourselves. VI I management and staff alf �iew the TOV as our home and are proud to sf�are it with our guests. This is ti�e philosophy we will continue to follow. As management, VII, is the envy of local Vail businesses. �t is almost unheard of to reeruit and retain staff with the backgrounds, lcnowiedge, and educatian of the VI I staff. i ■ . • . 7/16/2013 'V�il ��og i�°e�� '�aid ��Ico��e C�r�°t��- �r°��o.�� Vlf currently has nine front line staff m�mbers, T�e average time living in Vail #or the VII team is over 1 fi years. The a�erage time the current staff has been working a#the Welcome Centers +s 4.7 years. Over the years, VII has employed 45 tatal staff members. VIl has been able to retain the best emplayees. Only in a f�w cases has Vlf last employees to ather Vail area entities. Moving on to other areas or full tim�ja�s has been the reason for their departure. Of those who have left, none has be�n more than a seasona! part time employee. Keeping a good working en�ironment and having the perks of parking andlor ski �asses has helped keep the V11 staff together. The seasonality of#h� Vail area {and required hours of operation) requires fewer staff cfuring t�e spring and fall, more in the wirrter season and e�en more in the sumrr�e�. VII management con#in�es ta bring back staff who refurn to the area seasonafiy. Management picks up the slacK during the shoulder seasons, eliminating th� n�cessity af hiring short#ime Ftelp. This afso eiiminates the need to train employ�es for the short term. Recomrn�ndet� F�ours of operation and stafFing requirements are attacf�ed. (Exhibit D) The Vf I team is responsible for the continued success of the o�erations of the VWC. No oth�r �roup can bring the r�af passion this group displays abaut Vail to this 1ob. None! Ta deliv�r successful and a consis#ently great customer service experience, knowledge f�as pro�en to be the most effective tool our team can use. The VII team knows the Vail product well, a�eraging 34 days on tf�e mauntain in 2012-2013. Three of the staff werelcontinue to be employed, or vo�unteer for, Vail Resorts. The VI I team is very passionate about both the mountain and the tawn. Under former management, Coflege interns were brought into the Ir�formation Centers to interact with the guests �ut after witnessing the lack of passion for the Town of Vail, ar its businesses, Vll made the decision that five-star customer service was the most impar�ant criteria for persannel. The VII team is highiy educated, six of the team i�old Masters degrees and one t�as an Educational Dactorate. Almost the entire staff has f�ad successful careers in various fields for major companies includ�ng US West, Gateway, �BM, Lexmark, PXRE Reinsurance, Denver Public Schools and Mar�treal Public Schools. Three of our staff are rrEUlti lingual (Four during the Summer}. Every efFort t�as been made to hire multi fingual job applicants but multi linguists ha�e not always been the best candidates far open positions and every hiring decision has been based upon the whale of the a�p{icants experience. Our returning seasonal summer employee is also bilingual. It is our contention that there is a specific skiEl set that needs to be met that car� be simplified • ' � - • • . • • - 7/16/2013 Vail �n�oq I�c� �ail �Uelc�r�� n�� ropos�l to the basic q�testions of'9s the applicant nice to others?" and, "Does h�lshe show a passion for our town and our mountain?" BacEcgrounds of education and sales have been the best generai areas for �iring. All of our staff is �ersed in the new techr�ologies of language translation with bath p�one applications and computer programs. One recent example of the #echnologies use was directing a dancer to F�er host housing in Cantonese Chinese! Faur of our current staff ha�e alsa been part of, and recruited from, the Vail Host Program. We plan to cantinu� ta recruit this way when passii�le. Over the past year Adam Sutner, former director of Marketing for Vail Mountain, has led the staff#o use consistent, messaging in each inferaction. The staff has ali been F�ired because of their indi�idual perceptions and opinions. Guests can generally tell or sense when something is scripted or fake. �ive-star service dictates that guests need to receive precise information in a manner that screams out, "I've been there, done that and 1 lo�ed it." The trick is to incorparatE the brand messaging Ento the canversatian in a "real" way. Contin�ed training will not be a rehash of these same principlas but more of a reminder. These pr�nciples once I�amed can now be taught to �otential new staff during their one on one intensive training. Feedback from TOV cansultant Tara May regarding personalization of sefvice, wait times, and common messaging have all been incorporated into current staff training. Continuing to learn about the new Vaii programs and events will be more of our focus. We are very interested in being abl� to retain Tara in an ongoing capacity. VII currently has been coordinating the Vail Hast Program. The 40 Vail Hosts are alsa �Cnowiedgeable and passionate about the TOV. On a�erage they have IEVed in the Vai1 area 20 years and they have been part of the Vail Host program �or 5_4 years. Over the course of the last year the Vai1 Hasts had over 47,4Q0 separate interactions with our guests. At #his point i� time 35 have expressed interest in ret�rning �o the program. In the past, Vai[ Hosts have been recruited by both other Vail Host referrals and advertising in the VWCs. While the host program was included into the TOV Vail We[come Center RFP this year the Vail Hosts operate on a May-April yeariy schedule to ensure all of t�eir commitments can be rriet by the end o�the Ski Season. 2: Developing and Delive�ing Customer-Centered Services and Programs Upon hiring, staff receives art employee manual. All aspects o�VWC job rEquirements are covered within and attached (Exhibit E}. New staff is given a 5-day (40hr) orientation working a • ` ■ � � a . . • , 7/16/2013 "��I ��, I��m �� systems of the VWC. The systems of the VWC include methods for referrals, bookings, activity suggestions, lodgi�g or acti�ity reservations, and e�ent #icket sales. Six monthly trai�ing sessians were F�eld and will continue during the next contract periac�. The first sessions were held at the beginning of the year to get a "crash" course in branding. In the future the sessions wilE be spread out through out the year. Led by Adam Sutner, staff was given a tharougY� hackground in to the �rocess of Marketing, the meaning of the Vai! Brand itself, and then the practical �se ofi the Vail Brand. The TOV pro�ided an in�ormational presentation on the touch screens. Further meetings w�re h�ld to share stories of success, hear suggestior�s, and motEVate �he staff. Property taurs l�ave been held as part of the training too. Since 20Q5 the Vfi staff has won every award #or customer service e�er put forth by the Chambers and the Town of Vail. Monthly awards will cor�tinue to be given internally for exceptior�al customer service. The Vail Hosts receive their own employee manual #�at was de�eloped by the TOV. Our plan for#�e future wifl merge the two man�als into or�e. There is one major fraining session in the fall far all of the Vail Hosts, and an orientation by Mark Christie for new recruits. Two other training sessions were held at local restaurants which were run by John Power. The walking tour hosts were also gi�en further orientation by Stacy Anderson of the Colorado Ski Museum as well as a writt�n set of"walking tour notes." In the future, w� will rEquire a!f staff fo attend the first Fall meeting and make our other meetings a�ailable to the Hasts. Com�ensation will remain the same moving forward with each TOV host receiving a $700 value in Ski Pass, Parking PassNaucher, VRD Golf Pass or TOV Restaurant Certifcates far e�ery 80 hours they commit to. (Only one host chose to do 1�0 hours last year.) Since taking over the coordina�ion of the Vaii Hosf program, Vaii Hosts have alsa won customer service awards from every entity providing those awards. As stated earlEer VII is excited about integrating the Hos� training into the VII staff training pragram. Th� Hosts will now be #rained with the same customer service philosophy that the VII staff follows. Host uniforms and name tags will also be brought into line with the Vail brandirtg guidelines. To measure the success of the Vail Wefcome Center and the Vail Host Program, VI� recommends that the Town engage wi�h the Vail Resorts �endor to expancf the net promoter score surveys in �he future to specifica�ly include these programs. (Including these progfams, in the past year, Guest Services has been the highest ranked areas of all TOV departments.) !t would be ideal if they could be separated from other VR Mountain guest service departments. The net promoter score measurement pro�ided by a third party vendor appears to be the best singEe mEasure of performance. � � a � �m � � � � r r � r r r 7/16/2013 ��g� �n��, �n�� i ��a�� r ��o�aO RelatEVe ta the question of new ideas for Welcome Center programming and E�ent Pramotian, VI� believes it is important to continue to work with the VLMDAC and the Vail Economic De�elopmeRt Department to be sure that they are getting what they want as they are the appointed experts in this fiel�. VII will corttir�ue to support and offer ideas, such as adding Destino Vail to the touc�screens. Remem�ering the old adage "too many coaks spoil the broth," VII believes the operator of tF�e VWC should act as suppart staff to thes� entit�es. !n the past we hav� brought up data base acquisition and have been working with VLMDAC towara that end. Currently VI! is also perFormir�g TOV assigned tasks. VII management believes ti�at by operationally de�eloping a directional fiow beginning at Towr� Counci{ (which is VLMD) moving down �hrough the Economic De�elapment Qffice (As VLMDAC is only facused on Summer brar�ding), CSE, and finally to the Weicome Center, that thE Town o�F Vaii staff will effec#i�eEy manage all of the components. Database entry, calendar management, Welcome Center posters are three examples af some tasks that could be str�amlined. One of these, calertdar management, has already been �etted by the Vail Eco�omic Advisory Cauncil. Following is a list of the systems us�d — Reservations, Touchscree� (Database upkeep), Vail- Calendar, Town Map Database, Business Off-Season Hours (spring & fa�l} and the reports VII provid�s — Executive Report, Ladging References, Visitor Count, and Financiai Reports. Other lists are also kept of acti�ity references, but d�e to the small amount of referrals relative to the number o#guests, they hav� only been archived (This amounts to less than .5% of our daily work). VII alsa keeps records of the TOV business referrals. VII has booked $'1,424,177.82 in revenue to Vail's lodges durir�g 6,134 different #ransactions, and of that we are �ery proud. This is 1% of our guest interactions. VII was an early advocate of technology and assisted fn the design of the reservations system. Vil has sent out 18,414 Tweets, folEaws and Retweets 155 TOV businesses and has 1395 followers. Ir� the last year we began posting pictures and messages an Facebook. VII has come to the conclusion, which is sup�orted by Vail Resorts experiences, that Vail's guests are visc�ral and here to act on their energies. That is part of the Vail b�and. T#�e technological enhancements are great taols we can often times use. Technology can en�ance the customer service exp�rience as long as it is not �iewed as a substitute for human interactions. To increase g�aest satisfaction and loyaity one must thoroughly #�e knowledgeab�e about the product. R�ferrals and boofcings can only happen quickly and efficientiy if the team already knows guests aptions and, for the most part, has experier�ced them_ In uiewing for the long � a , • � - . - - 7/16/2013 1l�i! Info� �nc. �4�i1 ��Ic�� C�� sas term, while every interaction has t�e goal of s�pparting Vail businesses, when deafing with customers who are often just stopping for directions, VII will continue to make our town so welcoming ar�d hospitable that Vail is sure to be the e�d destination the next fime! One of the most papular programs avaifable at both VWC's is a new Cell Pt�one Charger that will charge �irtually any p�one. This is the type of program we continuaf�y #ry and pro�ide as an example of using technology to gi�e five-star service. While quite often this service is unexpected by guests, they are always very appreciative. Anotf�er example of one of our guest service initiatives which we have been provitfing for the last eight years is to ha�e portable car battery c�argers a�ailable. The TOV Transit and Parking staff is aiways helpful with dead batteries and will drive to the car and jump it, however, t�ey are often busy and guests appreciate tf�e quick service we can provide. Printing boarding �asses, usualiy fior guests waiting for CME, is the same typ� of tang�b�e service VII lo�es to provide and TOV guests appreciate_ The wh�elchairs that the VWC pravides free of charge are another customer-centered program which Vfl pro�ides. As there is no ionger anywhere in the Vail Village to rent strollers since Kidsport discontinued the practice, in the future Vll would like to pro�ide them along side th� wheel cha�rs. Another idea, presented to T�V, �hat would make the VWC more of a senrice to TOV guesfs and residents alike wo�ld be to carry a small inventory of drugstore items. Since the cfosing of the Rucksac�C th�r� has no� bee� a convenient location in the Vail Village for sundry items. (This had been a�pro�ed by the TOV Economic Deuelopment Department but with the uncertainty of the canfract o�er the last three years VII hasn`t been abfe to make the inv�stment in inventory.) Currently VII sells only hand warmers, bottled wafer, post cards, and stamps as a serrrice to guests. Et has gone a long way in meeting customer needs thereby providEng that "extra" level of service. Collateral co�lection and display is just ane other facet of th� VWC. Nof only guests, but loca[s and property owners routinely stop into �he Welcome Cen#ers to collec# matEriais to put in their rental properties. The VWC and LHWC are always fulfy stocked to assist bridal parties, family reunions and corporate �lanners stock their gift and welcome baskets with no ad�anced notice. 5ome of th� local Lodges also use the Welcome Centers to prauide collateral for their guests. TQV maps are delivered up request to any TOV entity i�cluding the West Vail Gas Stations. VII staff ancf TOV Hosts have already began to be integrated. VII staff provide a source of knowledge and guidance to the Vail Hosts ar�d the VWC also acts as a ch�ck in station for the Hosts themselves to stock up on fhe necessary co!lateral t�at includes a we�kly (we�k�nd} update, TOV maps, Informational updates regarding roads, event �enue changes, etc... ThE VIl staff and Vail Hosts use c�ll phones far on-shift comm�nications. In a partnership se# up � • � - . • - • - 7/16/2013 1/aai �nfog l��o �9�i1 ��am� C�e��° �r�p��l by the TOV HR D�partment, the Town Hosts and VWC and L.HWC F�ave, just in tf�e last year, handed out over 75,000 granola bars for Vail Resorts Strategic Alliance with Nafure Valley. As stated in t�e abave section on training, Vail Hosts currently lead v�►eekiy TOV walking tours in conjunction with the CaEorado Ski Museum. 3. Building and Nurturing Relationships w�th Vail Community Research has #ound that building rela#ionships has become the main ac#ivity of management regardless of industry. The relationships Bobby, and the res# of �he Vil team, have develo�ed o�er the years ha�e allowed the VWC to canti�ually Emprove. It is our plan to continue to develop ail of tt�ese relationships in the future. Because of these relationships, the VII has been able #o provide fair and balanced representation to variflus competiti�e entities while at the same time providing the five-star customer service that the TOV and Vaii brand dictates. Vll is proud ta include letters of recommendation firom the Vail Business Community. These letters come fEOm competiti�e business�s, Earge and small who all agree, VII is th� b�st ft to operate the Vail Welcame Centers. (Exhibits F) Business relationships piay a F�uge roll i� the success af VII and the operations of the VWCs. Before setting foat insicfe the Vail information Centers eigf�t years ago, VII �is�ted and developed relationships with each and e�ery retail lacation in the TOV. VII has confinued to coliect (and share} off-Season TOV l�usiness lists. Bobby and staff now specifically �isit every Vai! store#ront location and keep a active database used to produce the TOV Transit Maps. Th� VII staff also walks through the TOV on almost a daily basis, noting changes and communicating them �o feilow emplayees, Vail Hosts, and updating our database. Local businesses know the VII staff and will enquire about various top�cs. VII is a resource for locals, busi�esses ar�d guests. Many locals join guests in stopping by when they have been away to see what's going on! Bobby has �isited almost all of the Vail Lodges over 1000 times in the last 2Q years {weekly). He has rela#ed all cF�anges to staff, who ha�e also done site tours to a�most all of the major properties. VII's continuing close relatianship with the Lodging Community has enabled VII to quickly and efficiently book lodging for an entire Greyhound Bus's passengers while still taking care of the rest of the guests during a 170 closure. See a�pendices fior Vail Lodging letters of recommendation (Ex�ibits G) � s � • � • 1 ` • • t � • � 7/16/2013 Va�� In��, i��. �� l��c�� er��:�� P�� VII has had a working relationship with the VaEi Chamber and Business Associatfan (VCBA) since it began. Ideas put forkh by the VCBA duri�g its origit�al bid for the VWC have been adppted by VII and V�I has continued fa work with the VCBA on projects incfuding the off season business list including answering forwarded phones for VCBA whe� they were shorthanded. V!i has had such a relationship with the VCBA which is evidenced in the letters of support included in apper�dices from current board memb�rs. Not once in the last eigh# years does VI I know ofi anything that the VCBA has wanted changed at the VWC (Exhibit H}. In adcfition to the Vail business and lodging communities, VI! has created par#nerships with the �arious departments of the Town of Vail. The most comman interactio� is with th� Transportation and Par'king Departrner�t. {Exhibit I) VII has actively sought out and implemented various systems to help the guests af the Town of Vail negotiate the sometimes daunting process af getting around Town. After the restrooms, "Where to park?" rs the very first question #he VIE staff �s usUally asked. While locals �nderstanci a p�destrian �iflage, this is nat in the norm for most of our guests. This is the number one interaction VI� staff has on a daily basis with Vail's guests. Getting gues�s orientated and parked is the most crucial step Vfl staff can mak� to bring Vail experience to the g�est. VII participated in the Vail Way Finding Committee. Vll has be�n part of a team informing guests about the TOV Bus Schedules and Parking Options. InEtially VII shared radio frequencies wi#h the Transit depar�ment and la�er h�lped develop the Parking Counts Web site. Vlf helps coordinate the special events busses that run directly to Ford Park from both Par�cing Structur�s througf�out the Summer season. VII acts as an intermediator helping disgruntled patrons deaf with TOV Parking struc#ure tickets. VI[ also heEps guests, in coordination with the Assistant Town Manager, deal wi#h parking problems at the neigf�boring lot at Solaris. VII f�as acted in coordi�ation with the Transit de�artment {and Police Departm��t) as a way station to help cpntrol drur�k dri�ing by helping administe�the "Get out of,�ail free" program enabling those who decide not to drive hame because of drinking ta r�turn to the parking structure and pick up tt�eir�ehicles the next day with out �aking up the Police or Transit resources. Vli acts in coordination with the Trar�sit Department for lost and found items. VII goes the "extra mile" by not just turnir�g lost phones over to the Pofice Depa�tment, but by making e�ery possible effort ta retur� the p�ones (including code protected ones — in part�ership with the Iocal cell service pravid�rs} to their owners. Working with the Police Department, most specifcafiy the dispatchers, VII has established procedures #o help travelers in the e�ent of 1-70 closures. Vlf f�as solicited local lodges to ■ 7/16/2013 lA��6 ��'�, In�� i� �I��e ��° P��f provide a lowered cost program, based on availability, to accommodate stranded tra�efers. These rates are collected by VII for the program an a yearly basis. VII has coordinated 9t's activities and has provided staff, whenever it has been asked for, in res#�onse to reopening the VWC du�ing the pass closures. Vll has also deveio�ed a great working relationship with the IT department. The TOV owns all of the technical systems at the VWC but VII has been instrumental in de�eloping t�em. From the TOV Reservafion System, th� Wi-Fi, the compu#er and prir�ter, the Touch Screen da#a base, and the llail-Calendar, Vil �as �aken pa�t in the design, build, maintenance over the last eight years. IT d�partment also provides services for our guests at the VWC with dedicated high speed Wi-Fi and a public WoTfc Station. Ron Braden's staff have been very responsive to any and all issues regarding i�e technolagical systEms of t�e VWC's. Vllorking with the Human Resources Department, VII has coordinated the Vail Host Program for the past 4 years. The �ragram developed by the HR department who pro�idecf fram�work including employee manual and traini�g vuhile VII staff oversaw Vail Host schedufing, compensation reques#s anc� preparedlcollected all callat�ral and giveaway materials the Hosts were asked to promote. The TOV Sales Tax Department f�elps VII coordinate its bu�iness lists. 4n a monthly f�asis Sally �arton sends an update of new TOV b�siness license holders. Vlf staff uses these reports to ac�d new businesses to our database and to contact new businesses regarding the ser�ices we can pro�ide for them. Through its working relationships with the Public Works department, Vl1 nas coordinated the cfeaning and upkeep of the fiacilities it inhabits. John Gallegos, recently r�tired, and then Charlie Turnbull ha�e quickly responded to our messages. VII is sur� this reEationship will continue with recently hired Facility Manager John King. lJsing the same �endors as TOV for weekly cleani�g has ailowed VII to keep continuity and quality a# the same leve�s demanded by the TOV. VII promotes anc� greets guests for the TOV Art in P�blic Places. Molly Eppard hosted weekfy tours based out of the VWC. {Exhibit .�) Vlf has been coordinating with the Finance Departmet�t to help implement tF�e collection af brochure and magazine dis�lay fees, approximatefy $48,OOO.QO during our eighfi year operatior�s, directly offsetting the cost of running the VWCs to the TOV. � � r � r � '� � r � � � 7/16/2013 �a�l ��, ��c. ��1 �� #e� ��p�sa� VIl has coardina#ed most of the above with Community information Officer in the Town Managers 4ffice. In the fas# year alone, VII has traded over 416 emails and over 179 phone calls {only calls #a Bobby's cell phone and email were tracked — there were many more sent and received on the Welcome Center email and phone systems) with Suzanne 5ilverthorn regarding all aspects of the VWC aperations. VII sends monthly reports fo the TOV thraugh Suzar�ne, detailing it's main activities and recently (this past year} began ho�ding man�hly meetings with S�za�ne regarding more specific reports. All of the reports have afways been made available to the public. VII �as answered a!I af Community �nformation Officers forwarded General InformatEOn Requests. VII has also producecf the Vail Happenings Poster and the Weekly E-mail blasts under Suzanne's direction. Business and Town Departments are not the only relationships VI1 has ca�tinuaily devefoped. As included in Appendices (Exhibit K) there are at least 6 different departments of Vail Resorts Vll interacts with. O�ertures have been made to Vail Reso�#s to expfore the possibility of Ski SchooE and Lift ticket saies. VI! interacts with the Base Area opera#ions, Ticket Offices, Acti�ities Desk, Marke#ing Department, Strategic Ailiances and Race-Special Events Departments. Recentiy after receiving an email from Da�y Ratchford canfirming the r�opening rumors, VII staff visited EVERY Vai1 ViElage and Lionshead business, within three hours, with the details confirming the details we had, and encouraged them to remain open. V!I also scheduled eight Vail Hasts to work shifts o�er �he weeic�nc�. VII staff has been proactive in heEping guests get orientated to the Town and on to #he mountain quickly by chec�Cing on Vistabahn {now Gondola One) lift line status anc! directing guests to Gofd Peak or Lionshead when appropriate. Other attac�ed appendices {Exhibit L) illustrate VII's relationships with VLMDAC. As pre�iously stated in this report Vll see's itself as a supporting entity to VLMDAC and acts upon VLMDAC s�ggestions, missions, and goals. Commission on Special E�ents (CSE). As a board member, Bobby has participated in the de��lopment, recruitment, and sometimes the ending of TOV e�ents. His vating record illustrates his attention to the e�ents as seen by himseff, VII staff and comments from aur guests. His position as manager of the VWC affords him a �nic�ue perspective when reviewing events. Likewise his position on CSE lets him gain almost instant knowledge which he shares with Vll staff regarding TOV events. Last fall approximately 75% of the time � � � � r � r 1 � r 7/16/2013 ��I ��, I�� `�� t��° ��osa� initial funding recommendations have been ac�apted by the commission. Because of his V'WC experiences with events, Bohby has icfentified �nderperforming e�ents (or producers), as was the case with Vail Soul Fest. [n keEping the Vail-Calertdar website up to date VII has work�d with CSE administration editing lists t�at they provided to make sure all event dates were correct. Continuing into t�e future VII will begin to int�grat� smaller e�ents including live music, magic and comics into the e�ent cale�dar. Letters of Recommendation from CSE board members are attached in appendices, (Exhibit M) Relationships between VIl and �Went promoters have helped VII staff recei�e training and calEateral for TOV events. Both Highline Sports & Entertainment and The Vail Vailey Faundation have reached out to provide VII staff trafning. Since the closing of th� tic�Cet affice at One Willow Bridge Road, the VaiE Valley Foundat�on has been contacted regarding the estat�lishm�nt of a �icket o�tle� into the WUC. Bravo, Vail Jazz Festival, Vail F�Im Festivaf, Farmers Market, Taste of Vaii, VRD and the rest of the event producers a{I provide VII with information to promote and strengthen theEr Ewents. VII has a�so reached out to event producers ta use the VWC as check in and media focatians du� to its easy short term parking access. Exhibits N, included in appendices show a sample of VI1's refationship with VaiPs major event producers, other community organizations and interested parties. 4. Mainta�ning Appearance of Welcome Cen�ers Using the same �endors as TOV for we��Cly cleaning �as allowed VI� to keep cantinuity and quality at the same levels demanded by the TOV. Vil also has the windows cleaned at the VWC twFCe yearly by professional cleaners. Vll staff takes pride in its workplace and constantly scans the area for problems. Small ones are talcen care o# by staff. Large o�es and iss�es in thE surrounding area are quickly r�ported to TOV public works. VII will continue to work closely with John King. 5. Equipment, Furnishings and Technology This topic is described above in fhe relationships section (with TOV IT) 6. Developing and Implementing a Performance Measurement Mode� fo� Individuals and TMe Co�lective Staff. This is an area that VII beiie�es needs a new process_ As stated earlier, V[I belie�es that th� best way to measUre our perFormance would be to add us as a s�parate area to the Vail net promoter score tabu�afions. As stated by our Mayor, in a Town Council session on the subject, it wou[d be best to have a third party measurement for p�rformar�ce. This would also � - i � • . . - . 7/16/2013 l�aal Ir�fo9 �n�. ��ii ��I�orn� ��n��r ��po��l follow the direction gi�en to CSE regarding the vendors they oversee. In the past we have coll�cti�ely {VII and TOV) tried to �se a secret shopper program but a decision was made, and it was alsa our opinion, that it was a waste of time and an unn�cessary cost so it was discontinued. An outside consultant recommended exit surveys at the end of the last contract periad and Vlf doesn't know why this process didn't take p�ace. To ensure that the customer service programs ha�e a measurable impact, VIl wili implement the tolfawing performance measurement model which will gauge individual staff performance as we!! as the impact on �ive star customer service. 1. Set indi�idual goafs that ar� in lirte with TOV goals. Vlf Management wilf ineet wit� Vll staff at the start of each season to cfevelop individual goais. The goals will be base on gues# needs and services: Friendliness, Use of technofogy, Knowledge of current events and TOV businesses and accommodations. VI I staff will survey guests and use their own results to address the customer needs and �h�ir personal goals. 2. Establish a measurement system. Vlf Management will iR�o�ve VII staff in de�eloping performance indicators whicn are quantifiable, base on their goa�s. The staff will be mor� likely to accePt ar�d be cammitted to the measures that they have been involved in deveioping. 3. Pro�ide feedback. VI! will provide f�edback to VII staff, 2x's each season. F�eedback will be based on the VII staff's goals and perFormance indicator results. Feedback will �e used as an incentive to increase performance and ta pramote pride in the Vf I staff's accomplishments. It will alsa ensure VII staff that they are accountable for high standard services. 4. Reward and recognize outstanding performance. VII will continue to reward employee of the month with a gi�t certificate at the IacaE restaurant of their choice. V{I management will provide positi�e feedback re performance. 5. VII will er�courage attendance at local trainings, sym�osiums, and service summits. - . — — / - . 7/16/2013 V�il �nf�, In�. ��il �I��e �e��° Pr�p�s�l Part 3: Proposed Costs Vail Welcome Centers 2013-2014 Budge# Request Operating Re�enue: Town of Vai! $310,121.00 Merchandise Sales ;1,750.Qq totai Fte�enue: �3�1,871,00 Operating Expenses: Cleaning-VYYC �8�Windows} ottly $4,595.00 Office Supplies �5,762.00 Sta�ng (including taxes & 6ene�ts) �'E77,551,00 Management �including Host p�ogram) �75,O�O.flO 3'� Party Training and BrandlMarketing Management �12,000.00 Host Program Compensation �28,000.00 Uniforms(booth) �500.40 llniforms (hostsj �2,800.00 Merchandise $750,00 TOV required insurance �3,973.00 Total Operating Expenses: $310,871.00 Capital �xpense: �'l,000.00� Total Expenses: �3'I'[,871.00�� * Strollers nave been identified capital expense for 20�3-2Q�4. Witi� the chang� �n ownership of Kidspprt, there is no longer a place ta rent or borrow "bur�eys" to push toddlers around with in the Vail Village. VII would purchase a single and a doub�e to have a�ailable for guests to use like the wheelchairs. ** Total budget was calcufat�d by adding in the 480 hours of September, and 45 November- December ho�rs, that were no� in last years budget, looking for an additional 3% which �as been awarded based upor� perfarmance, and added a 3`d party training fee. � � . � � - � i 7/16/2013 Vail Info, Inc. !lail �Ife��o�ne Center P��p�sal Part 4: Appendices Exhihit A: VII Balance Sheet Exhibit B: VI! Profit 8� Loss Exhibit C: Vail In#o, Inc. dba Vai! Brochure Delivery Customer List Exhibit D: Recommended Hours Of �perateonlStaffing Levels Exhibit E: V�I Employee Manual Exhibit F: Business Le##ers of Recommendation Above & Beyond Guides Access Properties The AEaskan Shop American Ski Exchange Alpine Bank Al�ine Quest Sparts Bart & Yetis Buzz's Boards Charter Sports ClaggettlRey Ga�lery Coldwell Banker Grappa Karats Kemo Sabe May Palace & Sushi Qka Pazza's Performance Sports Piney River Ranch Red Lion Ski & Bike Valet S�CilWheel base Sotheby's Ascent Specialty Sports Venture, LLC Surefoot . • ' . . - 7/16/2013 Vail Inf�, �nc. 1/aAi IfVelcor�e Gente� Prop�s�l Swedish Clog Cabin Swe�t Basil - Mo�ntain Standard The Vail Tra�el Center Timberline Tours Up The Creek Vail Internat�onai Gallery Vail Ski Tech West Vail Shell Exhibit G: Lodging Letters of Recommendation Christiania Lodge Destination Resorts Eagle Point Resort E�ergreen Lodge Fallridge Condominiums Hotel Gasthof Gramshammer Holiday !nn Lifthouse Vail Lionshead Inn Lion Square Lodge Lodge at Lionshead Manor Vail Montaneros in vail Nine Vail Road Partfolio Hotefs -The Roost The Sebastian Vail Simba Run Resor� Sitzmark Lodge Ti�oli Lodge Vaif Intemational Condominiums Vail Mountain Ladg� Vail MouRtain Resort & Spa - Marriatk Vail Racquet Club Vail Realty Vail Resort Rentals Wes#wind At Vail Willows Vail • . � _ . .. � r r � r � 7/16/2013 Vaii lnfc�, Inc. 1/�i� �lelco�� r�t�r �r�oposa� Exhibit H: VCBA Rela#ianship Let�er Exhibit 1: TOV Transit Rela�ionship Letter Exhi6it J: TOV AIPP Relationship Letter Exhibit K: Va�l Resorts Relationship Letfers Barbara Har�is -Vail Acti�ities Des�C Jeff Babb - Resort Operations Exh�bit L: VLMDAC Relationship Letters Mia Vlaar- East West Resorts Laurie Mullin -West Vail Liquor Mart Michael Holton -Vail Valfey Medical Cen�er Exhibi� M: CSE Relationship Letters Jenn Bruno - Luca Bruno & DUE Ray�a Kundolf- Masters Gallery Barry Davis -Yellowbelly Exhihit N: Event Producers & Others Letters Betty Ford Alpine Gardens Highline S{�orts Solaris Developmer�t Vail Jazz FoundatFOn Vail Vafl�y Foundation Phif Hoversten William Foutz MD James Rein Ar�n Antonius This propasal response remains property of Vail Info, Inc., unauthorized du�fication is prohibited. Vail Resorts branding use, and language manipulatfon done, by permission. f � � � ` � � 1 � � � A r � � r � 7/16/2013 Vail info, Inc. Vail Welcome Center Proposal Exhib�t A-D: Financials Cusfomer List Staffing Recommenda#ion • • . • • - • • . • � � 7/16/2013 ��,��,�M Vail Info �nc. 05/10/13 Exh�bit A Baiance Sheet S�andard Cash Basis As of Mar�h 31, 20�3 Mar 31, '13 ASS�TS CurrentAssets CheckinglSavings Vail Info Inc. Checking A... 73,086.76 Tota1 CheckinglSavings 73,086.75 Other Current Assets Petty Cash 117.00 Total Other Current Assets �17.00 Total CurrentAssets 73,203.76 TOTAL ASSE�'S 73,203.76 LIABILITIES & EQUITY Equity �pening Bal Equity 24,891.97 Retained Earnings 219,144.50 Net lncome 17,689.35 To#al �quity 261,725.82 TOTAL LlABILITIES & EQIi... 261,725.82 Page 1 � � � r a � r � r 7/16/2013 �1.�8AM Vail fnfo Inc. o5„a„3 Exhibit B Profit and Loss Standard cash gasis January thro�gh March 20�3 Jan -Mar'13 Ordinary IncomelExpense income Sales(�Tax} 428.84 Ticket 5ales 427.D0 T�V Management Cont... 87,83fi.60 Tatal Income 68,692.�4 �xpense Tr�ining 283.25 Cfeaning 729.00 Cost of Goads 5old 26.55 Insurance Work Comp 150.$7 Total lnsurance 150.87 Office Expense License and Permits 65�.00 O�Fice Supplies 1,260.d9 Postage and �eki�ery 30.a0 Printing and Reproduct... 187.Q1 Water 68.60 Total Office �xpense 2,195.70 Payroll Expenses 401(k) 1,705.00 Payroll Accounting 754.a4 Payroll Taxes 12,219.57' Wages 34,650.10 Payroll Expenses-0#h... -148.47 Total Payroll Expenses 49,1$Q.24 5ales Tax 142.48 7otal �xpense 52,708.09 Net Ordinary Incame �5,984.35 Net Income 15,984.35 Page 1 S � � � , � � � � r r ' r 7/16/2013 11:22AM Vail jnfo Inc. o��as�,3 Exhibif C Customer Phone List May 9, 2013 Customer Phone 3-G Sfables (970)928-1234 8110 Mountain Storage (97�)37fi-8708 A la Carte Publishing (970)476-3663 Above&Beyond Guides (970)394-5337 Aces 8�Eights Casino Shut#I�Inc. (970)468-7777 Adventure Paragliding, LLC {970}274-1619 Allegria (970)748-7502 Alpine KayaEc (970)949-3350 Alpine Mobile Physicians (970)376-8376 Alpine 5nowmobile 8� Dogsledding (719)486-8899 American Educational Institute (248)433-0606 American Ski Exchange (970)476-1477 Apex I�c. (970)949-9111 Aspen Valley Hariey-Qavidson (970)928-7a93 Aspenpeak Magazine (970)429-1215 Banana Belt Cafe (303)9�]9-1676 Bearcai Stables (970)926-1578 Beaver Creek Marketing Deparlment (970)754-5296 Beaver Creek Resart Company (970)845-5857 Beaver Creek Stables (97p)845-7770 Black Tie Ski Rentafs (802)324-0037 Blue Plate Bistro (97D)845-2252 Bob's Place Avon (970)845-8556 Box-It (970) 389-0923 Bravo Vail Valley Music Festival (970)827-5700 Buzz's Boofs 8�Boards (97Q)476-3320 Chabad Jewish Center (970}476-7887 Charter Sports (888)29�9797 Christiania at Vail (970)476-5601 Christy 5ports (303)237-632� Cinebistro (970}476-3344 Coldwell Banker�mberline Real Estate (970}47'6-2913 Calorado aude& Ranch Associatian {866}942-3472 Colorado Mountain Medical, P.0 {97p}476-5895 Colorado Mountain News Media (970)748-2976 Colprado River Center (970)653-0263 Colorado Ri�er Guides (970)638-9742 Colorado River Runs (970)653-4292 Colorado Skf&Snowboard Museum (970)476-1876 Cooper Hil�Ski Area (719)4$6-3684 Copper Mo�ntain Resart (970)968-2318 x38... Dionysus Hos�i#ality Group-Dusty BootlLuigis (505)249�L203 Eagle Diner (970)328-1919 Eagle RiverAnglerslMeadow Mtn Tubing (970)328-2323 East West Resorts (970)926-5471 x'!9 Flair Magazine FEy Fishing Outfitters (970)476-FISH Page Z � � f � � � w r � r � � r � � � 7/16/2013 11'22AM Vail Ir�fa lnc. Q51D9113 Exhibit C Customer Phone List May 9, 2013 Customer Phone Four Eag1e Ranch (970}926-3372 Fresh Tracks Transportatian (970)453-4052 Fuller BCV Sotheby's Intemationa� Realty (970)845-Q400 Func4ianal Wellness (970)376-7779 Gateway Land And Development {97D)326-fi777 Glenwood Canyon Resar#s Glenwood Cavems {97p)845-42Z8 Glenwood Springs Chamber Resort Assaciation (6Q5)64�0777 Grand A�e. Grill (970)328�Oa2 Highline Sportsl�ntertainment (97D)476-6797 Humid Air (970)471-1109 Integrated Device Applications, Inc. (970)331-38Q5 La 7our Restaurant (970)476-4403 L.akota Guides (970)845-7238 Lazy J Ranch (97D)925-3472 Local Joe's Pizza (970}476-2222 Manto's Pizza (970)524-6266 Markii Creali�e (970)949-8110 Maverick Motorcycle Adventures (970)390-3072 Meadow Drive Properties (970)479-1711 Minturn Anglers (970)827-9500 Mauntain Builder Magazine Mountain Mabile Massage&Spa Company (970}925-3273 Mountain Mushers (970}653-7877 Mountain Wolf Jeep Adventures (970)926-2582 Nova Guides (719)486-2656 Nu4�itional Allies (970)476-8327 , Old Forge Pizza (970)39d-0026 Oragraphic Publishing (970)390-8476 Outlefs at Sifvertharne (970)468-9440 Oxygen4EJ (970)376-0684 Parent's Handbook (970)39Q-3533 Pazza's Pizzeria (970)476-9026 Performance Sports (970)476-1718 Pina Pinear (970)274-16�9 Piney Ri�er Ranch (303)726-3929 Prudential Gore ftange Properties (974)926-1737 RentOxygen.com (972)749-4646 ResartMed (97�)390-7878 Rock Gardens Rafting I�c. (97Q)945-6737 Sage (970)390-Z71fl 5ilverleaf Suites (970)328-3000 Simba Run (970)47B-03a4 Simply Massage (970)547-0900 Slifer Smikh 8�Framp#on Real �stafe (970)845-2019 Snow Magazine (970)404-5165 Spa Anjali (970)790.2062 Page 2 � � � � A � � / � r . � r � � f � 7/16/2013 11:22AM Vail Info ir�c. 05/09/13 Exhibit C Customer Phone List May 9, 2013 Customer Phone SpaStruck (970)476-BACK Stand Up Paddle 970-653-7873 Take Aim Marketing, Inc. (970)328-1212 Timberline 7ours (970)476-1414 Town of Vail (970)479-21'f 6 Town o#Vail,AIPP (970)479-2344 Town Of Vail, Coforado i'own of VaiE, Community Informakion (970)479-2115 Trippons.com (970)376-1462 Vail Alpine Garden Foundation (970)476-0103 Vail Anglers LLC Vail Associates Marketing bept (970)479-3032 Vail Beaver Greek Magazine (970)47fi-fiBOD Vail Esfates (970}845-i117 Vail Fishing Guides {970)476-6394 Vail Limo Vail Mounfain Lodge&Spa (974}476-0700 Vail Offroad RenEals (970)306-9511 Vail Reereation District Marketing Dept. (970)479-2446 Vail Religiaus Foundatian (970)476-6610 Vail Resorts Oirect Marketing De�t. (970)84�5726 Vail Resorts Stratigic Alliance Depl. (970)845-2573 Vail Rock Guides (970)471-1173 Vail Skate Supply {970)476-�550 Vail SkilBike Tech {3Q3)476-5995 Vail Sports (970)476-9457 x265 Vail Stables (970)�47fi-6941 Vail Valley Anglers (970)390-1062 Vail Vailey Faundation (970)949-'f999 Vail VaEley Parag�iding Vail Valley Partners�ip (970)479-104fi x104 Vail Va[ley Taurs Venture Sports (970)949-1318 Vilar Center For The Arts (970)949-434$xfi6 Walking Mountains (970)B27-9725 x113 Westem Waters Fishing Guides (97�)328-0186 WheellSki Base Inc. (97b)4r6-5799 White Mountain Tours (970)668-5323 Whitewater Rafting LLC. (370)945-8477 Why Fly With ft 5torage �970)331-9086 Winterhawk (719)486-1336 ZaccaZa Restaurant (970)748�$48 Zina Ristorante (970)926-0777 Zip Ad�entures, Inc. (970)926-232�1 Page 3 ��3i � � � � J � r � r ■ Y � 7 � �' . . .J y". r I 7/16/2013 Exhibit D Vail Info, Inc. Vail Welcome Center Recommended �perating HourslStaffing Levels MONTH #DAYS BOOTH HRS HRSIUAY OVERLAP MO HRS �ctobef 31 W 9-51LH 9-5 'Ifi (Total hrs) 496 November 15 VV 9�5/LH 9-5 16 24Q Late November 15 W 8:30-5:301LH 8:30-7:00 19.5 32 324 December 31 VV 8:30-5:301LH 8:30-7:0� 19.5 192 797 January 31 W 8:30-5:301LH $:30-7:00 19.5 6� 668 February 2$ W 8:30-5:301LH 8:30-7:00 19.5 64 610 March 31 W 8:30-5:301LH 8:30-7:00 19.5 64 668 April 15 VV 8:3Q-5:30ILH 8:3Q-7:00 19.5 293 �ate April 15 VV 9-51�H 9-5 16 240 May 15 VV 9-51�H 9-5 1 fi 240 Juroe 30 W 9-81LH 9-8 22 660 Jufy 31 VV 9-8/LH 9-8 22 310 992 August 31 VV 9-8/LH 9-8 22 31� 992 September 30 VV 9-51LH 9-5 16 480 Group Staff Trai�ing 6 '! 72 72 New Hire Training� '[2 8 192 192 Tvtal Days 365 Total Man Hours 7964 Notes: �Ass�mes (2) New staff are hired d�ring calendar year. Overlap — November 2 weeke�ds Sat & Sun � 8 hrslday December 2 weekends Sat & Sun + 8 hrslday and 1 Q days + 8hrslday January 4 weekends Sat & Sun + 8 hrslday February 4 weekends Sat & 5un f 8 hrslday March 4 weekends Sat & Sun + 8 F�rslday J�iy E�eryday 5 hr over�ap August E�eryday 5 hr overia� � � . � 7/16/2013 . . Vail Info, Inc. Vail Welcome Center Proposa! Exhibit E: �1/11 Employee Manual � w ` � f � � w � � r r 7/16/2013 Exhibit E Vail �nfo, Inc. Vai� Welcome Center Policies And Procedures Th�s manual explains policies and procedures of the Vail Welcome Cer�ters {VWC}. It wi[I help yau unders�and how to fur�ctEOn effectively as an Employee at the VWC. This ma�ual is also designed #o assist in answering questions, wi�ich may arise regarding the operations at the VWC. Purpose: The Staff of Vail lnfv, Inc. (VII) are cammitted to the enhancement of customer service* at the VWC. Employees are good wikl ambassadars of the Town of Vail {TOV}, and wifl pro�ide the highest le�el, courteo�s assistance to all visitors to the VWC while fiolfowing the Town of Vail's VWC Operationa] Standards. In practice this means we will help our guests with WHATEVER needs they may have (or we will determine they ha�e) �n way that, if at all possible, benefits Town of Vaii businesses using Vail brand messaging. *"Customer service is defined as a series of activities designed to enhance the levef of cus#omer satis�action —t�at is, the feeiing that a product or service has met the c�stomer expectation." The perceived success of such ir�teractians is dependent upon employee's `�vho can adjust themsel�es to the personality af the guest." Responsibilities: As a�n Employee, you have a:greed to accept certain responsibilities. The effecti�e managemer�t of those respansibilities maEces the Employee a respected part of the TOV community. in accord with the purpose of the program, the following guidelines pro�ide an overview of responsibilities of the VII and of tf�e Emp�oyees. VII wilf: pro�ide a descriptEOn of the objectives and duties; ensure that t�ere is staff available to answer questions and assist with problem solving; offer quality training and perform periodic reviews; and, keep Employees informed about TOV even�s and VWC procedures. T�e Employee will: courteously welcome, pro�ide directions and information, and offer assistance and suggestions; accurat�Ey respond - � - . - a • � . 7/16/2013 to i�quiries; maintain required logs of statistics and complaints. 1. VWC Hours The TOV determines hour of opera�ion. Winter season hours (as determined by Vail Resorts Opening and Closing Days} wifl be 8:30-5:30 at both locations. Summer season hours �Friday of Memorial Day Weeke�d t�rough Monday of Labour Day Weekend) will be 9-8. Off- Seasan hours will be 9-5 at both Welcome Center Lacations. 2. TransportationlParking Employees shall �e responsible for providing their own transportation #a and from the VWC. Pu�lic transportation is suggested whene�er possible. Emplayee parking passes wil! be kept in �he tap cash drawer anci are to be only used during Employee shi�ts, returned immediately afterwar�s, a�d never �oaned out. 3. Dress Code Employees shall always present a clean, neat appearance, as they create the first impression af tF�e TOV. Your apparel sho�ld include: Clean cloths Comfortable shaes (a m�st!) Name tag {supplied by VWC) No �isible facial piercing And VWC Polo shirt 4. Training Employee must a#�end an eight-hour orientation shift with Bobby a�d then wilf be assigned �t more full shifts working along sid� Mark or another senior Employee as assigned. These wifl be fuily paid shifts. This will enable Emp�oyee to become familiar with the VWC, the adjacent facilities, and functional areas of responsibility of the VWC managemenf staff, the various systems we use including the computer reservation system.* Employees will also periodicaily be invited �o attend meetin�s to help you better understanc� how to use information tools and new technology to per�arm your duties. The training may be provided by the Vf i managemen# or TOV or VR staff and mandatory meetings will be held 6 times a year. � ` - • � f - . 7/16/2013 5. Schedules It is very important that the Emp[oyee be punctual and conscientious in meeting their shift obligations, and notifies the booth management of schedule change requests. The schedules ar� Permanent ti�rough the Winter or Summer 6ut may change from time to time based upon Employee requests. Schedules will be emailed to all empioyees up to 1 month prior. Please notify management immediately if there is a prablem witY� a r�ew schedule. It is your respansibility to co�er your shift. PlEase email copy both the information �ooth and the booth management or� all emails confirming shift trades or co�erage changes. Also capy the other party if you are tradir�g or co�ering shifts with. Infarmation booth email addresses are: vailCa�vailinfo.or�t and IionsheadCa7vailinfa.arq. Bobby's email address is bbank a(�,�aiiinfo.or� 6. Star#ing Out Please email sign in and out as you work each day. The emails must come from the booth anci sent to Bobby at bbankCa�vailinfo.arq. This is your time card. Subject line should inclut�e your ir�itials, in (ar out), and location. Subject IFne upon lea�ing should include number af ho�rs worked too. Read tt�e ledgerlcheck camputer for virtual post-it nates to learn what other empfoyees have been invol�ed with during your absence. Emails are fled daiiy under subjec#s and #herefor easy to find for future sF�ifts and cowor�Cers. Call the other booth to confirm your coworker is pres�nt. If not, immediately cafl Bobby at (970} 476-617'1 7. Bulletin WVC Opening and Closing D�tieslProcedures are posted on the bu�letin baard. All VWC information can also be found on the computers. These are very specific and are the REQUfRED daiiy duties of the VWC. Ir�formation of importance {and your paycheck!} will be periodicafly pos#ed on the bulletir� board. EmpEoyees s�ou[d make it a habit to glance at the bulletin board daily ar�c} read any new material posted there. Any Em�aloyee wishing to post materia� on the board should have it approved by management. 8. Preparation Do your homework! The more an Employee studies our materials, asks questions, and attenc�s various continuing training sessions the more they will know about the TOV and the VWC �encfors services, then the mare helpful and comfortable the Empfoyee will be. Website references: {All are bookmarked and ha�e desktop icons) � � � � � � r 7/16/2013 Vail Resorts http:llwww.vail.com Weather http:llwww.noaa.com Vail Government httq:llwwwlvailpav.com The TOV Calendar is http:llwww.vail-calendar.com Colorado Department of Transportatior� is http:llwww.catrip.orq Twitter ht�p:llwww.twitter.com *please refer to Vailinfo.org Documentation Man�al While on duty, it is important to record new information fearned. TF�ere is a ledger in eac� VWC for�his purpose. This information will be shared with other Employees. ANYTHING out o#the ordinary shouid be reported by emaii and can be included wit� email sign outs. 9. Customer Service Duties Greet e�eryone with a smile and "Welcome to VaiC," but a�oid to�cF�ing people when assisting them or giving directions. Provide directians and offer assistance with patience. It is a known fact that tra�eling and passing ff�rough new areas can ele�ate a person's tension le�el, e�en far tF�e most seasoned v�sitor. Very rarely, some visitors may be less than cordial. Keep cool, and be patient. Get t�elp when needed. VWC VISITQR ASSISTANCE PROCEDURES: '!. Inquiries Respond �o all inquires {in person, phone, email) and take t�e time ta be SPEC�FIC, especially if someone seems confused. Repeat yourself if necessary. Use anylall af the tools (computer, touchscreen, apps, magazines, brachures etc...} that are at your disposal. Handing collateral directly to o�r guests aids considerably. Don't be stuck behind the counter. Venture out, and show our guest How, Wnat, Whe�e & Why. Provide information on lodging, shopping, activities, dining, transporta�ion, area attractions, and points af interest. Engage our guests, find out about them. Where are they from? How did t��y find us? Try and capture their contact infarmatiort especially emaif addresses. Get permission signed. If you€ cfon't know the answer to a question, DON'T GUESS! Ask. Make a call if you ha�e to. Do not hesi#ate to acknowledge you do not know. Badlwrong information is worse than no information a� ail. • ' ' • • • - . 7/16/2013 You always car� get informationai help by caili�g your coworkers at tY�e other location, calling Bobby (97Q)476-6171, calling Mark (970)350-2300. Collateral ful�llment also has an icon. The Vail Valley Partners�ip will send a magazine out upon request. Usually, far the VWC, phor�e requests. www.visitvailvaifey.camlvacationquide For other collateral requests, be sure to collect all of the guests information including address and phone number, and ieave the coliateral requested with this information on Bobby's c�esk for postage. 2. Recommendations You ha�e been hired for your personal attitudes and k�owledge. Your ir�sights and taste preferences will not alf be the same. Please answer all requests as honestly and use your sense of fairr�ess when doing sa. Guests lave it when yau gi�e them your secrets. Best restaurants, fa�orite ski runs, etc... Use questions ta fir�d out what they are really asking. Don't give multiple answers. Toa much ir��ormation is worse customer service than no answer and almost as bad as wrong information! Remember the "pizza" example from #raining. Remember who we work for. It's not that we �an't like dowrt valley er�tities, but we work for the TOV. We are paid to be here to promote Vail businesses if at alf possible. Remember the "staying at the Ritz" example from training. Always answer direct questions. 3. Complaints Should a visitor wish �o file a written com�laint, they may either compiete a "We are listening" form immediately or th�y may �ill it o�t and return it at th�ir convenier�ce_ Any written complaints should be left for Babby. It is VERY important to captur� as much contact information as passible including Name, Phone Number, Email, Local Lodging so that i�you can not resolve a complaint it can be further handled by mar�agement or ev�n by fhe TOV. Wit�out contact informa�ion this �ecomes impossil�le. As stated above about anything out of fhe ardinary, please include e�erything that you can document about such incidents o� an email to Bobby immEdiately. !f the �isitor, or anybpdy for that matte�, wishes to contact a VWC authority please give out Bobby's phone number a�d email address without hesitation. (970) 476-6171 1 bbar�k �ailinfa.or This is not secret and he is a�ailabie 2417 --365! - • ' ' - • • • _ � 7/16/2013 4. Unsafe Situat�ons If you see someor�e, especially a c�rild, about to do something �nsafe (IE. Climbing on the concrete #ooter on the ou#side of the railiRg outside tF�e Vail Vilfage locatian) please assist the TOV by being an extra set of eyes #o identify and correct �nsafe activities. Try not to correct tY�e chiftf using a loud �oice. Move as close as possible and speak po�itely and firmly. Do nat grab or restrain the chiid unless the child is in emanate gra�e danger. If you do see a problem do not pu#yourself in harm's way. 5. Lost and Found All lost and found items must be reported to TOV. Valuables should be reparted to dispatch and t�ey wifl com� pick them up. (970) 479-2200. �ther items car� be dropped o#at the TOV transportation offce located on le�el 3 of the Vaif Village Parking Struct�are. Ifems found on the buses and pa�king structures go tf�ere frst. (970) 479-2178. Guests who may have last i#ems on the mountain should be directed to contact Vafl Resorts (VR) Activities Desk located in the Arrabel�e. (970) 754-3059 or 476-9090. 6. Safety liazards Repo�t any wet flaors, leaks, icy sidewalks, or other safety hazards immediately. Call Bobby and email cturnbull _.vail�ov.cam HANDLING EMERGENCIES: 7. WHEN AND WHOM TO CALL Pick up �he phone, call 911 or 479-22DQ ext. 0, ta get help with serious safety ar m�dical related emergencies, or potentially criminal activities. Identify yourself and locatior�. Exampfes of suc� sit�aations are persor�s beha�i�g suspiciously, disorientated persons or lost children, or individuals with medical issues needing hefp. The Police dispatch will notify afl nec�ssary res�onse groups of the situation. 2. WHAT TO SAY When pro�iding a description of the situation, say specifcally what yo� see. "There is a man, approxima#ely forty, who fell (or appears to have fallen), and his knee is bleeding hea�ily. He is on the stairs to the west of the 5ki Museum between leve� 3 and 4 of the Vai! Village � 1 � � � � � r 7/16/2013 Parking Structure." Use major features of the parking structures as landmarks. If givinglgetting information from a third party ab+out an incident in the structures, give the �evel and exitlentrance paint and ciirections from t�at point. 3. MEDICAL EMERGENCIES....Should 1 give first aid to injured persons? You can gi�e first aid in accordance with the Good Samaritan Law, but take �he advice of Emergency Medical Technicians (EMT's), "Don't put yoursel# in a dangerous position." Dvn't expose yourself to blood ar otl�er body fluids. 4. AFTER MEDICAL HELP ARRIVES Do not lea�e wheR the help arrives. They may ignore you as t�ey checEc o�t the situation. They ha�e numerous procedures ar�d decisions they have to make quickly. Hawever, they may need to get a statement from yo� co�cerning what you saw or did. INTERPERS�NAL SK�LLS: The two basic buiEding blocks of customer service are WHAT we say to our visitors and HOW we say it. 1. Teps on Acti�e Listening Want #o �isten. Aimast all problems in listening can be o�ercome by having the right attitude. Listen to the �isitor as you would listen to any friend. Remember, there are no such thir�g as uninteresting persan...aniy uninterested listeners. Act like a good listener. Be alert, sit or stand up straight. Lean farward and let your face radiate interesf. L�sten to unders#and. Do not�ust lis#en for the sake of listening; listen to gain a real understanding of what tt�e visitor is saying. Ask questions when you don't understand, or when you need further classification. Ask qUestions when you want the other person to like yo�, or when you want to show you are listening. Don't ask questions that will embarrass or °put down" the other person. Concentrate on what the other persor� �s saying. Acti�ely focus your attention on the words, ideas ancf #eelings related to the subject. Look at the other person. Face, mou#h, eyes and hands will all help the other person communicafe witF� you. These wilf help you concer�trate and show you are fistening. • ` • • • - . 7/16/2013 Smile appropriate[y...but don't o�er�ue it! Share the responsibiiity for communication. Only part of the responsibility rests with the speaker; you as the iis�ener ha�e an important part. Try to understand, and if you dan't ask for clarification. Remember, listening is fun! Work at developing this constructi�e attit�de. Make a game of seeing how well yau ca� �isten ancf really understand the �isitor's r�eeds. Effective listening is an art. It can be developed by conscie�tiously applied practice on a daily basis!!! 2. Tips on Giving Good Information Provide only correct information. There is not#�ing we can do that would b� worse than giving the wrong answer! Never be too praud to say, "I don't knaw, but I'[i find out �or you." If you don't know an answer, say so. Then do your utmost to find the correct information and record it in the ledger so that others can benefiit from your experience. Don't assume anything. Ideas that may be clear anc� easy far you may not be to the visitor. Be speci#ic. When directing a guest to an address use terms that are universal (north, south, left, right). Don't use terms that are only knawn locally, "next to the 4-way." Use names of streets and landmarks whe� possible. Give specific measureme�ts if possible ('�our bfocks, '/z mi�e). Speak slowly and distinctively. Rein#orce you ins#ru�tions with svmething visua�. Pro�ide a brochure or map. Always hold the informa�ion ar�d orien�ate the visitor. If possible stanc� so that you, t�e visitor and the infarmation are all orientated the same. Use a highlighter to mark important information. Give added infQrmation when it will he�p. Be careful not to confuse when gi�ing added information. RechecklRepeat. Le� the �isitor repeat t�te information back to you if they want to and fisten for points of possible confusion. Be patient. Be patient and considerate, especialfy with people who have language difficulty. Think how yau would lik� to be treated if the situation were reversed. Maintain a helpful attitude. Be fri�ndly and courteaus. You should try not to rush the guest. Don't let the visitor lea�e unti! you are sure that you both feel yo� have a ciear understancfir�g. Speak with confidence. True professior�als provide their information and answers with qe�ite certainty, because they know their maferial. They know they are doing their job well. Learn to ha�e a �rofessional attitude as an TOV ambassador in e�erything you f ' • • • - . 7/16/2013 do. Your confdence will also heEp put the visitor at ease. 3. Tips on Handling Complaints A few simple procedures can help anyone who has ta deal with �isEtar complaints. Gaod visitor relations don't depend on the innate ability o# gett�ng along with peo�le (which was really why you were hired!). You can learn to handle complaints by #ollowing the simpie procedures outlined below. Listen to the entire complaint. How else will you find out vwhat the visitor wants? Don't interr�pt. People who complain about a product or a service are feeling a need to tel� yo� somethi�g. Accept the feelings of the vis"r#ar, Let the visitor know it is all right to fee[ upse#. The �isitar's need to "tell yau something" is often comp�icated by the feeling of frus#ration, or e�er� embarrassment about complaining. The best way to deal with feelings is to accept them. Don't take the visftor's complaint as a personal offense. Chances are it is not really directed at you. Don't defend yo�rself or yaur organization either. If you oppose the feelir�gs t�ey will cantintae; if you accept them as valid for the visitor they tend to diminish. You may feel like disagreeing with rnany things the person is saying. The key is to look for tha# feeling with which you cart agree and teli them that you understand. Manag� to filter t�rough the visitor's fee�ir�gs by accepting them, and then mo�e into solv�ng tF�e specific probfem. Clarify the complaint. Now filter out the feelings to #ind out exactly what it is the �isitor wants yau to do. Simply ask, "�ow can I help you?" Take action immediately when possible. Don't just stand there, do somet#�ing! The complainir�g visitor want's action! Even if the complaint isn't in our center, show some interest. Follow through on anything you say you are going #o do. Don't ever promise something you dan't intend to do. If you are authorized to handl� the matter then taEce care of it wit�out delay, preferably in front of the visitor. That visitor wants action not just words. Remain cheerful and helpful, Your attitude can ease the situafion greatly if you handle it correct�y. SMILE! Be courteaus a�d gracia�s; try to be reafly helpful. When you are dealing with an unhappy customer you have an unparalleled opportunity to create a positive impression af yourself and our organization. This is the �ime be your very best Refer matters that you can't handle to someone who can, If you can't taKe • - ' - • • � - . 7/16/2013 immediafe action or� the visitor's complaint yaurself, refer#hem to someone who can. If it is a matter of referring them to another agency or office, be he{pful in providing the contact information (name, address, phone number, email) and �he nature, iocation, time, date of the problem and call and email management. Remember: The person with the cornplaint is probabfy most upset because they dort't feel they ha�e been treated with fairness. This has offended their �ense of se�f-wort�. Yau can restore that sense of w�ll b��ng by showing real attention and ir�terest in their problem. Accept the reality and �alidity of their feelings. Try to resolve the problems or find the �aerson or agency that can. Don't EVER let the camplaining visitor go away without showi�g them that someone cfoes care about him or her and their problem. AND document everything. Isn't that what you would expect if you had a complaint? 4. [nterac#ing with Interna#iona! Visitors Many TOV visitors are firom other countries. Hosting interr�ational visi�ors is an excelfent time to learn abo�t other cultures. Patience, caurtesy and imagining yourself in thEir shaes wil! help yo�. Whether guests are as curious about you as yau are of them, ar just need assistance, you have the perfect opport�nity to be a neighbor�y ambassador for the TQV. Greetings [nitial greetings sl�oulcf be simple: "Welcome to Vail", are generally understood. "How are you?" may be translated literally and should be avoid�d. "How may I help you?" is usua�ly the fiof�aw up. For extended conversations, ending the encoUnter with "thank you fior visiting Vail." should be used too. Communicating Verbally Many internatio�al visitors speak English fluentiy. Some reaily like to "practice" whi�e traveling. Listen ta the responses of thase who do not. If they don't understand, simplify. Use technology You are required to have the i-trans�ate app downloaded ta your celE phone w�ich wil! verbally wrong transfa#e English back and fort� to about 30 fanguages quickly and accurately. Our computers ha�e web icons that will translate English to fi5 different written languages. Keep �entences short 5peak sEowly and clearly pat�sing frequently, to ailow tY�e visitor to show whether or not they unders#and. Short siler�# periods during conversatian are appropriate and palite fn some cuitures. v � � � / f � � 7/16/2013 Use a map to gi�e directions Show the raute and use landm�rks when possibke. SmEling is not a universal cvmmunication symbo� Although you always need to go that extra smile (!), do not expect an internativnal visitor's facial expression to always mirror yaur awn. Good eye contact is valued in many cultures but is not necessarily appropriate in all cultures. In some countries it is a sign of respect �o either fook down or away! Don't makE judgements if your eye contact is not returned. Familiarity Some cultures misinterpret Americans's instant familiarity as rudeness or pushiness. Be discreet; gauge the level ot your familiarity by signals from your guest. Clarify ��Yes's, "No", and �1 don't undersfand" In many cultures, when you say a negative sentence, a pe�son will say "yes" to show agreement with the statement. To avoid confusion, ask positive c{uestior�s. "You need a ricie to West Vaif?" not "You don't need a ricfe, do you?" Pro�ably the [east effective way to find out if someone understands is to aslc, "do you understand?" "Yes" frequently daesn't really mean yes. A better way to cla�ify if someone actually understands is to asEc him or her to repeat information back to you. Po�ic�ES: 1. Records Recards will be maintained an each employee by VII management and thE payroll accounting firm ADP. If there appea�s to be a discrepancy with any information appearing an your payroll cE�eck stubs, please contact VI I management immediately. Empioyee records are confidential to the extent permitted by law. 2. Evaluation Empfayees will receive periodic re�iews. The primary purpose of evalua#ions is to ensure that the information program is as effective as possible. Reviews of fhe emPloyee's service efforks are intended to be �ositive and informative. Afsa, emp[oyee's are highly encouraged to continually evaluate the program and provide feedback to management. 3. Discontinuing Employment If an employee wishes to discontinue his or her service with Vail Info, lnc. at the VVIC, notify management as soon as possible and camplete the following procedures. Return your Parking Pass (if applicable) Ret�rn your Ski Pass (if applicabie} Re#urn your uniform Return your KEY • ' ' - • • � ' - 7/16/2013 Final paychecks will ortly be issued during the next regular�y sc�er�uled payroli and upon receiving ali o##he above. Two weeks notice is c�stomary and expected. The VII Managers will conduct periodic e�aluations to assess employee compa�ibility with the VWC program and provide addifional training as needed. Should tF�� employee pra�e to be i�compatible with the requ�rements of the program the employee will be dismissed. 4. Injured While on Duty If you are injured while engaged in employee activities at VWC, contact or ask someo�e to cafl Dispatch. All incidents need to be reparted with a call to the bootf� management. NO EXCEPTIONSf 5. Town Staff and Personne! VWC Mar�agement and TOV Staff have jurisdiction when it comes to interpreting operational rules and reg�latians. Should an emp�ayee be giver� instruction by these indi�iduals, with which the empEoyee does r�ot agree, the employee shot�ld notify the booth management to help clarify or resoive the misunderstar�ding. Even if the employee does agree ali such interaction should #�e reportedldocumented immediately. 6. Conflict af Interest Employees wili not, in any way, use their posi�ion to obtain financial gain for themselves, any member Qf their household, or any business with which the employee ar member of the employee's hpusehold is associa�ed. Employees will not take or divert �roperty of VWC or TOV for private use or far anyone else. 7. Impar�iality While on duty VWC representati�es are impartial and are at the booths to promote a positive TOV experience. The vendors are our partners, too. That said, great customer service requires specific answers. Ask c�uestions, clarify, and use YOUR judgement. !f someone wants to know your favorite restaurant you shauld give them your honest answ�r based upon the criteria being asked. Because of this criteria, your answ�rs (as well as the rest of the staffs answers} should not always be the same. EVERY ir�t�raction wiil be different and unique. That said, by qualifying the c�uestions you shoufd be able to give a specific answer. Five star customer serrrice requires only one o�tion when asked a specific question. � � i a • "� . 7/16/2013 8. Smoking VII is cammit�ed ta protecting health and safety. As a safety precaution for everyone, smoking during and around VWC facilit�es is prohibited. 9. HAVE FUN, IT`S CONTAGIOUS! Our guests want to know your secrets. Sha�e the s#ci runs (�iking trails, shops, restaurants etc...) that you love. Visitors really appreciate your sincerity. This truly is fi�e star customer service. ` • " r � • . 7/16/2013 Vail Info, Inc. Vail We�come Genter Propvsal Exhibit F: Business Letters af Recomme�ndafion • - ' • � - • � . • • - 7/16/2013 �'�4v E & $gp0�� ' \ 4X4 ' GETF€l�S � -�. May 12, 2413 4098 Highway 131 Wol[btt, CO 81555 pear Vail Town Council, My name is Craig Lawman and I am the awner of A�ove & Beyond 4x4 Guides out of4 Eagie Ranc� in Walcott,C0. 3`m writing to you today on b�half of Bobby Bank and the staff at Vail Info, Inc. ln all of the years ! have known Bobby, ha has done an incredi�le job informing guests af ail the acti�ities, lodging, restaurants, and wE�atever information they needed ta make their visit to Vail not only easier, 5ut more enjoyable.The Info Cente�s that �e and his staff operate are often the very first thing�isitors will see when they come into Vail. As we all know, tourists will as�C numerQUS questions that ti�e average person would probably not know t�e answer to. He and his staff's knowledge o�#he area are above a�d i�eyand most info centers I h�ave ever encountered while o� my own travels. As a small business owner, and a paying�endor ta the Tawn of Vail, l understand the importance of getting quali#y i�formation out to everyone. Without this ex�eptiona4 s�rvice, not anly would my busi�ess not do as good, but many other smali b�si�esses in th�valley would st�ffer as well. The same goes with the town of Vail. It would not do as wel! if it were not far services IiEce these. I wouid like to recommend tf�at the Va'sl Town Council award Bobby Bank frorn Vaii Infa, Inc. the new cantact to run the Vail Welcome Centers. I truly belie�e that Bobby and his staff would be the great fit for the needs of the new facilities as Vail continues tQ grow. 7�ank you for your time and consideration. Should yoU need to �antact me directly I can be reached at the infarmation below. Have a nice day. 5incerely, �'�� - ��f, �,/�f �� L� , �, /I // 1:;��1�. � Craig A. Lowman/Owner Above & Beyond 4x4 Guides 970-390-1EEP (5337) Po Box 85�5 A�on, CO 81fi20 tral�;alot'��man��yai-,00.com www.a 6oveand beyond4x4�uides.corn 7/16/2013 .�lccess Pro�erties of`VaiCR.eaC�state Soo South ,�'rontage Rd East, Ste il2 1�aiCCoCorado 81657 si6�zai 3 Dear Vail Town Counsel, The Vail Welcome Center has good history serving the Vail Business Community. Years back prior to Vail Info service seemed to be more questionable. In all the years I've know the operator, Bobby Bank and the staff of Vail Info, Inc. they have never shown bias amongst businesses and as a long time local resident Bobby is very knowledgeable of the Valley and local Businesses. I think they are the best choice to operate the Vail Welcome Centers in the future as they have shown to be accountable for good service and fair with all being a small business ourselves. With the upcoming 2015 World Championships show casing the Town of Vail soon, it' s not a time to experiment with new service. As a small office, we at Access Properties of Vail Real Estate in the Wren Building appreciate in the fact that Bobby and staff take the time to stop in to visit us and know where businesses are located. Sincerely, � __ o c�-��o Kurt avis Broker Partner Access Properties of Vail 7/16/2013 a '� ." � '" � �� -� = ✓ ,� �:� . ,.� ...r�p�,e._ � ,�,w+„�"��.;,� ,r�= _ �ny!'�Sa .w f�', l�� . .l.P��`�°^}.a`�P� : .n �+r 4 a7� ,- ��. �� r --:- •��+ �� 3 �k$��.re;.:. �� x.`y,a,�'�r`a;*.a--�� <iP Y�, ��i. .. �� u� � ....... ,.. _ . e . � ,. , - ,. . ':�'�+&✓..�.. TNE F��SKHn sNo� 'f84 E. Gare Creek Ds., Vail, CO 81657 �i1p (303)47�3750 �'1 , U �- l L I� � �,.� L u c��v c., � �� . � ,4� 1 W 21_c�-� rZ C e�'.' -T 2,�5 � � 4 I V1�S C- c� �e l� J+-L � Fl-T r--Q,...rr u Z; 'j� �/� I � C3 v 1�✓� 1.�- �T'4 � � �u c c s c, c��c 1 G�� c t ci �,.,�� T� e � e�u N ��.G, v �' `T �C -e � � t ��.�-u e C_�z.1'e,e c� �' e�-�- T E �,vS y � �� , � 7 ►2� �� ,� � .,_.� .�,� � 5 � � �-�ti ��-`, T�-► � C � � � c�,�.. � �.s�-� w � T+1 ��'t � cr v�,� e N-- 1 G tip L ..�' �} i a :2 � :_,� �a �� ,4,,� �.,..-_ � ` ��L�� 7/16/2013 AJpin¢ Bank . ►� . May 6, 2013 Vail Town Council 75 S. Frontage Road ' Vail,CO 8157 Town Council, I am pleased to have been asked to provide a letter of recomrnendation for Mr. Banks and his operation of the Vail Information Center. Mr. Banks has done an exemplary job with the information center and catered to the needs of the town's businesses. Specifically,when Alpine Bank relocated from the Gateway building to the Solaris building, Mr. Banks made a special effort to visit the new Iocation and make sure he knew all the specifics of the new location. Alpine Bank appreciates and recognizes the effort and personal service Mr. Banks puts into the running of the Information Center and recommends him for another contract. Sincerely, Michael Glass President 7/16/2013 www.alpinebank.com ��a�� ALPINE QUEST SPORTS P.O. BOX 161 EDWARDS,CO 81632 970.926.3867 INFO@ALPI N EQU ESTSPORTS.COM To Whom It May C�ncern, We would like to recommend that Bobby Bank and Vail Info, Inc has their contract renewed for the Vail Welcome Centers. Bobby has done a lot to support us as a business thru both the Special Events Commission (CSE)and with the Vail Welcome Centers regarding our new location opening in Lionshead. Bobby has been very enthusiastic about our new store and the products and services that will be offered to Vail guests.We have always found Bobby knowledgeable and easy to work with. We would support his contact renewal to give top customer service to Vail guests. Thank you, Sean Glackin,owner 7/16/2013 .�.1'��.��?�.5�' � � <<�� 3 *��:�--.� . � `.�"�� o,��C� � s�.z r:��c��.�,.:�rr�r � l�C�c-�� vti l�.�Y�� -�v��1� �C�-` ��U �.�,�� 5�,��.� �� .�.-� �J� C��, . ��1��.�( `� , �j ��i]��"� ' �C�..�i'��.� Q.a/1� ��—`� � �'�" L ��-, � o� -��.`�-�-�►�,,�\ ��.�..� ��,�\ ��--��\ �v� , . � �c aa.Ca� � �\\ ��C � ��-�..�`� s �� C'�,� �.�� ,O`v� �(�C3�v� 5 �� ,. � � �� .� �� c�--� �o�.\ ,`� c�`�; b� � � ' �� \ � ��c� �a v,. `�� o c� �� . � � ��a � . . �� :\� o \�� ..�,--� �.,��, ��.-� �- , � � � � � � � � �� -�1� �� .�.�- �� \�� \ ` �l nl (� CJ�S 1�-L� \\ �`� `-'�� v `� �� ' V Q�.�\ t �yCC� �Y�C� r v\� � \� � � � � ��-� �� -\\ c� �,�._�� c��.�,,� � ��.. �� 1�. � �'�� : _ . ---��a�� , �� a� d�,Q.�,��,. �� w-�. 225 Wa{I St Va�, olorado 81657 (970)476-1477 Fax(970)476-02b6 -80 7-1137 �� -C�v.��1 �" �`T�`�� o � � � �- ' �a��1 '� J�-'�-``�- ��o o �,r�5 � Q��`� � , �� %2J Zv� 3 �� S-5� � E �� a �s�-('.��-� C(R . �i-� � �� C� . g�� (.�,f-( G� f �� -� Cnr�c�Y�,fvJ � �� w2r � �G� a � � �=at,� �-�== �� ,� �-� �`�� r�s , ��-� ,�� `�d3 � �' ��K �{ r� � � r �s S��- F�� ,�� U�- r L - �l✓�� -�rU��'�v ��-,�z �� (3 F � � vf� �L l,�� c��-� C��—�z.s �. ---�.��-- � �,-r�' � v r� 6 �/'� �X' C��T�a��-� �� ! / �1 I'i�-�� N�J i.S -� L�`-� � w�� - � s 7/16/2013 � �. � � � � � .� �� . y �/ � � � � To the Va€]Tawn Council, In my opinian,Vail Info Mc.E�as dans a great joh on tl�e fiar�t iine represer�ting the Town af Vail.The staif is always courteovs, Pa��very helpfu!to the tourtst.l'he fnfo ce�ters a�e�tWays cfean and well orgenized. E have never fe[#that tt�y exciuded me when har�ding out multipfe brochures,or anyone else,a5 witnessed by the brochures patential cliertts bring to my sFrop. i harre known Sohby Bartks for inpre than a quarter cent�rry and have nsver{cnow him to be rr�are than an honest and fair husinessanan. Thank you, Buzz Schleper Owner,Bu�'s Soots&Boards 7/16/2013 1� "�� +� � CHARTER SPORTS May 8, 2013 � To the Vail Town Council and Welcome Center Review Team: We are writing to recommer�d that the Town of Vail renew its confract with Bobby Bank and Vail Info, Inc. We bel3eve Bobby and his staff ha�e done a fine job in representing us and would like to see him continue in his role. Thank you for your co�sideration in this matter. . ,��/ � � Phili H�rsman on behalf of Scott Fulton p Sales and Marketing Charter Sports 7/16/2013 PO Box 4570 • Avon, Colarado 81620 • 970-949-4891 • www.chartersports.cam � CLAGGETT/ REY G A L L E R Y May 3, 2013 Town of Vail, Town Council 75 S. Frontage Ro�d Vail, C� 81657 B�ar Cauncif P�Iemb�rs �nd Welcome Center Camn�ittee, [ am writing in support of retair�ing Vail Info Inc. as the Concessionaire for the Vail Welcome Center Facilities. �ll af us at Claggett/Rey Gallery have had numeraus visitors and customers visit ot�r retail space who indicated tlley l�ad found �s due to tl�e ltnowledge and insight of tile fr�iendly s�afF at tkie Vail wcicome centers. The Vai� �nfo Inc. staff has a very deep and insightFul knowledge oFall things Vail and they give such a positive First experience for peop�e arriving i�l aur community. I urge the Council to extei�cl the contract with Vail Info �nc. 5ince�•ely, � - �� " `-- �C/Li. William D. ftey Owner/ Parmer Claggett/Rey Gaflery L�.C. 100 EAST MEA�OW�RIVE#10 VAIL, COL�RApO 81�6��2�IU.476.9350 800.252.4438 W4MN.CLAGGETTREY,COM • i 191 ivlain Street - C3 Kctchum,4D N33-f0 OFFICE(30ti}fi22-3�{00 i-'A!;C2Uti?6??-3800 w ww.co Ithvcl Ihattkcrd is4 inc ti�'c4�ru pe rli cs.rnm DISTINCTIVE:PROI'1:IZCiLS 370 Sn�ssh Lincohi A��cnue Str,imboat Sprin�,s,CO R(l�{�i7 OF1=10E(9741 879-�i814 P�1\(970)874-0390 �SF[3ridge Sucet �'�il,CO 8IG]! QF1=10E� f970)i7(,-2113 FA\(970)-}7G-30B-+ Dear Vai! Town Council, I wouEd like to recommend Vail Info, Inc. to ha�e their contract renewed wi�h the Town of Vail �or the operation of the Vaif Welcome Centers. I ha�e known Bobby Bank for years as a very astute and �eputable businessman with a wealth of knowledge about tf�e Vail Valley and locai businesses. !n the operation of the Weicome Centers, not only does he interact with the local business owners a on a regular basis, but he is also open to suggestions on how to improve ser�ice ar�d create a memorable experience with guests. The result has been Welcome Cente�s that are well run and open to cont�nued upgrades. I feel Bobby should continUe with the job he has done, especially with the 2015 World ChampEOnships comi�g up. It is especially important then to have we�l trained, experienced staff to welcome the world. Best,regards, � � • �//� / ' , ;��. .�� .1.�• //l�.�-�i l nv i ---�(_�•.L �L.i:-l/�I / Diana Meehan � Broker, Partner Coldwell Banker Distincti�e Properties 7/16/2013 Each ptfice Is lndependently Owned and Operated. Vail Town Council Vail, Colorado 81657 May 13,2013 Dear Council Members: I would like to voice my support for the continued operation of Vail's Welcome Centers by Vail Info Inc. During the eight years which Bobby Bank and his firm have been running the information booths,there has been a marked increase in both the professionalism and efficiency of those facilities.We have also had a number of customers who have remarked on the courtesy of the staffthere. As a Vail business owner and resident, it is exceedingly important to me that the information booths recommend local businesses first rather than sending them down the road or over the pass.This was not the case when Mr. Bank took over the information booths and management of the"red coat"program. It is the case now and I believe will continue to he the case with Mr. Bank and his associates at the helm. Thank you for your consideration of this important matter. Sincerely, Jonathan Staufer President,Grappa Fine Wines& Spirits 7/16/2013 To: Vail Town Council May 3, 201 3 Dear Counci� Mernbers, This letter is in response to a possible change in management of the now operating Vail Visitor Centers. We would like to comment and complement the work of the group in place and supervised by Bobby Bank, (Vail Info, Inc.). They have sent peopie o�er consistently to update and acknowledge our offi season hours a5 well as our high season hours of operation. We also feel that they encourage a personal touch with our Vail visitors and treat them with respect and kindness. Our reputation here in Vail is dependent on people like the ones at the Vail Visitor Cer�ter. Please give consideration to this let�er, � � Liv Pierce Assistant to Dan Telleen Karats/Vai I P.O. Box 279, 122 E. Meadow�rv��V'�ail, Calarada$1658(970) 476-4760 , � � ■ , . . ...._ . . _ .. _ � .. . . , ' To Whom it May Concern • . As a former mar�ager of The Golden 8ear for 7 years and an employee of Kemo Sa�e we are suppartive of the Town council rehiritng Vail infa to run�he Vail Welcome Centers! Throughout the years eobby Bank has always 5topped in to collect infarmation (orjust say"hello") about the businesses in the village to share with his�taff and the Town of Vafl guests. We are pleased with the jab that Vail [nfo has pro�ided for the Vail Busirtess Community, They ha�e bee� supporti�e and unbiased to all businesses and very knowledgeable. We thi�k tF�ey are the f�est choice ta operate tf�e Vail Welcame Cen�ers. With the upcaming 2015 World ChampionshiP�show casing the 7own of Vail, we don't �elieve another aperator can provide the level af ser�i ey ro�ide." . j , / arcy ' merman . � . .. ' ~L~ � • . 230 BRIDGE STREET • VA�,,P6��,ORADO 81657 (9'70) �t79-747� • Fax {97 ) �79-7555 scout@k.emosabe.com May Palace Chinese Restaurant Sushi Oka & Hibachi Restaurant 2109 N. Frontage Rd. #A Vail, CQ 81657 05/13/13 To Town Council, We are aware that the cunent contract for the operation of Vail Welcome Center is up for renewal. We are pleased with the se�-vice provided to our quests and fel�ow businesses for the past ycars and urge the Council to renew the contract with Vail Info, Inc. I -�� l�Z; Joyce Woo �j��`��1� 7/16/2013 '`� � ' �.`� ,l ; �� / � . � , � �, / � �a�ZC _ .�� r . -� � ' � ,! f �"� r �, 122 E Meaciow Gri�r_ ' '• � ' � P 1 Z Z E R � A Il �Iail, CO 81657 � �970) 476-9026 To the Vai[ Town Council and Welcome Center Re�iew Team: I am writing again on the behalf of �obby 8ank and the Vail info Inc staff to recommend that their contract be extended far another three-year term. D�er ti�e last eight years th�y have directed co�ntless g��sts to our restaurant. I also know ti�ey �a�e been fair and equitable in their recommendations servE�g my com�etitars too. They do a great�o�. It wo�ld be a ioss fio the Town of Vaii and the Vail busi�ess community should you decide to go in a different directior�. l# you have any further questions please don't hesitate to cail me. Thank you for yaur consideratio� of this matter. Sincerely, 1 /] � � � ( � � � I Bria� Hutchinson �wner/Operator 7/16/2013 � w ��. w � � � � ��. � ��_� � �� a� w ��s '� rc �vnw�.c s�rs 531 E Lionshead Circle Vail, CO 81657 (970)476-1718 To: The Va.il Town Council This letter is in support of Bobby Banks and his staff at the Town Information Centers. Bob and his staff continue to raise the bar when it comes to customer service. We at Performance Sports feel the town should renew his contract for next year. Thank you, John Pellerito � �� Steve Sherida.n �� $�� . Owners, Performance Sports est. 1979 7/16/2013 ��YEf��, `� q2 = n a x .9l — __•��, p�N E Y��' Thursday, May 9, 2013 To whom it may concern, I ha�e worked with Bobt�y Banks and his team for the past seven years and they have considerabiy impacted the success of my business, 1 am writing today to please ask that you renew the welcome : centers contract for another three years. .� ' The Vail and Lionshead information centers encourage visitors a place to sto� and obtain information on local lodging, activities and current happenings in the area. It is a really intricate part of the�alley's tourism contributing directly to cammunity de�eloprnent and economic success. , Kind regards s � Monique Busold General Manager Piney Ri�er Ranch . 7/16/2013 To whom it concerns: I would like to voice my support for the current operation of the Welcome Center. I have first hand knowledge of their value to the local businesses. I first hand know that this current operation supports all the businesses and guides the towist to the place that best fit their ask. I have met many of the employees including Mark Christie and I personally along with my restaurant, The Red Lion, would be disapgointed with any change in this operation. Thanks for your consideration Phil Long Partner The Red Lion RestaurantlBar 7/16/2013 b a s e ; . . . • • - Dear Council Members, I am writing in support of Bot�by E3anks continued operation of the Vail Welcome centers and the renewal of this cor�tract for the next three ysars. I have worked with Babby far severa! years with the visitor centers as well as other endeavors and have be�n happy with his professionalisrrE in regards to small business as well as big business in the Vail Valley. Severai of my other frienctly competitors use his service for the same reasons. He is unE�iased and as i stated before, he fully understands and supports tE�e business cornmunity in the Vaif Valley. His team has done an excep�ional Job of welcoming and guidEng visitors ta our�a�ley as well as ensuring t�eir return business_ I look forward to woricir�g with Bobby and his team in tF�e future and fee[ without his service, many of my customers would not have fa�nd my front door. Thanic you for your cnnsideratian. -- _ � Sari Lucas Co-owner Ski Base/ Wheel Base Ski and Bi#�e Shop S'�0 W. Lior�shead Cr. Vail, Co. 81657 (970)476-5799 skiwheelbase@yahoo.eom 7/16/2013 I � "�7i � �� .� '�'�� r ;��,.}, .� , � � ..- � �� -� 't l Sk� & B�ke V A L E T ..�o�,._....��...,�.�.�.�....e Tuesday, May 14, 203.3 Town of Vail 75 S. Frontage Rd. Vail, CO 81657 To whom it may concern: We would like to express our satisfaction with Vail Infa, Inc and BobE�y Bank in th�ir operating the town of Vail welcome cent�rs. We have worked with Bobby and his staff extensively o�er the past S years and have always found them responsi�e to our needs. Vail Info, Int has always 6een an inno�ative organization offering suggestions as ta how we can better promote aur busine5s and shares that insight nat only with us but our competitors ir� a fair and balanced way. Please renew their contract as we feeE they do a fa�tastic job! Sincerely, 1 �� Thomas Neyens Owner Ski & Bike Valet, Inc 520 E. Lionshead Cir Vail, CO 81657 7/16/2013 ?y']_.Alr.zdiin•Clrivr,ti�iitr If11 Ascent '�.'�'.`=°�";�� ;u..�,�.,��:i� F�;��-�;n.n"_« Ascenc5lR,com Sotheby`s INTERNATIO�lAL REALTY 05/05/2013 Qear Vail Town Counsel, Boaby Bank and the staff af Vail Info, Inc. have never shown bias among5� businesses anci as a long time local resident Bobby is very knowledgeable of the Valley. I tf�ink they are the best choice to operate the Vail Welcome Centers. We at Ascent Sotheby's Internationa! Realty appreciate when Bobby ta[tes the time to stop by and visit with us. Sincerely, - ,!:_ � /��:- ;;- ;��. �.� �, Tye Stockton Own�r/ BroEcer Ascent Sotheby's Realty 7/16/2013 ._ G�Fr_. .- :.de�_-.,{�, ;I1��.,��,I.n��:f Op.�r.e.ed SPECIALTY SPORTS VENTURE, LLC -- 492 East Lionshead Circle, Suite 101 • Vail, CO 81657 PFinue: (97q) 476-9457 �� Tolf Free: [8041 458-6785 Fnx: (97Q1 475-9427 Tuesday, May 1�4,2013 Tawn of Vail 75 S. Frontage RoacE Vail,CO 81657 To whom it may concern: I am writing to express rny extreme satisfaction in the performance of Vail Info, Inc. Bobby Bank and i�is staff have executed at high-levels over the past several years in praviding detailed information to guests of Vail in a friendly, professional, and neutral manner. Representir�g over twenty stores in both Vail Village and LionsFiead Villages, it is imperative for us to ha�e third parties such as Vail Info, fnc. to accurately con�ey our praducts and ser�ices. I hope that 8obby and his tenured team will remain as representatives of t1�is fa�ulaus community for years ta come. 5incerely, Lee Steele Spec+alty 5ports Venture r��ti �_�,::��„ , . - . . - _. �E.SURT �..OG\T16N5: �14��3�•n • l�ail • [3v�s<< � �� • F;cyst��r��r � 3ra�hrnntlhc • Cc��i��vr�11�-�Unt.iii� Snuwrnass • Silvrrth�.�rne • Te9lunde • . • Hcavenly • Gleriwqod 5pnn�> • Par}:Ci15' , 7/16/2013,, .-,,,n May 12,2013 Surefoot 278 Hanson Ranch Road Vail,CO 81657 RE: Vail Welcome Center Contract Dear Counsel Members, I am writing this letter to show my support for Bobby Bank and Vail Info Inc. Over the last eight years I feel they have provided an invaluable service to visitors to the Vail Valley and local businesses. The stafF at the Welcome Center has done an exceptional job in guiding visitors to services in the valley that best suite their needs. Surefoot has a steady flow of customers that have come from the Welcome Center and their knowledgeable guidance. The staff at Surefoot looks forward to working with Bobby and the Welcome Center for many years to come. Sincerely, Russ Shay 7/16/2013 Swedish Clog Cabin Tessa Clogs of Vail 500 East Lionshead Cir Vail,CO 81657 970-476-8083 info@tessaclogs.com May 6,2002 To the Vail Town Council and Welcome Center Review Team: I am writing to recommend that the Town of Vail renew its contract with Bobby Bank and Vail Info, Inc. As a small business owner in the Town of Vail, I believe Bobby and his staff have done an outstanding job in representing us as well as businesses of all sizes to the visitors at the Welcome Centers. He has personally visited our shop a few times a year for as long as we have been in business. No other entity has taken this kind of interest in our business. I appreciate your attention to our opinion, Sincerely, Chris Manning t . Owner 7/16/2013 May 13, 2013 To the Vail Town Council, I am writing this letter on behalf of Bobby Bank and his team at Vail Info. I believe that each year,the operations at the Welcome Centers in the Town of Vail are reviewed and put out for bid.Of course, I have no way of knowing what other qualified operators might be interested in submitting for this contract, but I can affirm the thorough and conscientious job Bobby and his team have done over the years in running the Welcome Centers, and certainly would recommend that Vail Info be allowed to continue in that role. I can recall times prior to Bobby eank taking over the management of the Information Centers. Communication was either not great or inconsistent between the Centers and the business community. Since Vail Info has had the responsibility, the outreach to the businesses has improved dramatically. Bobby personally stays on top of various businesses hours of operations, seasonal closures,etc. I believe guests are greeted warmly and given reliable and up to date information when they enter any of the Welcome Centers.These would seem to be the most important factors for our guests,and I believe they are carried out both consistently and professionally. I am sure there are many factors you must consider when making these decisions. Having said that, from our business perspective,Vail Info and Bohby Bank are doing an excellent job representing our community.Thank you for your consideration in this matter. Sincerely, ; , ,, � /. .� � i ,\ ! \ tt Morgan \ S eet Basil 1 M untain Stand d J ; 7/16/2013 TH E VAI L � L CENTER Ted Steers Tl�e Vail Travel Center 244 Wall St. Vail, C� 81 b57 To: Tt�e Vai� Town Council and Welcon-►e Center Co�nmittee, I write today in support of renewing the contract for Bobby Bank to manage the Vail Welcame Center i�i Vail Village and Lioi�shead. My company, T11e Vail Travel Center, uses many of the most advanceti toafs in the rental bookin� industry. I credit most of my Iead �eneration to my investment in technola�y and photography. My rental website www.vailvilla�erentals.com is the cornersto�e of my business. Identifyin� and coiiversing with guests searching for vacation accommodations is critical ta my success. Over 94%of my business begiils in the internet; however it is t11e experience ar�d local knowledge of my age�its, working he�•e in Vail, which is the most crucial part when turning an inquiry �nto a customer. Tllere is no tecllnological substitute for an iiltelligent, well trained. locally experienced person ta assist a guest who has never been to Vail, or ziat far a long time. Babby and the staff he employs have extensive experience and knowledbe. It is my understanding that tlle counci� and committee are lookin� for fresh ideas and representation. Youtl� and inexperience will likeIy not work well at the Information Center. I think working witls Bobby and tl�� experienc�d staff is The correct approach. I must also mention that he has always worked in an unbiased fashion. Noi something easily done. Thank}�au, � � fI� � l�:- Ted Steers The Vail Travel Center 244 Wall Street C-6, VaiE C� $1657 970-476-PLAY 7/16/2013 May 8,2013 �mberline Tours Box 131 Vail, CO 81658 RE: Vail Welcome Center Contract Dear Council Members, I am writing to ask you to please renew Bobby Bank and the Welcome Center's contract for the next three years. Their team has done an exceptional job in respect to providing guest service as well as support to the locallodging community. The staff at the Welcome Center has done a very good job of informing guests to the lodging that best suits their needs. That kind of service not only insures guest satisfaction for the current visit,but also encourages an individual or group to return to the valley. The Welcome Center provides outstanding customer service that benefits the entire valley. I look forward to continuing to work with Bobby and his team for another three years. Lisa Reeder Timherline Tours Director of Sales and Operations/Co-owner Timberline Tours—Box 131—Vail,CO 81658—www timberlinetours.com 7/16/2013 UP THE CREEK May 11,2013 BAR AND GRIII Vail Town Council: 223 Gore Creek Drive vau,Colorado 81657 I am writing on behalf of Bobby Bank,and the staff of Vail Info, (970)47fr6141 Inc. to recommend that you choose his company to continue to operate the Vail Welcome Centers. They have done a great job over the last eight years fairly representing all Vail Businesses. I have personally been in the Welcome Centers a few times a year, every year,promoting our restaurant and Bobby has personally been in our restaurant a few times a year to gather information frorn us too. Th you f your consideration. t Peter d � ti�� 100 East Meadow Drive�17 Vail,CO 81658 (970)476-2525 5/13/2013 RE: Welcome Center Contract, Bobby Bank Dear Council Members, As a business owner on Meadow Drive and a board member and acting President of the Meadow Drive Partnership, owners of the Vail Farmers' Market, I'm writing to ask that you renew Bobby Bank's contract to run the Welcome Center for another three years. Bobby and his team do an outstanding job communicating with both guests and the merchants in town so that all of our visitors are given accurate and current guidance about the various activities and events taking place throughout the town. We look forward to continuing our work with Bobby and his team in the years to come. Sincerely, ` ' �'~ '/ _ G� Marc LeVarn Vail International Gallery, President and Co-Owner 7/16/2013 1/AIL SKI- VAIL B1KF TECN-� TECH P.O. Box 2625 VAIL, COLORADO 81658 TELEPHONE(970)476-5995 May 6, 2013 Dear Town of Vail Town Council, I am writing in regards to the Vail Welcome Centers. I have heard that the town is in the process of awarding contracts to service and run the Welcome Centers. I think it is the best interest in renewing the contract to Bobby Bank and Vail Info Inc. He and his staff have always done a great job in supplying the information to our guests and is fair to all the local businesses involved. There is no reason to change. There has been enough uncertainty in this endevour and now is not the time to add some more. I request you leave the management as is and let us business owners have confidence that our information will get out to our guests in the same professional manner is has in the past. Sincerely, �-�;� C'��.n—fl Craig Arford, Yail Ski/Bike Tech 7/16/2013 To the Vai�Town Conncil: Dear Council, We are writing to recommend#hat Vail Info be retained�o aperate the Vail Welcome Centers. Bobby and his staff do a great j ob supportir�g our business. We appreciate their interest in us and we thinEc anythin�,that can hel� the g�ests, whether ordering a pizza, or ardering a tow truck is really important to thern. Thank You, �� `� � ��---- �.- �� Rick DilIing&Darin Tucholke r r�e~ . - � �5a � ' y 7/16/2013 Vail Info, �nc. Vail Welcome Center Proposal Exhibit G: Lodging Letters of Recommendation ' • . ' . . - 7/16/2013 — - -- - -------- --- _ _-- _ --- – -- � � � Apri130, 2013 � Christiania Lodge 'I 356 E. Hanson Ranch Road � Vail, CO. 81657 RE: Vail Welcome Center Contract � I I Dear Council Members: ,, I am writing to ask you to please renew the Welcome Center's contract for another tl�ree I years. I think Bobby Bank and his team has done a great job over the last three years, � providing exceptional guest service as well as support to the local lodges. The team at the ; Welcome Center has done a very good job of informing and guiding guests to the lodging that best suits their needs. That service not only insures guest satisfaction for their current visit but also encourages repeat visits to Vail. We've received nothing but great �I comments from guests that have stopped at the Welcome centers. In my opinion they provide outstanding customer service that benefits the whole town. I look forward to �, working with Bobby and his team for many years to come. ' � I iThanks for your consideration. � ��_� i ; Jo Everly General Manager Christiania Lodge and Property Management � � I i 0 0 0 o I ��1� lLoyLl�LGGLI1LUlGCLC[/1L �� 1�6/2013 /, I�_ 1Lr�:•,:;; 1�,:-r,�i� ;'r��;_ • 1.,,.�. ��nli,l;r�ln 51r,�� "' � v i�, � r, �:,�.;.r • � �1, `J -ll.' �; -r:-r/. i! , r� �-` DEST�NATION RESORTS ��r -�_ -- -- v �- VAIL May 6, 2013 �, ,.... �� vai� To�a,�� u��c�� 75 S. Frontage Rd. Vail, CO 81657 Re: Welcome Cer�ters Dear Council Memb�rs, Destination Resarts Vail manages the Landmark, Enzian, and Vail 21 Candominiums, and is recommending ti�at yau renew Bobbi Bank's agreement to operate the Vaii Information Centers. He a�d his staff have done an excellent jab for us over the pas# years. Please do nat hesitate to contact me sho�ld you rea�uire anything further. Sincerely, --- ~ ,� _ G�0 f@�i�flg�'lt f. Gen I Manager e�ti�atfon RP�nrt !l�lan�n�r±-�ant in� 6i0 W. Li«nshcac! C;ircl� • Vail, Cc�l�ira�jc7 8�6�7 Phone (970) 476-1350 • Fax (970} 476-1617 • Ti7ll-Frec (30Q) 322-VAIL{ti?�};a • ��w�a�.��eseinatinnresortsvail.cotn A distinctive ex[��7•ierlce ��rrtt�id�°�1 �?ti� Uestination Hote[s � Re�arts n��-«�.��t�i��i�Q��t�hc�tcls.COm Eagle Point Resort April 29, 2013 To The Town of Vail & Whom it May C�oncern: I'm writing to express my appreciation far the service that Bobby Banks anc� the Vai1 Info staff provides at the Informatian Booths. He and i�is staff always ha�e a friendly smile, positi�e attitudes and are eager to help in whatever way they can. They're knowledgeable, skillful and pro�ide the most up to date information on all vendors' acti�ities in the Vail Valley. We would strongly encourage you to renew their contract for another 3 years. Sincereiy, � C�� Bernie Cooper General Manager Eag1e Point Resort 7/16/2013 1500 Matterhorn Circle • Vail, CaloTado • (970} 478.6905 • {970) 476.6029 Fax E�ergreen Lodge VAlL May 7, 2013 Vail Town Council 75 South Frontage Road Vail, C� $1657 Re: Vail Information Booth To Whom It May Concern: The purpose of this letter is to comm�nicate that the E�ergreen Lodge at Vail has enjoyed a positi�e relationship with Vail Infa, Inc., operator of the Vail Welcome Centers, over the past few years. We feel as though our business has b�en well represented to travelers searching out information about lodging and other activities in our area and that we have benefitted from our relationship. Please feel free to contact me directly should yo� have questivns regarding this. Sin r�ly, <� hris Hanen General Manager Evergreen Lodge at Vail (970)476-78�Q ext. 154 ?7I) Ss�iil�� Frt�nt.i,�c EZ«<<cf 1C��r,t • 1:�iL(:ul��rtclu �1(»� )?!l--i7C'S1i1 • r�� }7/1�i%2�0�'�3i • �3��.ever�;rerk�'t'aiL��iz� Fallrid e �ondominium Association g May 1, 2013 To the Vail Town Council: I just wanted to express my opinion regardizl� ih� Vail Welcome Centers. I stop by the Vail Center occasionally and �}ave always found the Vail Infot•mation staff to be helpful and professional. Bobby �ias gone out of liis ��°ay several times at my request and delivered boxes of tawn maps a�ld other requested materials to help me sell our property. We really appreciate the consistency of tlie employees wl�o knaw t�1e town a�ld are familiar with the sn�aller properties and the ones "off the beaten path" like �'allrid�e. I hope you cantinue to retain his services. Thank you, 1 �G -G� C��t G��' Tina Licciardi Fallridge Condaminiurns 7/16/2013 1650 Faliridge C�oad Vail, Colorado 81657 (970) 47f�-200� � ��"�,,,r�� s,,. � �-- Y� � �� ,��- =�- � f - �� =-- - ,� � � , - � � __- -� est. I 964 �o�eY ��t�jof �r:��rr�n�ei May 8t", 2013 Dear Vail Town Council and Welcome Center Committee, We are writing this letter in support of Bobby Bank and the Vail lnfo. Inc. staff. We feel they bring an important customer ser�ice aspect to our town. Wh�ener►er 1 ha�e guesfs check-in, they always say that "the nice fo�ks up at the info booth recommended your place." To ha�e friendly people w�lcome our guests to Vail is what Vail is and should remain. The knowledgeaE�le and friendiy interaction that Bob6y and his staff bring to Vai�'s �isitors is something we do not belie�e should be replaced. We therefore, would r�commend that Bobby's contract to operate the Vail Welcome Centers be renewed for an additio�al three years. Sincerely;' ; ; f, ; � � -� .`_ c� 1 c� ,� C L�'C t-C v � %�,Z�t.[.-t: � `'f`C'��/ Sheik� Gramshamm�r (OWNER} / Sheika Gramshammer !r. (Front Desk Manager) 7/16/2013 231 East Gore Creek Drive • Vail,Colorado 81 b57 • Teiephone:47Q1476-5526 • FAX:970I476-SB l b • I-$QO-610-P�I'I (7374) • www.pepis.com �� V� HOTEL 8s SUITES May 7, Z0�3 APEX VAIt To fhe Town of Vail, I'm writing �o express my appreciation for the service that Bobby Banks and his staff at Vaif Info, Inc. provides at the Vail Welcome Centers and here a� our proper�y �Holiday Inn Apex Vaif). He and his staff inembers always have a welcoming smile, positive attitude, and are eager to help in wha�ever way they can. They are knowledgeable, tactful and provide the most up-to-date information on ali vendors and activities in Vail, as well as the surrounding areas. The Hoiiday Inn Apex Vail Management, StafF and ownership strongly encourage you to renew the�r contract for another 3 years. Sincerely, ]ason Yeash CHA Genera! Manager Holiday Inn Apex Vail �970)476�2739 ext. 4101 7/16/2013 2211 iVorth Frantage Road •Vail, Colorado 81657•97d/476-2739•Toll Free t-800-543-2814• Fax 970/476-6089•www.apexvaif.com ❑ , ❑ d a� LI�"T�IOUS� LQDC�£ May 15, 2013 Vail Town Council Vail Municipal Building Vail, CO 81657 RE: Renewal of Management Agr�ement with Vail f nfa, Inc. Dear Sir/Madams: It has come ta my atterrtion that Bo��y Banks' renewa� of his Management Agreement with the Town of Vail at the Lionshead Information Baoth is on your upcomir�g agenda. I strangly urge you to renew this, since Mr. Banks and his staff have done an OUTSTANDING job in ac�uainting visitors with Lianshead and directing them to �arious local busine5ses. They are all very knawledgeable, and, by the visitars' comments that we have received, extremely cangenial ar�d friendly. There is a lot the Town can be dealing with that cauld �e fixed, but this is not ane of thern. Thank you for your consideration in this important matter, espeeially for the merc�ants of Lionshead. Very.truyy yours, f , � !^ ! '�'L //� - � 4Y �/ �' �`�./�� L_ -- -� , � � -� Packy Walicer, General Manager 555 E. �ionshcad Circle � Vail, Colorado 81657 e �p1�%�a130635 o Phone: (970} 476-z340 fl Fax: (970) 476-9303 Email: lifthous�vail.�et � wwwJifthousevail.com � fi �, ��.' � #��. ; .\, LI�NSHEAD INN May, gtn�013 Qear Vail Town Council and Welcome Center Committee, I am writing to recommend that you maintain Bflbby Bank and the staff of Vail Infa Inc. to operate and maintain the Vai! Welcome Centers. Over the past several years they ha�e done a great�ob and we feel no reason for a change. We appreciate the attention that V�I shows our smal[er property and feel that have always been fair. Thank you fo_r your consideration, �__ �— �---�� - � :.-. `f- . --- -- ,� �=f �� -�- . Benjamin Jarrell General Manag�r Lionshead Inn &Annex 705 West Lionshead Circle, Vail, Colorado 81G57 • Tel (970) 476 2050 • Fa�: {970) 476 9265 ww«�.1 ionshe ad i nn.com ��1 `� ��L'�� A T T H E G O N D O L A � May 6, 2013 Dear Vail Town Council and Welcome center Committee, I am writing to encourage you to maintain Bobby Banks and the staff of Vail Info, Inc. as operator of the Vail Welcome Centers.They have done a great job over the past 8 years and we so no reason for change. Thank you for your consideration. � Bill Anderson Vice President Operations Western U.S. Wyndham Vacation Rentals North America AWUGfO BY `THE RESDRT COMPANY�: 7/16/2013 6601V.Lionshead Place•Vail,Colorado 81657 800-525-5788•Direct:970-476-2281•Fax:970-476-7423•www.lionsquare.com•reservations@lionsquare.com lodg¢ at lionsH¢ad . May 3, 2013 To: Vail Town Council Re: Information Booths Dear Town Council. We are writing this letter in support of Bobby Bank / Vail Info, Inc. Bobby and his staff have done a tremendous job for the Lodge at Lionshead for the last eight years. We would recommend that the town renew their contract. Their knowledge and experience is invaluable and will be difficult to replace. Sincer �� Jeff B ' y, GM Lodge at Llonshead Pro(essionally Mar��ak Resort Service, Inc. 380 East Lionshead Circle Vail,Colorado 81657(970)476-2700 �r:'�'' manor vai� 595 East Vaii Valley Drive Vail,Calorada 81G51 970.476.5000 800.950.VAli{8245) 970.475.5683 manorvail.cam LODGE May 6, 2013 Dear Vai] Towi1 Council aitid Welcoine Center Co�nmittce, I am ��ritin�to e��co�rage you to maintain Bo1�E�y Bank and the staff of khe Vail Info Ine. as operator of the Vail Weicome Centers. Tlzey do a fa�ltastic job and there is tto reason to make a change to sametliing that ali-eady works �velE. Thank yau, � "`-'� Theresa Zo11er � Director or Operations • � • Manor Vail Ladge 7/16/2013 �� in vail Dear Vail Town Council and Welcome Center Committee, Bobby Bank and his team at Vail Info, Inc have done a great job maintaining the Vail information centers over the past eight years. I am writing to encourage you to continue this working relationship in the coming years. Sincerely, , �� %�� Carrie Henderson General Manager Montaneros in Vail � MANAGfDBY iHE RESORi(OMPdNY 641 W.Lionshca��C��L��ail,Colorado 816j7 800-4�4-8245 • 970-476•2491 • Cacsimile:970-476-6926 • ��v.montaneros.com • email: reservations@montancros.�om . . NINE VAIL R�AD To Town of Vail: � am writing �his letter to you to voice my opinion to keep Sobby Bank and the staff of the Vail Info group as the main operator of the Vail Welcome Cen#er. He and his staff have done an exceptional ,�ob in wejcoming guest to Vail and fair�y refErring them to the entire lodging community. After these f�ne staff have completed this task for the last S y�ars, I hope you see no reason to make any changes. The same faces in the booth go a long way to gues� satisfaction. Thanks for �aking the time to vaiue my opinian. Bernie Spellman Manager 9 Vail Road 7/16/2013 P RTF � LI HOTELS & RESORTS May 6, 2013 Town of Vail Vail, CO RE: Business that runs the Vail Welc�me Center To whom it may concern: I would like to recommend the Town af Vail continue to cantract with Bobby Bank and the team that runs the Vail Welcome Center. Portfolio �-lotels & Resorts took over ma�iagement of the Roost Ladge in Spring of 2012. Bobby and his friendly team have assisted us during the ownership change. He walked m� through the vailinfo.org site and showed me how ta opiimize our presence so that the Welcome Center staff would be able to assist guests in viewing the roams and amenities at our property. Bobby and his team are always friendly and prompt in responding to inquiries from myself and the Roast Lodge team. I am confident that they treat Welcome Center �uests the same way. Regards, Peg�y Grigolo Directar of National Sales 60l Oakmont Lane, Suite 420, Westmont6��L 6i1559{630)366-20i 8 porEfoliohotels.com ��J T H E �� Sebalt ian �� VAIL Vail Town Council May 7, Z013 75 S. Frontage Road Vail, C4 81657 RE: Renewal contract for Vail Info, Inc. - Vail Information Booth This letter is written to express our satisfaction with the Services and Guest Referrals being provided by Vail Info, Inc. We recommend that the Vail Town Council renew Vail Info. Inc.'s contract. $incerely, Eric ucchi Director of Room Operations 7/16/2013 � The Sebastian 16 Vail Road � Vail,Colorado � 81657 www.thesebastianvail.com � „or�r> Totl Free 877.888.1540 Direct 970.477.8000 Fax 970.477.8049 :1 Lmbers R�,o�t�H�,t�l�R�.��d�•ncr Club � ��' � �. . �� 1 � � � � � �~ Vail Con�or�ir�iurns �'i'� � , � May 15, 2013 To: The Vail Town Council Dear Mayor and Council Members, I would be remiss not to convey my experience of working with the Vail Welcome Center these past eight years under the direction of Bobby Bank. Both of Vail's Welcome Centers have been operated in a professional way, for the beneFit of ALL businesses in the Town of Vail, without bias. Having served on the Council for several years and Chair of the Oversight Committee for the Information Centers I feel it is important to support our current operator and I would encourage this Town Council to do the same. In years past the Welcome Centers had many different competing factions in our Valley competing for the operational contract of Vail's Welcome Centers. Personal and special interest easily found their way into the process. There were a few years of unnecessary contempt between groups prior to Bobby taking the operations over. The Vail Welcome Centers, under Bobby's management coupled with policy direction from the TOV, have consistently provided outstanding operational service for Vail and all of its constituents resulting in a long deserved improvement over the centers past operators. It is my hope the Council heavily weighs Bobby's long standing record and dedication in mind as you move forward with discussing the future of operations of our welcome centers. Sincerely, Farrow Hi General Manager Simba Run Resort Condominiums Retired Vail Town Councilman 7/16/2013 f • / � � A I S�fzmark Lodge May 1, 2�13 � To the Vai1 Tawn Councl l: � 1 wouEd like to express my su�port fior the extension af Vail Info Int.'s contract with the Town of Vail in managing the Vaii Welcome CentRrs. As a rn�mber of tlie lodging comn�tinity, I feel the Welcome Centers are a �ital service wn prov�de our�ue��cs no�an�y ior pra�:�ic�ing ir�forr�ation a�ia�i� t'�e `owri u�ft also pulling in business from travelers whose pfans may nat I�ave fncluded a �isit into town. Bobby and his team have dar�e an excellent jo6 developing and maii�tainir�g t�e s�rvices provided by tl�e Centers. From de�eioping the reservation system that li�ks lodges to the Visitor Center to hiring enthusi2stie, well-informed staff and keeping them currenc on activities and servic�s �ivailabie in town. Please keep this positive service consistent ar�t� +n plac� I�y renewing Bo!�by'S coritract. 5incerely, ,r _-i �` ' �'` y� Jeanne Fritch GM, Sitzmark Lodge i � Year Around Resort Lodging ' 7/16/2013 y � 183 Gore Creek Dn�e•Vaii, Colorado 81657 • (970)476-5009 • FAX (970)476-8702 + 7/16/2013 I � � 4 D k VA I i, May 13#h Z013 To: Vail Town Council Re: Vai! Welcome Center Sirs: It has come to our attention that the Vai! Welcome Center con�ract wili be on an upcoming council agenda. We recommend you keep the current contractor in place. Bobby Bank and the s�aff of the Vai! information do a greatjob! Thank you for your consideration The Lazier Family 38G Hax�snx� RanC�i l�oac� � vail, Co�oracln 816�7 � P��onc: (970�4��E�-�(�J.S 1��.�: f970) =�76-6601 �Uail International ` CONDOI�fINIUMS 5/1/13 To: Vail Town Council Re: The Info Booth Op�ration —Vail Info, Inc. Sirs, Babby Bank, current �'Ianager of the �r�ul Info Booth, has done an outstandzng jab warl� wit�i Vail Tntc:inati�nal Cc�nci�miniunras. I �elie�re his eompan�� should b� retained for anot��er tcrm. Please contact me if you have ai�y qucstions. Thank ou. Snow en mith General l�lanager �7a �-��-s?oo ��(}0 Last Lionshead Circle • �'ail, CO S I G77 • (970} :�"E-j'00 • (8p0) G??-3477 tol[-fice • [970) 4?6-4ti27 f:ix 7/16/2013 w�h: �vw�v.vailinrcrnarionaLct_�m • �-m,iil: snrnti�clrn�?v�iilin�ern:iric�nnl.cum } VAI L_ MOU NTAI Rl LODG E May 8, 2013 Vail Town Council c/o Stan Zemler, Town Mana�er 75 So�th Frontage Road Vail, CO 51657 Dear S1an and Councilmcmber�: This letter is an endor�ement of lhe existin� �laff at the Vail Weicome Centers. Ii hz�s t�een my pleasure to work wilh Marl: C1�ristie and Bobby Bank for a numher of yet►rs, anc� the man��er ii� �vhich they train Eheir staff to 5erve the guests is excellent. A5 a husiness operator, my e�perience has been that they are directly responsibfe for carin�eiiough �bout ttfe guests experience to really engage, determine how to surpass the guest's expect�►tions, and retcr then� in a positive, confident manner to whatever they are looking t�or. When we get referrals from the Welcome Centers for any of aur husinesSes, we can be confidcnt that �ur customer has been "�etted" a�7d that our offerings will surpa�ise and deli�ht them. . .our catcf�phrase for t�e type of sen�ice we try and pravide. If there are any sp�cific question� I can answer regarding the quality of experience our guests receive from the existing Welcome Centcr stal�f, or th� profcs5ionalism of their representatian of us as busincsses, [ would be happy to do so. Sinc.qrely, 1 ,� , /�' f � l , , (�t,�`[i �1�.� _� iY�- rank W. Johnso � General Mana�er 352 East Meacic}�v Driv� • Vail, Coloradr� $1657 Hotel (9i0) �7C�-07Q0 • Sp��C'�J�A��76-7721 • Fax (970) 476-b451 � � �}1 ) 1 VAl L M O U NTA I �1 , ,�:,, ,�,,,,.�,, [�tdii 1ti�'I/ ,.l:��t�iPe'r\u±fN li��Ti'11 RESQRT & SPA 1��'�i�urli! �ki!��'scn•1�.,.1�i��trrf 1lrn�i�•r 1.H�:d �i�� arr�ot�, M ay 1, 2Q13 Vail Town Council Va�l, CO Re: Vail Info Inc. Dear Council Niembers, It has come to my attention that the Town is considering other management options for khe Vail Welcome Centers. Over the years I ha�e worked with the Welcome Centers at bakh the Vail Racquet Club and the Vail Marriott and also with the Vail Valley Chapter of FiSMAI. The Vail info Inc. staff has done a superb job af helping us fill rooms and meet our goals. 8ab�ay, Mark and the whole crew are local ex�erts, greak to work with and always eager to help. Their "tweeting" of local specials, especially in the off-season, helps bring awareness in this need time. As a matter of fact, I follow the Welcome Centers on Twitter and often re-tweeC them. Please consider renewing their contract. As the saying goes "If it ain't brolce don't fix it!" Sincer�ly, Cbristzne Wig1�t Christine Wight Leisure Sales Manager Vail Marriatt Mountain Resort 715 W Lionshead Circle Vail, CO 81657 (97�)479-b959 christine.wight@marriott.com i I� bVu,# I_ionsli��ti Li:�rl�� • Vail, Cc�l�u-.i�ln�tilt,=,;7/1�6/�41�.r,--1-1�-I • I�a� f��:U)�7�;-It,�; • i��t-��-v.��tilmarri�7tf.ram ��i � E�� „ . .. �� ; May13,2013 To Whom 1t May Concern; I was recently informed that there are a few car�didates in the running to take over the Vail Welcome Centers located in Vail and Lionshead Village. f would like ta recommend that Bobby Bank cantinue to run the tenters moving forward. I have Ecnown Bobby Bank since 20Q6, I was a concierge at the Lodge at Lionshead at the time. He is a pleasure to work with and always helpful if and when I �ad q�estions about any of the services he and his team provided. We worked closeEy with him in sharing property information with his team to build a partnership with not only hirrE but his empEayees in Vaif. He continued his efforts to engage and assist the front desk team now that 1 arn at the Vaif Racquet Club. Due to his diligence in connecting with ladging staff and members of the community 1 recomrnend 8obby Bank ta sustain his current position for the next term and thereafter. Sincerely, Amy Roden Group Sales and E�ents Manager Vail Racquet Club 970-476-48�0 x3031 am�@�ailracquetdub.com 7/16/2013 �,. Vail Realty Vai1 & Beaver Creek Rear Estate, Vacatiort Rentals & Management To: Vail Town Council Re: Vail Welcome Center Contra�t Dear Counci! Members: If has �ome to our attention that yau wil! be considering changes to the current Vail Welcome Center Operations. In our opinian it wouid be a very bad mistake to make changes ta the current�endor. Vail Info, Inc. specifically Bo�by Bank, has not only dane a great job over the last eight years but he has been in our properties weeEcly if not more. This way he and his staff tan direct guests directiy to us with ease. The best tourse of action, in our opinion, wou{d be to renew the contract of this vendor. Please cansider this in any decisions you make. Lee Williams O�erations Manager 302 Hanson Ranch Road • Vai��bq��ada 81657 • www.vailrealty.com VAIL: 97Q-47fi-8$OD • 8�0-627-VAIL • 970-476-867] Fnx • BEAVER CRLEK:974-949-9200 • 800-BEAVER-C • 97D-949-D87Q fnx Vail Resort Rentals, Inc. . �, ,' , /, L _ _s/' '__ May Oi, 2013 Vail Town Council Stan Zemler, Tow�n Mana��er Dear Council Memb�rs and Staff, It has come to my atte�tion that th� To�i�n Council is considerin�,� chanQing the operation oFthe Va�l Welcame Centers. For those members that hav� been on Councif tor a fe�� years they �r�ill recall that the welcome ce�ters historically have been a major bone of contention between variaus �nerchants and merchant groups. I hi�lZly recommend you don't try to fix what is not broken. Bo6by Bank has done an admirable job of keepin� the sta��in those locations cons�stently employed and intormed, and out ofr the line of fire from controversy. Sincerely, � �� Da�e Bugby Fresident/GM F,mail dbu�bv(c�,vailresortrenials.com Web ��vw.vailresortrentals.cc�m C i� N. Frc,��[�i!,c R�j. 1X�. =l • Vaii. C�� ti l(z7l • I'h��n��j��-091�1� • F�:� �)l0��(Ci-70?6 • Rcsen��tic�n� �til)l�j-��6-�?-{� �l= WE STWIND AT VA�L � 5�8 S. Fronta�e Road • V�til, CoIorada 81657 (970) �76-9378 • (8S8) 588-4378 • Facsimrle (970) �79-�598 April 29, 2013 Attention Vai!Tawn Council, I am writing this letter again, this year, in support of Bobby Bank. We at the Westwind have been very satisfied with the work that Bobby and his staff have performed over the last eight years with the vaif Information Centers. He has firsthand knowledge o€our location and amenities. He also visits almost all the properties in the Town of Vail wh9ch makes his �Cnowledge very valuable to the guests that�isit the inforrnation booths. 1 recommend strongly that yau continue to use his services for another three-year term. Thank you for your attention to this matter. I % Sincerely, , � Jeff lacobs General Manager Westwind at Vail �970� 376-2452 jjacvobs@vail.net ^' 7/16/2013 �a�,L Mnnc�e�r��t Com�ur� ��// � � `� V�� IIo�� VAIL Vail Town Council May b, 20I 3 Dear Vail Town Council and Welcome Center Coinmittee, It has been brou�ht to my attention that you are consider�ng chan�ing ttae ma�lagement of the Vail Welcome Centers. Please note that the Vdillows and Wiflows Manaaement properties support a renewal of t11e contract between th� town and Vail Info, Inc. Over tl�e last se�eral years Bobby and Ilis staff�E�a��e stECCessfull}r run a program that had strliggled witll previous �naila�,�:ment structures. They ha�fe developed and in-depth knawledge of the ii�dividual lodging properties (and all Vail businesses). I stro�ibly believe that this is a case of somethin� that isn't broke�i anct doesn't need fixing. In fact, the Welcame Cent�rs are contint�ally improvin�. Sincerely, �� -� Tii�1 Hargreaves Willpws General Manager 7/16/2013 74 WILLOW ROAD VAIL, CO 81657 8$$.WILLOWS {945-56971 {g701 476-2233 WWW.WILLOWSCONOQ$,COM Vail Info, Inc. Vail Welcome Center Proposal Exhibit H-N: Coliaborative Relationship Letters ' ' • � • . • 7/16/2013 � � � �� '4 , tin�.iih�� I-r:�rtar�a I�,7a:t ��a.=.t �i:i-.=. ;' • :�il • [;r,l;tr�i,i: H'1�i":, May 1, 2d13 Ta W�om it May Concern: Over the past few years that Vail lnfo ]nc. has managed and operated #he Va�l Village and LiansHead Welcome Centers, the Vail Chamber & Business Associatian (VCBA) anri Vil ha�e enjoyed a very favorable working relationship. During th�s time, the VCBA and Vff has calfaborated on variot�s projects. This incluc�es but is not limited to the support and development of f�nctions such as the off season business list of those businesses open and their haurs af aperation. When the VCBA p�oduced the BBQ Bonanza, South o# t�e Border Fiesta and Sweet on Vail e�ents we worked coqaborativeky on ways to enhance the gues� experience. In adcfition, we ha�e worked collaborati�ely on assisting guests req�iring Vail in�ormation and have shared ideas on ways to better service the guests by getting them the infarmatian they seek. We look forward to working with VII in the future. Sinc�rely, Richard tenBraak Executive Director Vail Chamber & Business Association 7/16/2013 � t TiOWN OF�'Al� ' �obby, Over the years, you and yaur staff have partnered with the Town parking and bus staff in the fallowing ways. • We have a complex and ever changing parking and bus schedule, your staff has been very diligent and accurate i� conveying the correct inforrnatian to the public. • Your staff fully participated in the "get out ofjail free" prograrn by handing out parking�outhers to those customers who had a bit too much to drink the night before. • Your staff has done an excellent job in making correct and timely contact wit� either Vail Police or parking in order to get the correct answer for potential parking issues i.e.; wf�ere to park oversize vehicles, I received a ticket and would like to talk to someone. • Your staff has done an excellenE job of conveying information regarding our three ty�es of special events during the summer and the assaciated bus and parking services available. • Your staff has had access to our parking capacity web site and have been accurate in conveying the information accurately to the customer, prior the web site, your staff would monitor the parlcing staff radio traffic to stay informed of parking fill rates and then con�ey the information accurately to the customer. • Your staff had valuable comments regarding the oPeration and function of the new Lio�shead Welcome Center, and you made that information avaiiable to the 7own. Mike Ros2 � ��V� 7S South Frantage Road. Vnil, Colorada 81657� 97a-479-210�/FAX 970-479-�1 S7• www.vazlgou.com 7��OR�C}'CLED P.IPER .,�►�L �� TOWN OF VAIL � � z�» 1309 Eikhorn Drive Art in Public ?faces Vail, Colorado 81657 970.479.2344 artinvail.com 970.479.2166 fax May 3, 2013 Ta whom it may concern: This le�ter serves ta confirm the collabarative efforts befween Art in Pubfic Piaces and the Vail lnfarmation Center in promoting AiPP's programs, events, and in particular the seasonal art walks. For th� past three and a half years, the art wafks have con�ened in the Vail Infarmation Center as the mee#ing point to begin the tours. The Vail Information Center staff has been very helpfu! in assisting the art walk guests with details for the free tours and oti�er questiflns that rr�ay arise while they wait for the tours ta begin. With kindest regards, Molly Eppard Art in Public Places Coordinator 7/16/2013 VA� L Like noth�ng on earth: , /)�'.��J �� , ��i U/�� / � � �/ � tE-�� /C--''G�� /�G�-/� ! / , �f---�"'•C`� - `" G�/�,� G��' �`�'�� l�`� �� /�� . � h C'e� ��'�!�/�C��'-�� d�c�'a � >��i�-t-�l c.,L/'F.�t� � .�� G jl � l� � Y/U%S�(��J �C=—�-�,� �' / ��'e i�� l�F�✓�� "� _/�G-�JI �='��, �� 'i�-�i f" ��'r� �� j� �}Ce_ "s 1 � �'.�i�-� �G>f� ��cC�i�C'� �>/� �� G��i�� L��f�� vi� �'� �-�-�� -�� ,�- � �_=/L��'f� ;��✓v��.r�d�.'e� /�c�� I� �v �.r�� /� ��.e�:s�-- .L /�� I�� C' /� ,��} , � � V �'�/ / V�/4�lJ+ �_ / / G v��ll� � 4= / � / f�(� �e�� /v'��Ca _�� `� ��-i !�i �� C� /��,6�� .��.hv �/ � C�/C�l��s /7 E��—� GG�� /� �°- ��' Y � / ��?' r C� lJ��f G1J�� .�GG�/�,v�� .��y- �f�S�/�O�C�C��J�-� G%'�/ �L'JJ�O� ��LG�/�-�.��/J `_ r�•` / �'�� /�� ,� ��-,.�/ �� f y� (��/z�''fr��v` �x,�,�,�-'-�, / ��—y��c��%I �--� � , �}�t;��'e/1r � _� �-.�-�i� ,� 7/16/2013 �, www.vail.com Like ��ii�� c�r� ��.rt6�. April 2q13 To whom it may cancern, Vail Mauntain and the Town of Vail's Infarmatian 7eam, Vail Info, Inc. have warked closely together for many years to ensure a positi�e interaction with aur guests. • Our Mountain Activity Center team pro�ides updated information regarding the ever changing world ofticketir�g and product a�ailability. * The 5ales and Marketing teams provide collateral materials and infarmatian regarding e�ents, pramotions and other mountain related activities. • The Public Relations department pro�ides weelcly re�iews of VII's email blasts and monthEy calendars to ensure message consistency. • The Mountain's Community Guest Seruice program leader5 assiSt VII staff and team mem6ers with training. • Our teams have worked together to ensure guest are informed of last minute operational changes, i.e. the recent seas�n extension. It's our belief we ha�e�ust scratched the surface to the patentiai aur groups can interact with each other. • Perha�s we can expEare avenues to sell Vail Mauntain products in the Vail and Lionsh�ad Welcome centers. • Perhaps we can streamline and single point all information persannel training. Consistent and accurate informa�ion in this day and age is criticaf to all our success and it takes teamwork to turn ideas into reality. We look farward to participating in this relationship. Sincerely, �� Jeffrey Babb Vail Mountain ReSOrt aperations Director Vail R�sorts, Inc. 97�-754-4008 jeffb@vaifresorts.com 7/16/2013 E'r r:._,i I_1ifl._i..� �'r ii1 � � .�,I'�. ,_ . ,.� . � � � • . � ��--._. �ii : .� lYl"J4'�,4'_J'��.CC1R1 U-- EAST•WEST RESORTS „ '' BEAV�R CKEElC•BACHELOR GiJL[:H•VAIL May 9, ZQ13 Vail We�come Center Review Team Town of Vail 75 S. Frontage Road Vail CO 81b57 To Whom it may Concern: I have known Bobby Bank with Vai1 [nfo, Inc. professional�y for ten years. In lhat time my experience has only been positive—Bobby does what he says he is going to do and strives for the best outcome. In my experience Bobby's respor�se to the challen�es and e�oiving needs of the VLMDAC has been proac�ive and solution oriented. �"or example, when the VLMDAC expressed an interest in capturing data 1'rom the welcome centers in order to estabIish a separate Tawn of'Vail non-winter customer database, Bobby offered to callect this data and transmit it to Town of Vai� staff far this purpose. Bobby is cooperative and accommodates the various needs of the VLMDAC in his effor�s as the operator of the info centers. He attends VLMDAC meetings and ma�Ces recommendations on how the info centers could enftance their level of customer service ta better c�ury the VLMDAC messaging and better refiect its priorities. I believe he is truly dedicated to providing guests with the best information and a gaod experienc� when visiting the Vail and Lionshead infa centers. Feel free to contact me directly with any questions. Sincere[y, Mia Vlaar Director of Sales &Marketin� r»��laa��Le�iSi�ve�lresurls.rl�n� 970-790-2343 7/16/2013 �`�,FST i�'a �, `�` jl. ?t, 2151 N. FRONTAGE ROAD W. 'LIQUOR (97D) 476-732� F,ax VAIL, COLORA�O 81 b57 �,� � ��,;,`�`IA��' . email: wvirr�@vail.net i�&5�. www.westvail.com �'st 19i2•Vti1�C'0 , TO: Vail Welcome Center Re�iew T�am From: Laurie Mullen RE: Vail Info, Inc. Contract Renewal Date: 4129113 I would like ta recornmend Vail l��o, Inc. to receive a renewa! af their con#ract agreement for the manageme�t of t�e Vail Welcome Centers. I ser�e on #he Vail �ocal Marketing D�strict Advisory Cauncil (VLMDAC) for the Town of Vaif. In the past few years, the VLMDAC has facUSed on better callaboration with many of the Town of VaiPs assets and resaurces. One of thase resource has been the Welcome Centers. Bo�by Bank, representing Vail Info, Inc. has been active and involved in attending the VLMD meetir�gs. He has provided feedback and suggestions on how the Welcame Centers might interface better with the mission and �ision of the VLM DAC. The VLMDAC also toured the new Lionshead Welcome Ce�ter upon it's reapening. As a committee, we �ave also given a fair amounf of critical feedback and suggestions to Babby and Vail Info, Inc. He has been open and proactive in his trair�ing and follow up to implement and imprflve the experience guests and our Town of Vail business receive on behalf af#he Welcome Centers. As an aside, when I was in the hot�l business (from 1993-2008), Bobby worked diligently to book aur hotels and keep an open line of communication between the Welcome Centers and our Frant Desk and Reser�ations Staff. Most importantly, this gave the guests irrtmediate options for overnight stays but also produced last minute reservations for our hatels. Thank yow: / �� n� 7/16/2013 `�'ail��a��e�= . Nledical Cen�er www_vvm[.[n�7i 181 West Meadaw Dri�e Vail,Cp$1557 The community and aur hospital have benefited from havi�g Bobby Bank and Vail Info, {nc.managing the Welcome Center.As you know,we have many guests who need ta extend their stay due to an unfareseer� injury incurred on the mountain,on aur roads or in town. Bobb�s team coordinates with lodging properties for last-minute rates and help make the best of an inconv�nient experience. For the guest,they see their time in Vail as one experience with no delineation whether they're here for pieasure,or reco�ery. It's critical for us to serve and maintain our relationships with our guests, in good times and in bad, and Bobby has the relationships throughout the�alley to maintain our consistent�e�ef of service excellence. Our service le�el and relatianships are critical to keeping Vail at the tap of mountain resort destinations, and we need to keep mo�ing forward when we know something is working. Sincerely, Michael Holton Director of Marketing Vail Valley Medical Center 7/16/2013 TEl�S LLEl�V AT VAIL May 3, 2013 Vail Town Council 75 South Frontage Road Vail, Colorado 81d57 Dear Town Council: Being a managing director of three major galleries here in Vail it is important that concise and consistent information be available for our guests and visitors. The Vail Welcome Centers are major lifelines in doing just that. Mr. Bank's is committed in acquiring information on a regular basis all year round. Having updated information is a driving force in the success of Vail businesses. It is in the best interest of Vail to keep and SUPPORT this relationship for as long as possible. Respectfully Yours, Rayla J Kundolf Masters Gallery Vail Galerie Zuger Vail Gib Singleton Gallery 7/16/2013 ,- �� V � � h � , Town Council and Welcome Center Review Team: In the last eight years Babby Bank has served our community by handling the operations of the Visitor Welcort�e Centers, I am writing as a Vail business owrier to express my opinion an what an excellent job he and his team have cione. I feel the Welcome �enter has done a fantastic joh of educaCing guests to ail Vail has ta o�fer. i, like many af my competitors, feel The Welcome Center staff has always b�en fair when making reCOmmendations and "sharing the wealth" among local businesses. In taday's digital age, rrtore and mare Vail visitors are looking ta social media oudets for their information and recommendations. Pve been p�eased with the business-ro-business social interactions The Welcorne Center has provided. In my opinion Bobby has done an excellent job showing fairness to local merchants and providing a great serv�ce to our guests. 1n th� past years, I've been fortunate enough to be a part awner of bol and Yellowhelly restaurants in Vail. These two restaurants offer a very different guest dining exp�rience and 1've been happy with The Welcome Center's ahility to help my potential guest find rne. Thank yau for yaur consideration. William "Barry" Davis 7/16/2013 F B Ga�N May 14, 2013 Ta Whflm It May Cancern, I f�ave had the fortunate experience to work with Bobby Bank's brochure deii�ery business far over 14 year5. Bobby's professional and friendly demeanor has always made a positive impre5sion an me and my colleagues. When Mr. Banks took over Vail's Information Centers the �ervice le�els increased dramaticaliy for the cansumer. Mr. eanks ensures ail front line emPloyees are friendly and knawledgeable ahout Vail busi�esses a�d acti�ities. He is a com�aetent Eeatier and an asset ta the Vail community. Bobby always has a kind word and I ha�e developed a great working reiationship with him and his staff through the y�ars. I recommend Mr. Banks continue managing Vail's In#armation Centers. Sincerely, � �� .� - � � � �--�" l Elizabeth . amp�elE pev�IQpment pjrector Betty Ford A�p�ne Gardens 7/16/2013 �ti3 GOR1: CRE�f: PRI�'E V��IL C��LORADL� S165f l�A P�IC�\E 9��} {�(� ��IOi FA\ 4"!�t -�iL ]6F7 B�TTl'FI�KI�:\I-I'11E(.�ARi?L'XS.��RG BOOTH �REEK MANAGEMENT CORI'ORATION , May 14,2013 Vail Town Council Re: Vail Information Centers and Vail Info,Inc. My understanding is that the Town of Vail is going through the process of evaluating potential candidates,including the incumbent Vail Info,Inc.,for the contract for ogerating the Vail Welcome Centers. As a tourist destination,this function is important to the success of the Town of Vail,whether it serves to (i)help guests navigate the complexities of Vail to exgediently arrive at their desired location or offering,(ii) infnrm guests on choices that will most likely meet or exceed their needs and desires,(iii)help address or mitigate a problem,nuisance or unfulfilled aeed tl�at is detracting from a guest's experience,or(iv)provide a momentary rest stop or needed comfort to a weary traveler. I have known Bobby Bank for several yeazs. He is a friendly and genuine person,and seems very dedicated to the success of the Town of Vail and its proprietors. He has garnered the support of a broad array of constituents, including lodging properties,retailers,restaurants,Town gersonnel,Vail Resorts personnel,and other key businesses and civic groups. 'The breadth and tone of the record of support is simply impressive. I also believe that the fundamental operating approach taken by Bobby and his team is very sound. As I understand it,they have invested in long-term employees who have a detailed and first-hand knowZedge of the intricacies of Vail and its many businesses and offerings. This investment in product knowledge,coupled with a strong desire to help the guest and a passion for Vail, is what it takes to effectively welcome and inform guests in this setting. It seems like the right choice in this matter is fairly evident. Best of luck with your deliberations on this matter. Very truly yours, � Brian J. Pope Vice President 950 Red Sandstone Road�k43 • Vail,Colorado 81657 Phone 970-�76-d030 • Fax 970-476-8270 7/16/2013 .,. r. _ =f�-. r: - ` , , . _ � - +�"' +�. � � t r�- �'►:�' �1 k� !� �..t •; '" y:r ��;, _�F�x::' • . '-�• � � :i. �.�a':. � . . . .. .. _ .. ..... -. __ . - . . . . .°. .. . ._ . _ _ . . - . .._ ... . __ i . ._. � `.• _' . . May 3,2013 .. . -:�:�:,�., . . ._,=::,x�r';�rerfj� ._ _ We]coFne Center Review Team: Highline,as ane of Vai!'s]eading ever�t producers,has been working with the Vail Info Inc.team since z005 as it relates to alE the Vail events we produce and prornote. Qur work tagether has included everything from collatera� distribution to �nformation dissemination and rr�ost recently acting as a ticketing outlet for Vail Snaw Daze (This worked especially well given the loss of the One Willow Bridge Bax Office).We have also worked clasely with Vaii Info, Inc.on reviews of aur content within any weekly email blasts and rnonthly calendars. Without reservatiott, I can say that our relationsF�ip with So�by Sank and Vail Info, Inc.has been very praductive and certa�nly successful in showcasing and informing the Vai1 Visitor of our TQ'V based events. BesC, � 1 �- Jeff Bra sch Founder/President HIGHLt�iE - ..�. :,.a. _ �� X� .� _ -�wY:. M+ �)..� '.M .h �. .x7, . � - -..� .r ��`. �. . �.: „� �- .. - .�'�.L, _ . , . '�:.'�. ._... ..._ 1'�i., . .-. �-�� - - ' � May, 10, 2013 To: Vail Welcome Center Review team Re: Vail Info Inc, Bobby Banks contract renewal I am writing on behalf of Vail Info Inc's (VII)desire to continue with their role as the Vail Welcome center. In my experience at Solaris, VII has been a great partner and asset. In the early days of Solaris, VII was extremely helpful in distributing information regarding our businesses hours of options, services provided and ice rink schedule. 5ince we have become more established, VII has been proactive in providing information to guests of Vail to all Solaris businesses but specifically it has reached out to Solaris to help promote the Ice Arena, Bol and Cinebistro both at the Welcome Centers and in the collateral it produces including the Weekly "This Week in Vail" email blast and the Published Calendars. VII also played an important role as a partner through out the approval, construction process to communicate with Vail's guests regarding the changes that were taking place in the village core. Today they are a great partner to inform those same guests as of the events and services that our tenants and plaza offer to our guests. Solaris has benefited significantly from the efforts of VII and we hope to continue to do so in the future. Thank you Craig Cohn Solaris Development 970.389.1606 c www.solarisvail.com 7/16/2013 Tk1EVAiL rAZZ . FOUNDATIOI1t, ivr.. May l 4, 20]3 P.a.l3ox 3035 VAIL,COI.ORADD Dear Members of the Welcome Ce�ter Review Team, &1f58-3035 970-479-6146Te1 [ wanted to share my �erspective on the current operator ofthe Vail Visitor Centers, Vail 97aa77-o866 Fax info, Inc. E-Mai!� vjf([vailjazz.or� We have enjoyed a very �ositive relationship with the staff and management of Vaij info, Inc. over the �ast S plus years. We provide information to their staff so that they are w�b s»e: aware of all of the aspects of the Vai i Jazz Festival throughout the summer. They are �+��ti�.t ailt;v�.car� diligent in calling on us when they have questions or when they run �ow on our collateral. �tt�E3�N t,�,n Moreover, they are thorough and act as great ambassadors for our programs. E.l"I:('f!I'li7i Dllil:'('7f)!7 Over the past 5 years, the Vail Jazz �estival has grown from a smal! Festival during .IOHN CF.AYTON,IR. Au ust anc! throu h Labor Da to a summer-lon r 12-week erfarmance series includin DurfcroROrEt�t�c,i�ro,v $ �' Y �,� p �T 40 shows, as weli as a smaller winter series. Visitor center staff has embraced our prograanmiilg and acts as ambassadors for our events. We recognize that with 4Q shows, that are part of 5 distinct concert series, it can be confusing for the guest. The Vaif I30ARDOFQIRECTORS Visitor Center staff has done a great job of understanding our missio� and communicating ]iownRn L.5�rot�E Vail Jazz's eveRts to the general public. CH�IlkblAN In 20i2, Vail Jazz had the pleasure af holding an exhibit about the Lite and Times of ]oiirrC�nrroN,�R. Dave Brubeck in the Vail Village Visitor Center exhibit s�ace. In additior� to becoming MARC]A.COLDY well-versed about the exhibit, t�e Visitor Center staff was amazing abaut letting us know j013N F�AWSEY if aspects of the exhibit weren't functioning. We became the first stop on the weekly art ALl.nN I�INNEY walks, enabling us to �isit wiE�i the sta�'f oE� a regular basis_ We will continue to provide RoBEe�r G_Fo�� them witi� face-to-face updates o� our summer events. VICI�Y GARZ.A �OIiN W.CiiDVAN[]O We are currently in the process oFadopting a new ticket sales system. With that, we are ex�loring the possibiliry of using the visitar centers as ticket outlets. Prior Eo its closure, cRr:c MorFEr We had previously explored the use af the Wiilow Bridge ticket outlet. We believe that 1n�tt:s W.PnL�:xMO �r�lizing the visitor center staff to assist guests ir� purchasing Vail .lazz tickets wauld be a LSLIti S7'6RN beneft ta both Vail's guests and to Vaii Jazz. Lnuxr S�wnRT cnT�f�v sTOHE I see nur relationship with Vaii Info, [nc. as having been very positive. They have w��e.�nti:w.v��zn�Y provided Vail's guests with axceptiana! secvice, accurate information witi� friendly demeanor. They have been a good `face' for Vail's first im�ressions. We value tlieir expertise and their willingness to do the extra leg�wor[: when needed to provide guests with acc�rate infarrnation. Ti�ank you, i . I� .:� � # i ! r � � Ro�in Litt Executive Directar 7/16/2013 Joe Hanlon 225 Wa11 St #205 Vail, CO 81657 Bobby Bank Letter of Support To whom it may concern, I am writing on behalf of Bobby Bank and to offer my support of him in his efforts to retain managing the Vail Information Centers. Bobby has a rich history of great community involvement and commitment to all of what Vail has to offer. Over the course of the past eight years,Vail Information Inc.has been very involved in representing all of what the Vail Recreation District has to offer. Bobby has had many positive suggestions and implemented many enhancements that are of great service to the guest, local government and the local business community. I have known Bobby for 25 or so years. He is a strong individual with a solid connection with Vail. He has demonstrated depth of knowledge and commitment to the community and has always been professional in showing why Vail is the leading resort community it is. Thank you for your consideration. Best Regards, Joe Hanlon Vail Recreation District, Chairman Wild Bill's Emporium, Staff 7/16/2013 May 2, 2013 �1/AfL �I VALLEY TO: WeEcome Center Re�iewTeam �pUNDAT�ON arts•athletecs•educntion Si1BJELT: Vail&Lionshead WeEcome Centers �`;nva{�g.vAll.L:e�t59 .i._ _. ..�, ,., Si E ',._,+t�;f.G^r .:V _ '. �.._ 'JVF.OnG Dear Welcome Center Re�iew'fearn, � ---- _ __ — - 1 wantecE to send a letter of recommendation for Bopby Bank and his hid for the Vail and � :;;_,�;�.,,;;„�;;a:�;;�, Lionshead Welcome Centers. We have had a iong-standing, positi�e professianal i �,�:r,..,�:t�:� � relationsf�ip with Bobby Bank and his Vaii Info, Inc.com an . It is our ex erience that ' `"�` -�'' �"�" �� P Y P _��;.��,,.-:�:i Mr. Sank consistently iooks ta embrace strategic aiignment with key organizations in the ; `:'`"„""''.'''�"` ��;�:-_�„-:- 1 Vail Valiey to collectively impro�e busir�ess and opporiunity for all. Our Operations,Sales; ��:'-=:;.'.,`•: � ._.�r.t,�.ti.�,;: � and Marketing teams ha�e warked ciosely with Mr. Bank over ihe years anct the welcom ` ,�.. �;;;,:. � �E'-�.�J�J centers ta ensure that the�ariaUS arts,entertainment ar�d athlet�c e�ents that the Vail ;,;� :,,,, Valley Faundatio� produces are front af mind and ever present within the welcome � `��''"" _:�,�: centers. .��,,.,�:�.,��;.,<:,:,,, ��e��l.i , ��1��.. '1:.;,.:�.-.:1f�7•:•I'� ' Currently,we are looking a4 possible satel�ite ticketing point of sale locatians in Vail far �.;;,;,...,,,., ' Vai4 Valley Faundation paid per�armant�initiati�es and the Vail and or Lionshead � ,:;,.�E�.;,: Welcpme Centers,whith are wrrentiy operatec! by Mr. Banks,are pne of the lotations w� - `"'''�" .ir.;tq;,�ti,..�,r,�.. are cons�dering. ' �,..,�-,. t,..�r,.,;�,•::��,,:,, �;.��,::.-r:3.,;� ;�,r�v.,:�,.,,.�,,,:,�� Thank you for your time. Please feel free ta cail or email me should yau have any :��=r.,;.:,:� � :,��,�:,,�::�,�� questions or wish to discuss anything further. ;%'�',r';�' I �, .,��.,�,r.,�, � Sincerefy, �� ""� '�""; � ;}��..., � ,<.;,,�.: ,.� i �:;,� ,:;:, . ;,.....;�.1:-i� � i �;.., �,�,,; Michael lmhof ?��n�,�� ,=- +I SVP 5ales&Operations r.�";� ;.,�' , ,�.. ,,,�. Vaii Valiey Foundation "`""�"'':'=�+'` Fr�.,:;,.,,,��,;�� ,,,:,��,.,��r,��, , `,n•., ��.�.:r�,,�- ��.�,•.; ',,.�,,:�; ; .i�nr.;; '�� +a �s:�-a.l'r e.�r _�{.., , .,,�;. =ir:. ^�:,-.=r•=: ��i.: i = 1!J�iJI'f�,7'1'�i��i'.-f�,t,wyi I tir�f�lc]:i!ijui�wa];}�1,o�;:r7�f�l . ! I 7/16/2013 From:phil hoversten<philhoversten@hotmail.corro Subject: FW:Vail Welcome Centers Date:May 8,2013 624:33 PM MDT To:bobby bank<bbank@vai�info.org> From: philhoversten@hotmail.com To: towncouncil @vailgov.com Subject: Vail Welcome Centers Date: Wed, 8 May 2013 18:21:00 -0600 I am writing to support the renewal of Bobby Bank's contract to operate the Vail Welcome Centers. I have known Bobby for over 20 years and have always found him to be extremely professional in his business dealings. I know he will continue to do a great job for the Town. Sincerely, Phil Hoversten 7/16/2013 Deaz Town Council, I have been a part time resident of Vail for 20 years, and a full time resident for 4 years. We have been coming back and are here for many reasons and like most of us have grown to love the Local warmth exuded by the Vail Host Program. That is part of my reason for participation in the program. As a local physician,I feel I have insights into the psyche of both the locals and the visitors who are here to enjoy what we have to offer. I feel that it provides a unique and personal entre to our special community. I am fully supportive of the current program management and hope to see it continue into the future. I hope you have the same perspective as I do. T'hank you, William A. Foutz,M.D. 7/16/2013 JAMES E.REIN 8024 W. 78�'' CIRCI�E ARVAL?A, CO 80005 303-923-3141 May 12, 2013 To: THE TOWN 4F VAIL SUBJECT: VISITOR INFORMATION CENTER It has been brought to my attention that the contract for the operation of the Visitor Information Center is up for renewal. I have been an employee of Vail Resorts for many years. My job entails me to have constant contact with the guests that come to Vail from all parts of the world. I cannot tell you how many times I have received feedback from people expressing their unsolicited appreciation for the assistance they have received from both the community hosts as well as the Visitor's Center itself. Their expression of apperception is centered on the prompt and courtesy handling of questions regarding finding their way around town, recommending shops and restaurants, personal facilities and, of great value, finding last minute accommodations. As you know, we are a resort that attracts visitors from all over the world and I know that several of the town hosts speak additional languages and that is critical to good customer senrice. Further, those that are manning the Visitor Centers show incredible knowledge and patience and bend over backwards to help everyone with whom they come in contact. My philosophy is "don't fix something that is not broken". Sincerely, Jim. Rein 7/16/2013 MAY-13-2�13 09:1�P FROM: T0:19704791298 P.1 May 13,201� To the Vai!Toarn Cauncil; I have been a host for the Town of Vail fo�the p8st iZ or 13 yea�s, I have found it to be an enjoyable experienoe and a senrice that the Town provides for its visitcrs that is appreciated. M�rk and Bobby have pfovided u5 w9th the netessary information and anything new that is h�ppenirtg that makes us s�em very professfo�al and kr:owledgeable about Vail. Sincerely, Ann Antanius 7/16/2013 T�1�U� �f 4�AI�� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 16, 2013 ITEM/TOPIC: A final review of an appeal of a Design Review Board decision, pursuant to Section 12-3-3C, Appeal of Design Review Board Decisions, Vail Town Code, appealing a decision by the Design Review Board approving a minor exterior alteration for the realignment to the 18th hole at the Vail Golf Course (DRB130191), located at 1775 Sunburst Drive/Unplatted Parcels, and setting forth details in regard thereto. PRESENTER(S): George Ruther, Director of Community Development ACTION REQUESTED OF COUNCIL: Uphold, Uphold with Modifications, or Overturn the Design Review Board decision on the approval of a design review application (DRB130191). BACKGROUND: On June 19, 2013, the Town of Vail Design Review Board approved design review application for a minor exterior alteration for the realignment to the 18th hole at the Vail Golf Course (DRB130191). The application was to transplant existing trees, plant new landscaping, regrading the 18th hole tee box area, and build a new four-foot tall retaining wall. On June 25, 2013, an appeal of the Design Review board's decision was filed on behalf of several adjacent property owners in the vicinity of the existing 18th hole on the Vail Golf Course. The appellants allege the Design Review Board erred in their decision making. STAFF RECOMMENDATION: The Community Development Department recommends the Vail Town Council upholds the decision of the Town of Vail Design Review Board of June 19, 2013, which approved a design review application (DRB130191) for minor exterior alterations (18th hole realignment) for the Vail Golf Course, located at 1775 Sunburst Drive/Unplatted Parcels, and setting forth details in regard thereto. This recommendation is supported by the evidence and testimony presented over the course of the development review process and the findings made by the Design Review Board on the design review application. ATTACHMENTS: Town Council Memorandum Appeals Form Nature of Appeal Letter Explanation of Aggrieveance DRB Memorandum 7/16/2013 MEMORANDUM TO: Vail Town Council FROM: Community Development Department DATE: July 16, 2013 SUBJECT: A final review of an appeal of a Design Review Board decision, pursuant to Section 12-3-3C, Appeal of Design Review Board Decisions, Vail Town Code, appealing a decision by the Town of Vail Design Review Board approving a design review application (DRB130191) for minor exterior alterations (18th hole realignment) for the Vail Golf Course, located at 1775 Sunburst Drive/Unplatted Parcels, and setting forth details in regard thereto. Appellants: R. Glenn Hilliard, Deborah Webster, Olson Family 2012 Trust, Starfire Company, LTD., 1835 Sunburst Drive, LLC., Richard J. Callahan and Mary Celeste Callahan, Samuel and Luleta Maslak, Landon Hilliard, III. Planner: George Ruther I. SUBJECT PROPERTY The 18th hole and fairway is located on the Vail Golf Course which is located at 1775 Sunburst Drive/Unplatted Parcels, Town of Vail, Colorado. II. VAIL TOWN COUNCIL JURISDICTION Pursuant to Section 12-3-3C-1, Appeal of Design Review Board Decisions; Authority, Vail Town Code, the town council shall have the authority to hear and decide appeals from any decision, determination or interpretation by any the Design Review Board with respect to the provisions of the Title 14, Development Standards, Vail Town Code. III. PROCEDURAL CRITERIA FOR APPEALS Pursuant to Sections 12-3-3C-2 and 12-3-3C-3, Appeal of Design Review Board Decisions; Initiation and Procedures, Vail Town Code, there are three basic procedural criteria for an appeal: A) standing of the appellant; B) adequacy of the notice of appeal; and C) timeliness of the notice of appeal. 1 7/16/2013 A) Standinq of the Appellants The Community Development Department has determined that the appellant Landon Hilliard, III lacks standing in this matter both as an adjacent property owner and as aggrieved or adversely affected person, and further, that the appellants Olson Family 2012 Trust, R. Glenn Hilliard, Starfire Company, LTD, Deborah Webster, 1835 Sunburst Drive, LLC, Richard and Mary Celeste Callahan, and Samuel and Luleta Maslak maintain standing as adjacent property owners but lack standing as aggrieved or adversely affected persons. The appellants' representative submitted a letter "Explanation of How Appellants are Aggrieved or Adversely Affected" date stamped June 25, 2013. Upon review of the letter, staff has determined that none of the appellants are aggrieved or adversely affected by the approval of the minor exterior alterations (18th hole realignment) at the Vail Golf Course. Staff's determination is based upon the following considerations: 1. The current uses of the golf course do not change as a result of realigning a golf hole. The current uses are consistent with the purposes of the zone district and achieve the development objectives of the Town. As such, it is difficult to comprehend how the appellants are aggrieved or adversely affected in this regard. 2. The VRD's application to realign the 18th hole is not tied, directly or indirectly, to the approved amendment to the existing CUP granted by the Planning and Environmental Commission. Clearly, one could be done without the other. In fact, the VRD has realigned holes on the golf course in the past irrespective of any other improvements. 3. The appellants have neither demonstrated nor provided competent evidence that transplanting existing trees, adding new landscaping, regrading the 18th hole tee boxes or building a four-foot tall retaining wall violates the town's design guidelines or aggrieves or adversely affects them. Nowhere in their "Explanation of How Appellants are Aggrieved or Adversely Affected" statement do they state how regrading the 18th tee box or building a retaining wall affects them adversely. 4. Alleged issues such as noise, erratic behavior and lack of law enforcement, location of temporary tents, lack of buffer to protect residences and uncertainty regarding zoning and development plans are not within the purview of the Design Review Board's authority or the Town's adopted Design guidelines. 5. The design application approval allowing for the reconfiguration of the existing driving range net was not appealed and is irrelevant to the implementation of the Town's design guidelines for the realignment of the 18th hole. For instance, the height of the retaining wall or the materials with which it is constructed has nothing to do with the height or color of the driving range net or vice versa. 6. The appellants have provided no competent evidence to support any claims of lack of buffer to protect residences. Setback requirements have been imposed to ensure an adequate separation amongst land uses exist. This allegation of adverse affect is unfounded. 7. Outdoor lighting may be within the purview of the Design Review Board's authority and the Town's adopted design guidelines, however, no 2 7/16/2013 exterior lighting was proposed, or is part of the 18th hole realignment, and therefore, irrelevant. As such, it is unclear how outdoor lighting, which was not even proposed, could adversely impact the adjacent property owners. 8. Parking, congestion, and safety issues associated with vehicle traffic are not within the purview of the Design Review Board. The Town's adopted design guidelines do not address these issues in the context alleged. Staff finds these issues irrelevant. B) Adequacy of the Notice of the Appeal An Appeals Form was filed on behalf of the appellants, by Holland & Hart, LLP. The Appeals Form and the materials required for its submission have been determined to be complete by the Community Development Department. A copy of the Public Notice of the Vail Town Council, July 16, 2013, Public Hearing was sent to adjacent property owners, pursuant to Section 12-3-3(C)(3), Procedures, Vail Town Code. C) Timeliness of the Notice of Appeal The Administrative Section of the Town's Zoning Code (12-3-3C-3, Procedures) states the following: "A written notice of appeal must be filed with the administrator within twenty (20) calendar days of the planning and environmental commission's decision or the design review board's decision or the art in public places board's decision becoming final. If the last day for filing an appeal falls on a Saturday, Sunday, or a town observed holiday, the last day for filing an appeal shall be extended to the next business day. Such notice shall be accompanied by the name and addresses (person's mailing and property's physical) of the appellant, applicant, property owner, and adjacent property owners (the list of property owners within a condominium project shall be satisfied by listing the addresses for the managing agent or the board of directors of the condominium association) as well as specific and articulate reasons for the appeal on forms provided by the town. The filing of such notice of appeal will require the planning and environmental commission or the design review board or the art in public places board to forward to the town council at the next regularly scheduled meeting a summary of all records concerning the subject matter of the appeal and to send written notice to the appellant, applicant, property owner, and adjacent property owners (notification within a condominium project shall be satisfied by notifying the managing agent or the board of directors of the condominium association) at least fifteen (15) calendar days prior to the hearing. A hearing shall be scheduled to be heard before the town council on the appeal within forty (40) calendar days of the appeal being filed. The town council may grant a continuance to allow the parties additional time to obtain information. The continuance shall be allowed for a period not to exceed an additional thirty (30) calendar days. Failure to file such appeal shall constitute a waiver of any rights under this chapter to 3 7/16/2013 appeal any interpretation or determination made by the planning and environmental commission or the design review board or the art in public places board." An Appeals Form was filed with the Community Development Department within the twenty (20) day requirement. A hearing was scheduled to be heard before the town council on the appeal within forty (40) calendar days of the appeal being filed. IV. NATURE OF THE APPEAL On June 25, 2013, an appeals form was submitted to the Community Development Department, on behalf of the appellants, by Holland & Hart, LLP. The appellants are appealing the final decisions of the Town of Vail Design Review Board of June 19, 2013, with respect to design review application DRB130191. A complete copy of the appeals form, date stamped June 25, 2013, has been attached for reference. The appellants allege the following: 1) "the application is connected to the Town's clubhouse plans" 2) "the Design Review Board refused to recognize and exercise its responsibility under the municipal code" 3) "the application does not comply with the Vail Town Code 12-11-1.D" 4) "the VRD application does not make reasonable provision for pedestrian and vehicle traffic". 5) "the VRD application does not make reasonable provision for sound and sight buffers". 6) "the VRD application does not make reasonable provision for preservation of light and air". 7) "the VRD application does not make reasonable provision for affects on neighboring land uses". 8) "the VRD application does not relate harmoniously with the neighboring land uses. V. REQUIRED ACTION To Uphold/Overturn/Modify the DRB decision. Section 12-3C-5, Findings: "The Town Council shall on all appeals make specific findings of fact based directly on the particular evidence presented to it. These findings of fact must support conclusions that the standards and conditions imposed by the requirements of this Title have or have not been met." VI. STAFF RECOMMENDATION The Community Development Department recommends the Vail Town Council upholds the decision of the Town of Vail Design Review Board of June 19, 2013, which approved a design review application (DRB130191) for minor exterior 4 7/16/2013 alterations (18th hole realignment) for the Vail Golf Course, located at 1775 Sunburst Drive/Unplatted Parcels, and setting forth details in regard thereto. In accordance with the information presented in this memorandum, and the exhibits attached hereto, staff recommends that Vail Town Council makes the following finding of facts based upon the evidence and testimony presented: • The Vail Go/f Course is located at 1775 Sunburst Drive in Vail, Co/orado, and zoned Outdoor Recreation (OR) according to the Official Zoning Map of the Town of Vail. • A golf course is a permitted use in the Outdoor Recreation zone district. • A design review application is required for the review of improvements such as regrading, removing vegetation and constructing retaining walls. A design review application is not required to plant new landscaping. • The Design Review Board did not "pretend as thouqh this application occurred in a vacuum and was not tied to a larper plan." Design review application (DR8130191) is a stand alone application. No "pretending" was required. As such, the approved improvements can be constructed independently of any other improvements constructed on the Vail Go/f Course property. This fact is evidenced by prior improvements such as those approved by the Town's Design Review Board and completed by the VRD on holes #3, #7 and#19 of the Vail Go/f Course. • The appellants have neither demonstrated nor provided competent evidence that transplanting existing trees, and new landscaping, regrading the 18th hole tee boxes and building a four-foot tall retaining violates the town's design guidelines or aggrieves or adversely affects them. Nowhere in their "Explanation of How Appellants are Aggrieved or Adversely Affected"statement do they state how regrading the 1 gtn tee box or building a retaining affects them adversely. • The Design Review Board adequately reviewed the criteria and made the necessary findings when it passed a motion (3-0-2) approving the request for minor exterior alterations (18th hole realignment) for the Vail Golf Course, located at 1775 Sunburst Drive/Unplatted Parcels, pursuant to the staff memorandum dated, June 19, 2013 with the findings listed on page 6 of the staff inemorandum. Specifically, the findings made by the Board stated, "Based upon the review of the application to the Design Review Board, the Board's site visit to the subject property, and the evidence and testimony presented, the Design Review Board finds that the proposed realignment of the 18th Hole comply with Title 12, Zoning Regulations, and Title 14, Development Standards, Vail Town Code." 5 7/16/2013 VII. EXHIBITS The exhibits outlined below have been attached to the memorandum for the purposes of making a determination on the appeal. These exhibits help establish the public record of the development review process and the proceedings to date. The information provided within the exhibits may be used by staff and the appellant, as needed, during the course of the appeals proceedings. A complete paper copy of the exhibits will be available for inspection at the public hearing. A. Appeals Form, date stamped June 25, 2013. B. Nature of Appeal Letter, date stamped June 25, 2013. C. Explanation of How Appellants Are Aggrieved or Adversely Affected Letter, date stamped June 25, 2013. D. 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' . %l! .�14_ � - S '+6 1. . '� l . JJ �� . � � �l: � . /'� � � `�1 .. � '6�� . �/ ` `../Lf . .... 1. E:" �, � � � . � \�-�' _ 1/\ a r,�F� _ . - � ��i� l._.� l,, . _'�-� ,+ _ . � \ i L .' � �\..':: � � `.�, � �- � . �. ,� °___..__� - �. �.� E'p� A�---::-..,_`• o�....; \ �" .. '�` �p�c 'y'yFy g � x ` O ' S * . ,�. J� :.� ��'��''y0�''o�t�OS� . � ;\, . ccp� Q' 9�,� v �� \ ��c ��O � O �'`- � �D,piq„ �r --- ._..;� : ��pC '�'S � '�,'. I o,�� s� � '��'�j,M1`�' � VNL GOLF CLUB OOLF�ORMDOR SE� j � HOLE tE 8 DRIVNG RANGE t�.�v.�iF cl�.'�N.�Nu.::FY4' C> 3 �.E ! • w.r�ow.v.r.aw.ow.v � �� - w,txnm-vv�.nwr.sm � V AIL,COLORADO _ _ 7 7/16/2013 � � � � ;��7 � Department of Community Development �/ 75 South Frontage Road T WN OF VAIL' D vai�,�o s�s5� � � JUN 2 � ��3 Te1: 970-479-2128 www.vailgov.com Development Review Coordinator Appeals Form General Information: This form is required for filing an appeal of a Staff, Design Review Board, or Planning and Environmental Commission action/decision. A complete form and associated requirements must be submitted to the - Community Development Department within twenty(20)calendar days of the disputed action/decision. Action/Decision being appealed: Approval by the Vail Design Review Board of the Vail Recreation District's application to create a new 18th hole and green on the Vail Golf Course, create a retaining wall,and transplant trees. DR6130191. Date of ActionlDecision: �une 19, 2013 Board or Staff person rendering action/decision: Vail Design Review Board _ Does this appeal involve a specific parcel of land? (✓ )yes ( ) no If yes,are you an adjacent property owner? (✓)yes ( ) no Name of Appellant(s): See attached list of appellants Mailing Address: �o Chris Toll, Holland &Hart, 6380 S. Fiddler's Green Circle, Greenwood Village, CO 80111 Phone: 303-290-1600 Physical Address in Vail: Vail Golf Course, 1778 Sunburst Drive, Vail, CO. egal Description of Appellant(s) Property in Vail: Lot Block Subdivision:Unplatted Appellant(s)Signature(sj: g}�arhPd (Attach a list of signatures if more space is required). Submittal Requirements: 1. On a separate sheet or separate sheets of paper, provide a detailed explanation of how you are an "aggrieved or ad- versely affected person". 2. On a separate sheet or separate sheets of paper, specify the precise nature of the appeal. Please cite specific code sections having relevance to the action being appealed. 3. Provide a list of names and addresses (both mailing and physical addresses in Vail) of all owners of property who are the subject of the appeal and all adjacent property owners (including owners whose properties are separated from the subject property by a right-of-way, stream, or other intervening barrier). 4. Provide stamped, addressed envelopes for each property owner listed in (3.). PLEASE SUBMIT THIS FORM AND ALL SUBMITTAL REQUIREMENTS TO: TOWN OF VAIL, DEPARTMENT OF COMMUNITY DEVELOPMENT, 75 SOUTH FRONTAGE ROAD, VAIL, COLORADO 81657. For Office Use Only: Cash CC: Visa/MC Last 4 CC# Exp. Date: Auth# Check# Fee Paid:No Fee Received From: Meeting Date: �T` . ZO��_ DRB No.: I)Q,(�iI OI�I Planner: —1 Project No: , la� �i� Zoning: Land Use: Location of the Proposal; Lot: Block: Subdivision: 7/16/2013 Ol-Oct-11 H O L LAN D&HARTp � Christopher H.To��, P.�. � Phone 3Q3-290-1637 � � �, �, ,_� _ , �, �� ,� .,,u � ,; Fax 303-975-5300 CToll@hollandhart.com � June 21, 2p 13 D � [r � � � � George Ruther JUN 2 5 ��Il� Director of Community Development 75 South Frontage Road TOWN OF VAIL Vail, CO 81657 CC: Kendra L. Carberry, Esq. Hayes, Phillips, Hoffmann& Carberry, P.C. 1530 16th Street, Suite 200 Denver, CO 80202 � Matt Mire, Esq. 75 South Frontage Road Vail, CO 81657 NATURE OF APPEAL For the following reasons, Appellants R. Glenn Hilliard, Debora Webster, Sam and Luleta Maslak, Landon Hilliard, Olson Family 2012 Trust, Richard and Celeste Callahan, 1835 Sunburst Drive LLC, and Starfire Company, through their attorneys, Holland & Hart LLP, appeal the Design Review Board's ("DRB") June 19, 2013, approval of the Vail Recreation District's application to reconfigure the 18th hole on the Vail Golf Course, which includes converting the western part of the 18th fairway into an event area, relocating the 18th green to an area adjacent to residences not previously affected by a finishing hole, relocating the 18th tee location, and altering the Vail Golf Course design plan: The Application Is Connected to the Town's Clubhouse Plans It is important to note that the VRD's application to move the 18th green is directly connected to the Town of Vail's plan to convert the Vail Golf Course clubhouse and part of the current 18th fairway into an events center. The movement of the 18th green and the reconfiguration of the clubhouse and 18th fairway are part and parcel to the same overall plan, and the movement of the 18th green and abandonment of the western part of the 18th fairway would not be happening if not for the clubhouse renovation. Likewise, the VRD would not be trying to move the 18th green if not for the Town's plans to change and redevelop the clubhouse and 18th fairway and current 18th green for weddings and other events disruptive to the neighborhood and the golfing community. Holland&Hart uP Attorneys at Law Phone(303)290-1600 Fax(303)290-1606 www.hollandhart.com 6380 S.Fiddlers Green Circle Suite 500 Greenwood Vflla9e,CO 80111 7 �/�(� Aspen Billinqs Bdse Boulder Carson City Cheyenne Cobrado Springs Denver Denver Tech CenCe��L�mW��s Vegas Reno Salt Lake City Santa Fe Washing[on,D.C. � H O L LA N D&HART� � Nature of A eal PP T !, f:. I_ A Vv l.> U T 4W � S T ... Jun�. 2 1� 2�1 3 � Page 2 The Design Review Board Refused to Recognize and Exercise Its Responsibility Under the Vail Municinal Code The DRB explicitly declined to review the VRD's application as required by the Vail Municipal Code. The DRB limited its review to the appearance of the proposed improvements, � when the Vail Municipal Code actually requires a broader scope of examination. Specifically, � the responsibility of the DRB extends to analyzing the relationship of any proposed � improvements to the surrounding area and the impact of proposed improvements on the neighborhood and environment. Rather than meet its requirements under the Code, the DRB � pretended as though this application occurred in a vacuum and was not tied to any larger plan. It � therefore failed to meet its obligations under the Code. � � � The Application Does Not Comulv with the Vail Town Code & 12-11-1.D Vail Town Code § 12-11-1.D.4 provides that the DRB "shall . . . . "[e]nsure that the architectural design, location, configuration materials, colors, and overall treatment of built up and open spaces have been designed so that they relate harmoniously. . . with surrounding development and with officially approved plans or guidelines, if any, for the areas in which the structures are proposed to be located." (emphasis added). � Vail Town Code § 12-11-1.D.5 provides that the"objectives of design review shall be" to, among other things, "[pJrotect neighboring properry owners and users by making sure that reasonable provision has been made for such matters as pedestrian and vehicular traffic, surface water drainage,sound and sight buffers, the preservation of light and air, and those aspects of design not adequately covered by other regulations which may have substantial effects on neighboring land uses." (emphasis added). � The VRD's plans do not relate harmoniously with the surrounding Sunburst neighborhood and they fail to make "reasonable provision" for pedestrian and vehicular traffic, sound and sight buffers, the preservation of light and air, and those other aspects of design that will affect neighboring land uses. Because the neighbors' homes sit east and south of the clubhouse and directly adjacent to the part of the current 18th fairway that will be used for events, the VRD's current plans will maximize the nuisance to them and the rest of the neighborhood. The VRD intends to configure the new events center so that all banquets, events, and outdoor activities occur to the south and east of the clubhouse. Special events held in this area in the past have been disruptive to the neighborhood and have farced neighbors, including some of the homeowners, to call the police. Rather than develop a plan that would reduce the likelihood of such problems, the VRD has instead proposed plans that will increase them � substantially, in number, physical scope, and proximity to the neighbors. As one community � member explained recently, even during activities held currently at the clubhouse, people often wander onto her property, the noise is loud and disturbing, and the police do nothing to stop it. � Moving the 18th green to allow for weddings on the cunent 18th fairway and in the outdoor � � space connected with the new clubhouse is a violation of the Vail Town Code. � � 7/16/2013 H O L LAN D&HART�,� � Nature of A eal PP ` r r-� c: �_;a �rv c.; u � w F s . JUrie 21, 2013 � Page 3 Specifically, the VRD's application violates the following aspects of Vail Town Code � § 12-11-1.D: � The VRD Application Does Not Make Reasonable Provision for Pedestrian and Vehicular Traffic Members of the Vail community and visitors to the valley routinely use Sunburst Drive for activities such as family walks, family bike rides, cycling, and other outings. If the golf course clubhouse becomes an events center with valet parking, shuttles, and numerous attendees (attendees will range upward from 160, with many more potentially attending on the fairway, in the golfer's grill, or on Sunburst Drive) trying to find their own parking along Sunburst Drive, many of those using Sunburst Drive will be put in danger. The road does not have the capacity to handle the increase in traffic the VRD proposes. This is especially true when, during the summer months, the events center will likely be in use a minimum of three nights every week. The VRD's movement of the 18th green will allow for intended uses that raise a number of issues, including safety concerns for pedestrians and cyclists along Sunburst Drive, the potential that fire and emergency personnel will not be able to access Sunburst Drive during large events, the VRD's inability to enforce crowd control methods, lack of on-site law enforcement, and the VRD's discretion to put up tents on the 18th fairway, which will inevitably lead to far more attendees than the Town's parking plan anticipates. Once the 18th green is moved, the Town intends to increase the parking lot capacity from 128 spaces to 158 through the use of a valet parking program. Such an increase will further deteriorate the quality of the golf course and thus the area immediately surrounding the Homeowners' homes. As a representative of the Town made clear at the January 14 PEC meeting, even now, when weddings and other events occur only 15 times a year, parking and traffic congestion are still problems when the slightest unforeseen wrinkle occurs. The VRD is now attempting to raise the number of events to somewhere between 65 and 1001 at the same time it is trying to increase the size of those events. It is irrational to think it can do so and avoid the traffic and parking problems it is already experiencing, even with a plan in place. The Town has proffered a number of parking plans, none of which has been viable. The � latest, which the Town claims is feasible, only works by ignoring key realities and assuming � perfect conditions. Even then it requires elaborate efforts, such as on-site valet parking, off-site valet parking, and shuttling. But because the Town's plan will stretch the property beyond its capacity, the reality is that any variable will throw the Town's parking plans into chaos. The slightest unexpected event will cause traffic, parking, and safety concerns all along Sunburst Drive. A neighborhood meeting, a group of cyclists looking to use Sunburst Drive, more golfers than expected, families hoping to park near the golf course for an evening stroll along � ' In its initial estimates,the VRD indicated that the events center would likely host close to 100 events per year. After resistance from the community, it revised that number to 65,but the initial estimates were likely more realistic. The VRD is hoping to build a premier wedding venue,and that space will attract users. 7/16/2013 � H O L LA N D&HART.� � Nature of A eal ; � ,. � Pp � � ,. �' � ' June 21, 2013 � Page 4 Sunburst—any one would create a malaise of traffic, safety, and congestion concerns. The VRD is asking for approval of its application to move the 18th green and reconfigure the 18th fairway, so it and the Town can go forward with their plans to use the clubhouse as a revenue-generating commercial operation, but they assume that no other variable will ever occur. It is not a realistic assumption. In addition, the VRD's plans raise serious safety and congestion concerns. According to its and the Town's plans, events scheduled at the clubhouse may begin as early as 4 p.m. At that time, golfers will still be on the course and their cars in the parking lot, which will not have the capacity for both golfer vehicles and event attendee vehicles. The result will be individuals parking along the shoulder of Sunburst Drive, which creates hazards for emergency vehicles trying to access the neighborhood, as well as severe congestion for the residents and substantial risk to the bikers and runners who use Sunburst. The risks associated with the increased traffic congestion are too serious for the DRB to ignore and are sufficient reason not to approve the VRD's application. The VRD Application Does Not Make Reasonable Provision for Sound and Sight Buffers If the DRB allows the VRD to move the 18th green, the Town's and VRD's plans will create noise that will serve as a nuisance to all homeowners along the 18th fairway and current 18th green and in the adjoining townhomes. Indeed, the expansive use of the facility as a revenue-producing events center raises the following concerns regarding noise: 1. Orientation of activities. The Town's current proposals place activities in the one location that will maximize the noise nuisance to the homeowners. 2. Lack of effective control. The VRD has shown an inability to control the noise level of � events held in the modest space already at the clubhouse, even when neighbors complain. If the VRD succeeds in creating an event center of the magnitude it is proposing, the impact on the neighborhood will be severe. When the windows and doors are opened, the building itself will act as an amphitheater, magnifying the volume of events held there. Music, crowd, and traffic noise will cause a diminution in value of the homeowners' homes. 3. Hours of operation. The VRD plans to allow music to continue at the new events center until midnight each night and activities may continue to 2:00 a.m. The attendees likely will not all leave until some time after that. Such late hours will prevent those in the neighborhood, including the homeowners, from experiencing any peace and quiet at a late evening hour, something many of the homeowners relied on having when they purchased their properties. � 4. Loss of Use and Enjoyment of Property. Estimates suggest the center will host more than anywhere from 60 to 100 events per year, and the number could be substantially 7/16/2013 H O L LA N D&HART� � Nature of A eal , _ ., , ru � PP June 21, 2013 � Page 5 more than that. This will prevent the neighbors from enjoying their property at least three nights per week and potentially more. 5. Disturbances on Private Property. As many owners in the area made clear before the PEC,the impact of events does not stay within the confines of the golf course clubhouse. In the past, event attendees have created disturbances in the parking lot and on neighbors' � property, something that will continue with the increased number of events and attendees. The VRD Application Does Not Make Reasonable Provision for Preservation of Light and Air Lighting associated with evening activities will be a nuisance to the neighborhood in several respects. Because lighting for outside activities will most likely be affixed to the building, it will shine toward the residences, creating a continuing glare. Any lighting sufficient to illuminate the outdoor banquet areas will almost certainly be bright enough to illuminate the adjoining properties as well. And because lighting will be necessary beyond the period when events occur, as people are leaving to their vehicles, it will be a problem well past midnight, resulting in an aggravated impact on the neighboring residences. � The VRD Application Does Not Make Reasonable Provision for Affects on Neighboring Land Uses The VRD's plan most definitely will be materially injurious to the properties in the vicinity of the events center. Mike Nash, an appraiser with over 20 years of experience in Colorado and Eagle County, has stated that the VRD's plan, if approved, would "negatively impact values of existing homes on Sunburst Drive, thereby causing material injury to those homes." Mike Nash Opinion, attached, at¶ 10. That economic injury alone should lead the DRB to deny the VRD's application, but there is also the injury the neighbors will suffer in the use and enjoyment of their property. On most summer nights, instead of the tranquility they enjoy now, those immediately adjacent to the clubhouse will face loud music, the din of mingling and partying guests, and the annoyance of attendees wandering onto their properties (something that already occurs with the smaller and fewer events the clubhouse currently hosts). Those throughout the neighborhood—including residents of the townhomes—will find their current use and enjoyment destroyed by the guttural sounds of shuttles passing in the afternoon and late at night, clogged roads, partiers in the parking lot or along the golf course, slower response times by first responders, and the noise that will inevitably arise as attendees (many of whom will have been drinking) shuffle back to their cars or shuttles as late as 2 A.tvt. The Sunburst Neighborhood was not built for this kind of operation. Those who � developed it meant it to be a quiet, residential community lining a golf course, with narrow roads and almost no shoulders. See Jay Pulis Affidavit, attached as Exhibit B. Because they designed it that way, there is no way the VRD can move the 18th green and create a commercial enterprise 7/16/2013 H O L LA N D&HART�P � Nature of A eal PP � �;� ��, E.� ;_ �, -� � � June 21, 2013 � Page 6 in the heart of it without risking safety and public health and without materially injuring properties in the vicinity. The VRD Application Does Not Relate Harmoniously with Neighboring Land Uses 1. Erratic Behavior and Lack of Law Enforcement. During past social gatherings at the � clubhouse,which were much smaller than that which the VRD is proposing to host, the � conduct of attendees has often been out of control, resulting in safety issues and disturbance to the neighbors and the neighborhood. And calls to law enforcement have been ineffective. Larger events designed to be outside will only increase such activity. 2. Tents. The moving of the 18th green allows the VRD and the Town of Vail to use the 18th fairway and the 18th green as a venue to raise large tents under which they can host affairs even larger than those contemplated for the events center itself. Such a use will only exacerbate the issues we have already raised, including noise, lighting, and unruly behavior, and will create opportunities for other nuisances and torts, such as trespasses onto the residential properties. The information the Town has circulated indicates that the Town will prohibit private parties from using tents but that the VRD may still use tents for special public events. Moreover, the VRD has not promised to prohibit the use of tents on the 18th fairway. The Town could also change its policy at any time to allow tents both within the zone covered by the CUP and outside it. 3. Reconfiguration of Driving Range Nets and Misuse of Public Funds. As part of its decision to move the 18th green, the VRD now must increase the height of the driving range nets, which will distract the homeowners, neighbors, golfers, tourists, motorists along I-70, bikers, and others attempting to enjoy the scenery. No valid reason exists for reconfiguring the driving range nets, especially if the VRD abandons its plan to move the 18th green. The movement of the green is what places golfers in danger. The VRD's current plan is forcing it to spend large sums of money to address safety concerns that would not exist if the VRD would simply change its current course of action. Indeed, one of the purposes of the DRB is "to protect the welfare of the community." Vail Town Code § 12-11-1.C. The VRD is not protecting the welfare of the community by spending hundreds of thousands of dollars to move the 18th green, then mitigating all of the safety concerns that move is causing. It is choosing to move the 18th green into a far more dangerous area than where it currently sits, which is forcing it to waste public funds to alleviate the risks it is causing. 4. Lack of Buffer to Protect Residences. Whatever activities occur at the current parking lot, the current clubhouse site, or at the current location of the 18th fairway and green, the � impacts on the Homeowners and the neighborhood will be significant. There is simply no way to buffer the homeowners from the activities. At Donovan Pavilion, the nearest � residence to the building is approximately twice the distance as is the nearest residence � � 7/16/2013 � � � HOLLAN D&HART�P � Nature of A eal PP June 21, 2013 � Page 7 � � on Sunburst Drive to the Vail Golf Course clubhouse. In addition, at Donovan, Gore � Creek and a wide and dense growth of evergreen trees shield the nearby residences. If this project goes forward in any manner other than by simply creating a quality golf course clubhouse with no significant event facility, the neighborhood residences will experience substantial reduction in value and will require increased protection from both parking activities and event functions. 5. Uncertainty Regarding Zoning and Development Plans. Because of the broad options �� available under the zoning regulations, the VRD will have broad flexibility regarding how to use the clubhouse, the 18th green, and the 18th fairway. The uncertainty regarding how the VRD intends to use the property prevents the residents of the adjoining � properties from the normal use of their residences, decreases the property and resale value of the golf course neighbors' homes and properties, and leaves open the possibility that the VRD will, at a later time, use the property for purposes other than those it now identifies. Conclusion In sum, the VRD's plan for the 18th green and fairway, which is inseparable from its and the Town's larger plan to convert the Vail Golf Course clubhouse into a wedding events center, � is not harmonious with the sunounding neighborhood, is harmful to neighboring properties, and is not consistent with neighboring development. On occasions in the past, the DRB has taken the position that its role is limited to design features. The Vail Municipal Code establishes that the responsibility of the DRB is more general. As pointed out initially, it is the responsibility of the DRB to halt any project whose"design, location . . . and overall treatment of. . . open spaces" fails to be harmonious with the surrounding neighborhood, harms neighboring properties, or is inconsistent with neighboring development. To protect the neighboring property owners and the welfare of the community, the Town Council must analyze the VRD's proposal based on the standards and criteria required by the Code and reverse the DRB decision. Respectfully, � ��`�� Christopher H. Toll Steven T. Collis 6261598 1 � � � � � � 7/16/2013 HOLLAND&HART.P � Christopher H.Tou, P.�. Phone 303-290-1637 �r H t_ �_�� w c, �_, r vr � °, r Fax 303-975-5300 CToI I@hol landhart.com � pC� C� C� � �I [� June 21, 2013 JUN 2 5 ZU�� George Ruther Director of Community Development TOWN OF VAIL 75 South Frontage Road Vail, Cp 81657 CC: Kendra L. Carberry, Esq. Hayes, Phillips, Hoffmann& Carberry, P.C. 1530 16th Street, Suite 200 Denver, CO 80202 Matt Mire, Esq. 75 South Frontage Road Vail, CO 81657 � EXPLANATION OF HOW APPELLANTS ARE AGGRIEVED OR ADVERSELY AFFECTED Appellants R. Glenn Hilliard, Debora Webster, Sam and Luleta Maslak, Landon Hilliard, Olson Family 2012 Trust, Richard and Celeste Callahan, 1835 Sunburst Drive LLC, and Starfire Company,through their attorneys, Holland& Hart LLP, offer the following explanation of how they will be aggrieved or adversely affected from the DR$'s June 19, 2p13, approval of the Vail Recreation District's application to reconfigure the 18th hole on the Vail Golf Course, which includes converting the western part of the 18th fairway into an event area, relocating the 18th green to an area adjacent to residences not previously affected by a finishing hole, relocating the 18th tee location, and altering the Vail Golf Course design plan. The Auplication Is Connected to the Town's Clubhouse Plans It is important to note that the VRD's application to move the 18th green is directly connected to the Town of Vail's plan to convert the Vail Golf Course clubhouse and part of the current 18th fairway into an events center. The movement of the 18th green and the reconfiguration of the clubhouse and 18th fairway are part and parcel to the same overall plan, and the movement of the 18th green and abandonment of the western part of the 18th fairway would not be happening if not for the clubhouse renovation. Likewise, the VRD would not be , z Holland&Hart ur Attorneys at Law Phone(303)290-1600 Fax(303)290-1606 www.hollandhart.com 6380 S.Fiddlers Green Circle Suite 500 Greenwood Village,CO 80111 7/��/'n Aspen Billinqs Bdse Boulder Carson Gry Cheyenne Cobrado SDrirgs Denver Denver Tech Centef��6n44��s Vegas Reno Salt Lake City Santa Fe Washington,D.C. � � H O L LA N D&HART� � Explanation of Grievances � � ., '' `' �` "° � June 21, 2013 � Page 2 trying to move the 18th green if not for the Town's plans to change and redevelop the clubhouse and 18th fairway and current 18th green for weddings and other events disruptive to the neighborhood and the golfing community. Therefore, because the VRD's application is a part of the Town's broader plans, the grievances and adverse effects of the Town's plan are relevant to this appeal. The Town's Plan Will Be a Nuisance to the Nei�hborhood Because the appellants' homes sit east and south of the clubhouse, the Town's current plans will maximize the nuisance to them and the rest of the neighborhood. The Town intends to configure the new events center so that all banquets and outdoor activities occur to the south and east of the clubhouse. Special events held in this area in the past have been disruptive to the neighborhood and have forced neighbors, including some of the appellants, to call the police. Rather than develop a plan that would reduce the likelihood of such problems, the Town has instead proposed plans that will increase them substantially, both in number and in physical scope. As one community member explained to the PEC, even during activities held currently at the clubhouse, people often wander onto her property, the noise is loud and disturbing, and the police do nothing to stop it. Specifically, the following will all adversely affect both the appellants and the other � neighbors in the area: 1. Noise. The Town's plans will create noise that will serve as a nuisance to all homeowners along the 18th fairway and current 18th green and in the adjoining townhomes. Indeed, the expansive use of the facility as a revenue-producing events center raises the following concerns regarding noise: a. Orientation of activities. The Town's current proposals place activities in the one location that will maximize the noise nuisance to the appellants. b. Lack of effective control. The Town has shown an inability to control the noise level of events held in the modest space already at the clubhouse, even when neighbors complain. If the Town succeeds in creating an event center of the magnitude it is proposing,the impact on the neighborhood will be severe. When the windows and doors are opened, the building itself will act as an amphitheater, magnifying the volume of events held there. Music, crowd, and traffic noise will cause a diminution in value of the appellants' homes. c. Hours of operation. The Town plans to allow music to continue at the new events center until midnight each night and activities may continue to 2:00 a.m. The attendees likely will not all leave until some time after that. Such late hours will prevent those in the neighborhood, including the appellants, from experiencing 7/16/2013 H O L LA N D&HART� � Ex lanation of Grievances P 7 t-, � �__n �� :�� , � �1 � �> r June 21, 2013 Page 3 any peace and quiet at a late evening hour, something many of the homeowners relied on having when they purchased their properties. d. Estimates suggest the center will host more than anywhere from 60 to 100 events per year, and the number could be substantially more than that. This will prevent the appellants and their neighbors from enjoying their property at least three nights per week and potentially more. e. As many owners in the area made clear before the PEC, the impact of events does not stay within the confines of the golf course clubhouse. In the past, event attendees have created disturbances in the parking lot and on neighbors' property, something that will continue with the increased number of events and attendees. 2. Lighting. Lighting associated with evening activities will be a nuisance to the appellants and the neighborhood in several respects. Because lighting for outside activities will most likely be affixed to the building, it will shine toward the residences, creating a continuing glare. Any lighting sufficient to illuminate the outdoor banquet areas will almost certainly be bright enough to illuminate the adjoining properties as well. And because lighting will be necessary beyond the period when events occur, as people are leaving to their vehicles, it will be a problem well past midnight, resulting in an aggravated impact on the neighboring residences. 3. Erratic Behavior and Lack of Law Enforcement. During past social gatherings at the clubhouse, which were much smaller than that which the Town is proposing to host, the conduct of attendees has often been out of control, resulting in safety issues and disturbance to the appellants and the neighborhood. And calls to law enforcement have been ineffective. Larger events designed to be outside will only increase such activity. 4. Tents. The CUP the Town is seeking will allow it to use the 18th fairway and the 18th green as a venue to raise large tents under which they can host affairs even larger than those contemplated for the events center itself. Such a use will only exacerbate the issues we have already raised, including noise, lighting, and unruly behavior, and will create opportunities for other nuisances and torts, such as trespasses onto the residential properties. The information the Town has circulated indicates that the Town will prohibit private parties from using tents but that the Vail Recreation District may still use tents for special public events. Moreover, the Town has not promised to prohibit the use of tents on the 18th fairway. Moreover, the Town could change its policy at any time to allow tents both within the zone covered by the CUP and outside it. 5. Reconfiguration of Driving Range Nets. The Town insists on increasing the height of the driving range nets, which will distract the Appellants, neighbors, golfers, tourists, motorists along I-70, bikers, and others attempting to enjoy the scenery. No valid reason exists for reconfiguring the driving range nets, especially if the Town abandons its plan to 7/16/2013 H O L LAN D&HART.o � Ex lanation of Grievances P �. :�t :� � ,�v , _ June 21, 2013 � Page 4 move the 18th green. The movement of the green is what places golfers in danger. The Town's current plan is forcing it to spend large sums of money to address safety concerns that would not exist if the Town would simply change its current course of action. 6. Lack of Buffer to Protect Residences. Whatever activities occur at the cunent parking lot, the current clubhouse site, or at the current location of the 18th fairway and green, the impacts on the Appellants and the neighborhood will be significant. There is simply no way to buffer the homeowners from the activities. At Donovan Pavilion, the nearest residence to the building is approximately twice the distance as is the nearest residence on Sunburst Drive to the Vail Golf Course clubhouse. In addition, at Donovan, Gore Creek and a wide and dense growth of evergreen trees shield the nearby residences. If this project goes forward in any manner other than by simply creating a quality golf course clubhouse with no significant event facility, the neighborhood residences will experience substantial reduction in value and will require increased protection from both parking activities and event functions. 7. Uncertainty Regarding Zoning and Development Plans. Because of the broad options available under the zoning regulations, the Town will have broad flexibility regarding how to use the clubhouse, the 18th green, and the 18th fairway. This is especially true because the Town refuses to be bound by any of the proposals it has put forth to the PEC. The uncertainty regarding how the Town intends to use the property prevents the residents of the adjoining properties from the normal use of their residences, decreases the property and resale value of the golf course neighbors' homes and properties, and leaves open the possibility that the Town will, at a later time, use the property for purposes other than those it now identifies. The Town's Plan Will Result in Parking, Con�estion, and Safetv Issues The Town intends to increase the parking lot capacity from 128 spaces to 158 through the use of a valet parking program. Such an increase will further deteriorate the quality of the golf course and thus the area immediately surrounding the Appellants' homes. As a representative of the Town made clear at the January 14 PEC meeting, even now, when weddings and other events occur only 15 times a year, parking and traffic congestion are still problems when the slightest unforeseen wrinkle occurs. The Town is now attempting to raise the number of events to somewhere between 65 and 100� at the same time it is trying to increase the size of those events. It is irrational to think it can do so and avoid the traffic and parking problems it is already experiencing, even with a plan in place. � In its initial estimates,the Town indicated that the events center would likely host close to 100 events per year. After resistance from the community, it revised that number to 65,but the initial estimates were likely more realistic. � The Town is hoping to build a premier wedding venue,and that space will amact users. 7/16/2013 HOLLAND&HART,� � Ex lanation of Grievances P , �-; �: �_ �: w r-� �� ,- t�, �_ � � June 21, 2013 � Page 5 The Town has proffered a number of parking plans, none of which has been viable. The latest, which the Town claims is feasible, only works by ignoring key realities and assuming perfect conditions. Even then it requires elaborate efforts, such as on-site valet parking, off-site valet parking, and shuttling. But because the Town's plan will stretch the property beyond its capacity, the reality is that any variable will throw the Town's paxking plans into chaos. The slightest unexpected event will cause traffic, parking, and safety concerns all along Sunburst Drive. A neighborhood meeting, a group of cyclists looking to use Sunburst Drive, more golfers than expected, families hoping to park near the golf course for an evening stroll along Sunburst—any one would create a malaise of traffic, safety, and congestion concerns. The Town is asking for approval of its application on the assumption that no other variable will ever occur. It is not a realistic assumption. In addition, the Town's plans raise serious safety and congestion concerns, According to its plans, events scheduled at the clubhouse may begin as early as 4 p.m. At that time, golfers will still be on the course and their cars in the parking lot, which will not have the capacity for both golfer vehicles and event attendee vehicles. The result will be individuals parking along the shoulder of Sunburst Drive, which creates hazards for emergency vehicles trying to access the neighborhood, as well as severe congestion for the residents and substantial risk to the bikers and runners who use Sunburst. The appellants will be aggrieved and adversely affected both from the risks associated with the increased traffic congestion and from the diminution in property value that will result from it. Other Issues Will Adverselv Affect the Anpellants and Other Neighbors The Town's intended uses raise a number of issues, including safety concerns for pedestrians and cyclists along Sunburst Drive, the potential that fire and emergency personnel will not be able to access Sunburst Drive during large events, the Town's inability to enforce crowd control methods, lack of on-site law enforcement, and the Town's discretion to put up tents on the 18th fairway, which will inevitably lead to far more attendees than the Town's � parking plan anticipates. � In sum, the Town's plan will aggrieve and adversely affect the appellants and other ; neighbors in the area in numerous ways. ; � Respectfully, � �� Christopher H. Toll Steven T. Collis , � 6261605_1 i i � 7/16/2013 Q�� . .,� �ubm��r� T�� F �� .�� P��m€�randu� TO: Design Review Board 1�7" r- ��5[�p - FROM: . Community.Dev�lo�ment Department - �yv 'r'.��.� - - DATE: June 19, 2013 SUBJECT: IVlinor Exterior Alteration, 18th Hole Realignment, DRB130191 Applicant: Vail Recreation District c/o Scott O'Connell Planner: George Ruther I. FORWARD The Vail Recreation District has requested the Design Review Board (DRB) review the application for the proposed realignment of the 18th Hole at the Vail golf Course. This application is specific in the scope of work proposed. To assist the DRB and their decision making, Staff recommends the parameters of the review be confined to the following areas: DRB130191, 18�h Hole Realignment 1. Landscaping 2. Design and placement of the proposed retaining wall 3. Limits of disturbance Discussion on aspects of this project outside of the aforementioned areas or discussions concerning other aspects of the Golf Course and its operations are inappropriate at this time and outside the purview of the DRB. Due to the heightened interest in golf course operations, staff is appreciative of the DRB's confinement of their comments to areas appropriate for discussion. II. PROJECT SI.IMMARY The 18th Hole Realignment is being proposed by the Vail Recreation District to address several challenges that currently exist. These include errant golf balls hitting the club house during play on the 18�h Hole and players on the hole being struck by golf balls coming over the safety netting from the driving range. These safety concerns are documented in the Golf Ball Trajectory Study performed by the Tanner Consulting Group and included as an attachment to this memorandum. The Town Council voted 7/16/2013 unanimously 7-0 to proceed with the application for the realignment of the 18t" Hole at the regular July 17, 2012 meeting. The project involves excavating areas of the existing 18t" Hole to install new features including bunkers, tees and greens. The project includes the removal of four (4) trees near the proposed black tee box and the installation of thirty-two (32) new trees in the vicinity. The black tee box also includes a retaining wall not to exceed four (4) feet in height constructed out of the Rosetta Stone material used previously at the Vail Golf Course. The new retaining wall allows the elevation of the black tee box to enhance the hole's experience. The realignment of the 18t" Hole will assist in providing a safe, enjoyable experience for patrons and staff at the Vail Golf Club. III. APPLICABLE DOCUMENTS Vail Town Code TITLE 12, Zoning Regulations (in part) 12-8B-2: PERMITTED USES: The following uses shall be permitted in the OR district: Bicycle and pedestrian paths. Golf courses. Interpretive nature walks. Nature preserves. Passive outdoor recreation areas and open spaces. 12-11-3: DESIGN APPROVAL: A. Scope: No person shall commence removal of vegetation, site preparation, building construction or demolition, dumping of material upon a site, sign erection, exterior alteration or enlargement of an existing structure, paving, fencing or other improvements of open space within the corporate limits of the town unless design approval has been granted as prescribed in this chapter. The addition of plant materials to existing landscaping, gardening and landscape maintenance shall be exempt from this provision. TITLE 14, DEVELOPMENT STANDARDS (in part) Town of Vail 7/16/2013 Page 2 CHAPTER 14-6, GRADING STANDARDS 14-6-3: NATURAL FEATURES: Grading that is detrimental to existing natural features is discouraged. Those areas of a site that are determined to remain in a natural state shall be protected during construction. A site specific construction disturbance plan shall be prepared, outlining the areas to be disturbed and the methods and devices used to protect the remaining portions of the site. CHAPTER 14-10, DESIGN REVIEW STANDARDS AND GUIDELINES 14-10-3: SITE PLANNING: C. Removal of trees, shrubs, and other native vegetation shall be limited to removal of those essential for development of the site, those identified as diseased or those essential for creating defensible space. Mitigation may be required for tree removal. 14-10-8: LANDSCAPING, DRAINAGE, AND EROSION CONTROL: A. Various natural vegetation zones exist within the Gore Valley as a result of the form and aspects of the land itself. The north facing slopes within the valley are typically heavily wooded with spruce, pine and aspen and generally receive less direct sunlight than the drier south facing slopes which typically consist of sage, aspen and other vegetation tolerant of drier conditions. The valley floor which is adjacent to Gore Creek consists of a wide variety of trees and shrubs adapted to the relatively fertile soil and natural availability of water. The goal of any landscape plan should be to preserve and enhance the natural landscape character of the area in which it is to be located and serve as an aid in fire prevention and protection. The landscape scale and overall landscape design shall be developed so that new vegetation is integral with the natural landscape and the inherent form, line, color and texture of the local plant communities. Since the major objective of the landscaping is to help reduce the scale of new structures and to assist in the screening of structures, the planting of large sized plant materials is encouraged. Fire wise plant materials are encouraged due to their ability to resist fire. Trees should be maintained through limbing and pruning in order to prevent limbs from being too close to structures and other plant materials. Special care should be taken in selecting the types of plants to use when designing a landscape plan. Final selection should be based upon the soils and climate, ease of establishment, suitability for the specific use desired, ability to deter the spread of fires and the level of maintenance that can be provided. New planting shall use plants that are indigenous to the Rocky Mountain alpine and subalpine zones or are capable of being introduced into these zones. A recommended list of plant materials, some indigenous to the Vail area, is on file with the department of community development. Also indicated on the list are Town of Vail 7/16/2013 Page 3 fire wise plant materials which are suitable for planting within the Vail area. The minimum sizes of landscape materials acceptable are as follows: Required trees: Deciduous 2 inch caliper Conifers 6 foot Required #5 gallon container shrubs Foundation shrubs shall have a minimum height of 18 inches at time of planting. B. Landscape design shall be developed to locate new planting in order to extend existing canopy edges or planted in natural looking groups. Geometric plantings, evenly spaced rows of trees, and other formal landscape patterns shall be avoided. C. Particular attention shall be given the landscape design of off street parking lots to reduce adverse impacts upon living areas within the proposed development, upon adjacent properties, and upon public spaces with regard to noise, lights, and visual impact. D. All landscaping shall be provided with a method of irrigation suitable to ensure the continued maintenance of planted materials. E. Whenever possible, natural drainage patterns upon the site shall not be modified. Negative drainage impacts upon adjacent sites shall not be allowed. F. Runoff from impervious surfaces such as roofs and pavement areas shall be directed to natural or improved drainage channels or dispersed into shallow sloping vegetated areas. G. Slope of cut and fill banks shall be determined by soil characteristics for the specific site to avoid erosion, and promote revegetation opportunities, but in any case shall be limited to a maximum of two to one (2:1) slope. H. Measures shall be taken to retain all eroded soil material on site during construction, control both ground water and surface water runoff, and to permanently stabilize all disturbed slopes and drainage features upon completion of construction. I. All plants shall be planted in a good quality topsoil mix of a type and amount recommended by the American Landscape Contractor Association and the Colorado Nurseryman's Association. Town of Vail 7/16/2013 Page 4 J. All plantings must be mulched. K. Paving near a tree to be saved must contain a plan for a "tree vault" in order to ensure the ability of the roots to receive air. (Ord. 3(2007) § 5: Ord., 9-21-1999) 14-10-9: FENCES, HEDGES, WALLS, AND SCREENING: A. Placement: The placement of walls and fences shall respect existing landforms and fit into land massing rather than arbitrarily follow site boundary lines. Fences shall not be encouraged except to screen trash areas, utility equipment, etc. B. Design: Design of fences, walls, and other structural landscape features shall be of materials compatible with the site and the materials of the structures on the site. Retaining walls and cribbing should utilize natural materials such as wood timbers, logs, rocks, or textured, color tinted concrete. No chainlink fences shall be allowed except as temporary construction fences or as required for recreational facilities. C. Setbacks Observed: All accessory uses and structures except fences, hedges, walls and landscaping, or ground level site development such as walks, driveways, and terraces shall be located within the required minimum setback lines on each site. Recreational amenities may be exempted by the design review board if it determines that their location is not detrimental environmentally and/or aesthetically. E. Height Limitations: Fences, hedges, walls and landscaping screens shall not exceed three feet (3') in height within any required front setback area, and shall not exceed six feet (6') in height in any other portion of the site, provided that higher fences, hedges, walls or landscaping screens may be authorized by the administrator when necessary to screen public utility equipment. No barbed wire or electrically charged fence shall be erected or maintained. IV. SUBJECT PROPERTY The subject property is located at 1775 Sunburst Drive, Unplatted. V. REQUIRED ACTION Pursuant to Section 12-11-4, Material to be Submitted; Procedure, Vail Town Code, the Design Review Board shall approve with or without conditions, deny or table an application for additional information. VI. COMMUNITY DEVELOPMENT DEPARTMENT RECOMMENDATION The Community Development Department recommends that the Design Review Board approve DRB130191 based upon the evidence and testimony presented, and the findings of fact listed below. Town of Vail 7/16/2013 Page 5 The Community Development Department recommends the Design Review Board makes the following motion: Based upon a review of the Staff's June 19, 2013 memorandum to the Design Review Board, the evidence and testimony presented, and the finding of facts, the Design Review Board approves, of a design review application for the realignment of the 18t" Hole at the Vail Golf Course and setting forth details in regard thereto, based upon the conclusion that the Board's determination meets the guidelines and standards imposed by the requirements of the Vail Town Code. The Community Development Department recommends the Design Review Board make the following finding of fact: Based upon the review of the application to the Design Review Board, the Board's site visit to the subject property, and the evidence and testimony presented, the Design Review Board finds that the proposed realignment of the 18t" Hole comply with Title 12, Zoning Regulations, and Title 14, Development Standards, Vail Town Code. VII. ATTACHMENTS A. Plans including Golf Ball Trajectory Study and Retaining Wall Schematic Town of Vail 7/16/2013 Page 6 T�WI� �f �All' VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 16, 2013 ITEM/TOPIC: A public hearing to discuss the proposed 2013 Gerald R. Ford Park Master Plan. This public hearing is a follow up to previous meetings held regarding this master planning effort. PRESENTER(S): George Ruther, Director of Community Development&Tom Braun, Braun &Associates, Inc. ACTION REQUESTED OF COUNCIL: The Vail Town Council is being asked to provide answers and direction on the following issues: Numerous sites have been evaluated for the future location of an alpine garden education center. Town staff is recommending the Vail Town Council instructs staff to pursue the West Betty Ford Way site and eliminate all other sites from consideration. Does the Vail Town Council support the staff's recommendation? Six goals have been formulated for inclusion in the master plan. Each goal is supported by objectives, policies and actions steps. The goals, objectives, policies and action steps have been modified in response to public input and Town Council direction. Based upon the work completed to date, and the work that still needs to be completed within the master plan amendment process, staff recommends the Town Council instructs staff to submit a master plan amendment application to the Planning and Environmental Commission (PEC)for review and recommendation. The PEC review process could begin as soon as Monday, July 22nd. Does the Vail Town Council support the staff's recommendation? BACKGROUND: The purpose of this public hearing is to follow up on the direction and instruction provided during previous public hearings on the proposed master plan and to seek direction on the two key decisions outlined above. With direction and instruction from the Town Council, town staff is prepared to initiate the master plan amendment review process with the Planning and Environmental Commission. STAFF RECOMMENDATION: Town staff recommends the Vail Town Council selects the West Betty Ford Way site for further consideration and evaluation and eliminates all other sites from consideration. The basis for this recommendation is the result of the analysis completed and highlighted in the Betty Ford Alpine Garden Foundation Education Center site evaluation matrix. Further, staff recommends the Vail Town Council instructs staff to initiate the master plan amendment review process with the Planning and Environmental Commission (PEC)on July 22nd. The result of this process will be a recommendation from the PEC on the proposed 2013 Gerald R. Ford Park Master Plan. ATTACHMENTS: Ford Park Worsession Betty Ford Alpine Gardens Sub Area Plan Goals &Objectives 7/16/2013 '�:� � : �;� 4, � `� � ; �� y�� 'q r y -- ��L� °10�'� '- �.� :. ��4 '" �e y�.+i •�� - � •� �'y ,� .� .� �s �` � � �. .�( �. I:i r= -�_��` '�, rC i � - �_ :..r,�� `r.� � �;��' "�, ",� � 4 � .;,�r � ,� ,� � � � �� i ., E q r_ x r,, ,.i t�4..�� 1 � � , ' i5' � �, r N� ;,rp <.�: �r.',, � ��' �, -�,��t ..� �� s � �'r ' f �� { �`': �� i y -,t' * �h F'' f � ��: . � � `�� `! ` 'i �' �.�'t� ,� ��y��:�; y�,��' `��f��,� . � , � �Wi uD�;r"'��.� . � . . � �S 3�. , 1 . - � � � .:f �n' ' �f . . -�. rl � °.3!! �. -� F!' . � 5 • r��' - � � `�� ' � �r �' Y . �_:;��3 �� - ' �l.R ':�V �:4r J $.. 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',\,� � � �� I �, ;� 1 �� \ � �\ �� rr�p �, �. ��"'_ I� ��, ��' � .,.- � �� 6 � � ,� � , i ..� � � ,� � �� a � �� ;, ti ,, Q� � i �� .� i :��,_ �. � � � � o 1 � o � � ��_ �,, � . �,, , , .. ,, , � �,. , � �� - � . :r:, �s �i � ° '� �� \J/I � ` � I �-=-?--'--- ', o � �' I�L S- I � � j V /�,� �j\ii I � � � /r � � ` �i � � --��'��. / /�/ � %,' ,/� �� ;, ��' -- � � _ � < ! �-�� '— �r �— � �:� � � �r , , , � .,� � a, � �—_ : _ � _ �� M� �e c � � �a � N O _ �d U 6 � � � � a ;f � f �' � � /� �- I � �; � � LL `� � - � � -� ,_ � - � , , � ; � I I�S' �-�i � Part 4 - GOALS, OBJECTIVES, POLICIES AND ACTION STEPS The community's goals for Ford Park are summarized in six major goal statements and within each goal statement are objectives, policies and action steps. Each goal statement focuses on particular aspects of Ford Park that were discussed during previous master planning efforts for the Park and the 2013 Ford Park Master Plan update process. These prior planning efforts include: The 1974 Vail Plan A portion of this town-wide plan addressed Ford Park and while the plan did not include formal goal, objective and policy statements, it did describe community expectations regarding the purchase of the Anholtz property and provides broad goal statements for the Park. 1985 Ford Park Master Plan This plan did not include formal goal, objective and policy statements. A number of goals and objectives for the Park can be drawn from the narrative of the Plan and these were reaffirmed by the Town Council in 2013. 1997 Ford Park Manaqement Plan This planning effort was the first to include formally stated goals, objectives, policies and action steps. These statements were an outcome of input received from stakeholders and from the community during the preparation of the 1997 Management Plan and they provided the framework from which the goals, objectives and policies in the 2013 Plan were created. 2012 Ford Park Manaqement Plan Update This update did not include any changes to the goals, objectives and policies from the 1997 Management Plan. Goal, objective and policy statements from the 1997 Plan have been expanded to reflect the intention of the 1974 and 1985 Plans and to incorporate the outcome of Town Council and community input from the 2013 update process. The goal statements were written to be consistent with and complementary to each other. They are to be used to provide a framework, or direction, for decision-making regarding the management and future uses of Ford Park. A series of objectives following each goal statement outline specific steps that should be taken toward achieving each stated goal. Policy statements are intended to guide decision-making in achieving each of the stated objectives. Action steps involve specific actions to be taken in implementing the goal Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 1 7/16/2013 and objective statements. It is expected that during the review process for any new development or improvements within the Park, such development or improvements will be deemed to comply with all applicable goals, objectives and policies of this Plan. Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 2 7/16/2013 Goal #1: Protect the natural environment along the Gore Creek corridor and establish appropriate controls and review procedures to ensure that any new or expanded use or building does not adversely affect the character of the Park or the overall experience of park users. Objective 1.1: Limit uses and future development to that which is consistent with these goals, objectives and policies and consistent with the Ford Park Sub-Areas and Illustrative Plans. Policy Statement 1: Proposals for new or changes to existing facilities or uses that curtail existing public uses within the Park will not be permitted unless there is either a compelling public interest or adequate alternative facilities can be provided. Policy Statement 2: The existing variety of uses and facilities in the Park will be maintained. Action Step 1.1.1: Draft a new ordinance to exclude those uses listed in Ordinance No.6, Series of 1973, now considered to be inappropriate, and to redefine the allowable uses within Ford Park. The following uses that are allowed and prohibited for Ford Park shall take precedence over Section 12-9C-2 of the Town Code concerning the General Use Zone District: Allowed Uses Park and greenbelt Bicycle and hiking trails Children's playground Outdoor amphitheater Botanical gardens Environmental, educational, and historical centers Picnic areas Recreation and athletic facilities Public utility easements Parking (surface parking/structured parking) Administrative offices for the operation of uses occurring within the park Public Art Display Concerts and Special Events Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 3 7/16/2013 Prohibited uses Ski lift and related facilities Exchange or trade Civic center, convention/conference center, public schools, gymnasium, and assembly hall Swimming pools Equestrian trails Type III and IV employee housing Action Step 1.1.2: Review legal descriptions of existing lease areas for the Vail Recreation District, the Vail Valley Foundation and the Betty Ford Alpine Garden and modify, as deemed necessary, so legal descriptions correspond with existing and proposed improvements and uses. Objective 1.2: Establish standards for existing facilities and uses in the Park; and establish review procedures, criteria and design standards for evaluating new development proposals or other proposed changes to Park facilities or uses. Policy Statement 1: Any proposed development or change to Park facilities or uses shall be deemed to conform to the Plan's goal, objective and policy statements. Policy Statement 2: Any proposed development or change to Park facilities or uses shall be deemed to conform to the recommendations of the Plan's Sub- Area and Illustrative Plans. Policy Statement 3: Any proposed development or change to Park facilities or uses shall be reviewed for compliance with Ford Park Design Criteria, as well as other Town regulations. Policy Statement 4: Any proposed development or change to Park facilities or uses shall be determined to provide a needed recreational, educational, cultural or social benefit to the community. Policy Statement 5: Existing facilities, uses and functions within the park will be maintained and operated at a high standard of quality. Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 4 7/16/2013 Action Step 1.2.1: With participation of other Park stakeholders, Town staff to prepare a manual which outlines expectations regarding the maintenance, and operation of facilities within the Park. Objective 1.3: Preserve and protect the 100 year floodplain, riparian and wetland habitat along the Gore Creek Corridor. Policy Statement 1: Uses and improvements within the Gore Creek Corridor shall be limited to those outlined in the Gore Creek Preservation Sub-Area. Policy Statement 2: No new buildings should be permitted within the Gore Creek Preservation Sub-area. Action Step 1.3.1: Evaluate the need for and feasibility of strengthening preservation controls within the Gore Creek Preservation Sub-area by establishing a conservation easement or by establishing the "Open Space" designation via the Natural Area Preservation Zone District. Objective 1.4: Enhance the use and ensure the preservation of the Historic School House. Policy Statement 1: Maintain public access to the School House and continue the utilization of the building in accordance with the terms of the lease with the Betty Ford Alpine Gardens. Action Step 1.4.1: Evaluate future alternative uses for the School House that will maintain public access and potentially involve the display of historic photos and artifacts or other activities in keeping with the historic nature of the building. Action Step 1.4.2: Complete a historic architectural assessment of the School House and establish a plan to protect and enhance the historic character of the building. Objective 1.5: Enhance the Nature Center building and the natural character of the surrounding area and promote the use of this asset for environmental and other educational programs. Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 5 7/16/2013 Policy Statement 1: Vehicular access to the Nature Center will be minimized and the landscape surrounding the building will be restored and enhanced. Policy Statement 2: New uses proximate to the Nature Center should be limited and shall be consistent with the Gore Creek Preservation Sub-Area. Policy Statement 3: The architectural integrity of the Nature Center building should be restored. Action Step 1.5.1: Work with the Vail Recreation District to evaluate potential expansion of uses and programs for the Nature Center. Action Step 1.5.2: Complete an architectural inventory of the Nature Center building and initiate a plan to restore the historic character of the building. Action Step 1.5.3: Define a list of appropriate uses for the Nature Center that are consistent with the goals for the preservation of the Gore Creek Preservation Sub-Area. Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 6 7/16/2013 Goal #2: Provide open space, facilities, and programs within Ford Park to meet the passive and active recreational, educational and cultural needs of residents and guests of Vai I. Objective 2.1: Maintain areas within the Park for the passive enjoyment of nature and open space and preserve significant view corridors to the Gore Range, Gore Creek, and Vail Mountain in order to reinforce the Park's connection to the natural environment. Policy Statement 1: The Gore Creek Preservation Sub-Area of the Park shall be maintained for the "quiet enjoyment of nature". Policy Statement 2: The uses and activities shall be strictly limited to those prescribed by the Gore Creek Preservation Sub-Area. Policy Statement 3: The primary use of the open turf area within the Lower Commons Sub-Area should be to provide a place for un-programed, informal passive recreation. The use of this area for special events should be limited in frequency and scope in order to minimize impacts on the primary use of this area Objective 2.2: Utilize Ford Park to meet the community's needs for active recreation and formal team sport activities. Policy Statement 1: Active recreation and team sport activities shall be concentrated within the Active Recreation and Soccer Field Sub-Areas and limited in other sub-areas of the Park. Policy Statement 2: Landscape berms and buffers should be maintained and enhanced to mitigate potential impacts of noise and activity on other sub areas of the Park. Objective 2.3: Maintain, and enhance where appropriate, the Park's role in providing facilities for the enjoyment and exploration of the arts, music, dance, education and other cultural pursuits. Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 7 7/16/2013 Policy Statement 1: Maintain the Ford Amphitheater as the primary summer- time performing arts facility in the Town of Vail. Policy Statement 2: Support Art in Public Places in their efforts to continue public art programs (i.e. interactive events, projects, installations, educational activities, etc.) within the Creek Corridor of the Lower Commons Sub-Area (and other areas of the Park as may be deemed appropriate). Policy Statement 3: Support the educational programs provided by the Nature Center and the Betty Ford Alpine Garden. Objective 2.4: Support Betty Ford Alpine Garden's efforts to grow and expand educational opportunities through the construction of a botanical gardens education center within the Park. Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 8 7/16/2013 Goal #3: Reduce vehicular intrusions into the interior of the Park and minimize to the greatest extent feasible the impact of vehicular activity on users of the Park, particularly on the passive use areas of the Lower Bench and along pedestrian wal kways. Objective 3.1: Reduce the frequency of vehicular trips into the Lower Bench (the Lower Commons, Gardens, Amphitheater and the Gore Creek Preservation Sub-Areas) of the Park. Policy Statement 1: Prior to approving any new facility or use or the expansion of any existing facility or use in the Lower Bench it shall be demonstrated that the proposal will not result in an appreciable or unnecessary increase of vehicular activity in the Lower Bench area of the Park. Policy Statement 2: Uses in the Lower Bench shall operate in a manner that limits vehicular traffic to the greatest extent possible. Vehicular access to the Lower Bench of the Park should be limited to: maintenance; delivery of goods or materials too large or too heavy to be carried by non-motorized means; access for people with limited mobility; special transportation; and emergency services. Policy Statement 3: Require all delivery vehicles to utilize East Betty Ford Way to enter and exit the Lower Bench. Due to difficulties in maneuvering, large (semi's) trucks shall access the Lower Bench via East Betty Ford Way and may exit via West Betty Ford Way. Action Step 3.1.1: Establish a system for managing truck movements proximate to the Amphitheater loading dock and for coordinating truck use of East Betty Ford Way. Objective 3.2: Reduce the presence of passenger vehicles in all areas of the Park, with the exception of the Parking/Transit Sub-Area, and minimize conflicts between service/delivery vehicles and park users throughout the Park. Policy Statement 1: Passenger vehicle access to the Alpine Gardens, the Amphitheater or other uses in the Lower Bench shall not be permitted other than those used to provide access for people with limited mobility or to deliver goods or materials too heavy to be carried by non-motorized means. Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 9 7/16/2013 Action Step 3.2.1: Coordinate delivery schedules to reduce the frequency of delivery and service vehicles into the Lower Bench during peak use time periods. Action Step 3.2.2: Encourage stakeholders to utilize on-site storage facilities to reduce and control the frequency of delivery and service vehicles into the park. Action Step 3.2.3: Improve traffic gate operations and restrictions on both the east and west ends of Betty Ford Way to eliminate unnecessary and unauthorized vehicular intrusions into the Park. Consider closing the western access point of Betty Ford Way. Objective 3.3: Concentrate vehicular activity within the Parking/Transit Sub-Areas by improving vehicular access from the South Frontage Road and improving parking lot design to maximize the number of parking spaces, aesthetics, and safety while mitigating environmental impacts. Policy Statement 1: All stakeholders are required to adhere to the Parking and Transit Management Plan. Policy Statement 2: A "no-net loss" of the +/-200 parking spaces within the Parking/Transit Sub-Area and the +/-65 spaces at the Soccer Field Sub-area shall be maintained. Any net loss of parking spaces shall be off-set by a demonstrated improvement or enhancement of public transit use or alternate means of transportation to the Park. Policy Statement 3: Provide parking for Park users within the Parking/Transit Sub-Area and facilitate the use of the Vail Village Parking Structure to satisfy peak parking demands of the Park. Action Step 3.4.1: Town Staff, with coordination from Park stakeholders shall prepare a Parking and Transit Management Plan, to include, but not be limited to the use and access of parking lots, fee structures, transit operations, etc. Action Step 3.4.2: Evaluate the feasibility of expanding the In-Town bus route beyond Golden Peak to provide service along Vail Valley Drive. Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 10 7/16/2013 Action Step 3.4.3: Implement an improved wayfinding sign program directing pedestrians from the Village Parking Structure and Slifer Square in Vail Village. Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 11 7/16/2013 Goal #4: Ensure compatible relationships are maintained between all venues and all uses within Ford Park Objective 4.1: Coordinate with leaseholders on their scheduling of events in order to prevent overlapping or simultaneous events that exceed the availability of community parking or other park infrastructure. Policy Statement 1: The Town of Vail through its designee shall coordinate an overall schedule for events and uses at all Ford Park venues. Policy Statement 2: No one event or type of use will be allowed to dominate the usage of the Park. Policy Statement 3: The Park is a Town of Vail community facility and in the case of conflicting uses, functions that best serve the interests of the community will have the highest priority. In all cases, final decisions regarding the use of the Park shall rest with the Town of Vail. Policy Statement 4: The day-to-day management and coordination of activities in the Park will be assigned to the Town of Vail. The Town of Vail, through its designee, will coordinate as necessary with a representative of the Vail Valley Foundation, the Betty Ford Alpine Garden and the Vail Recreation District. Action Step 4.1.1: Expand the master schedule kept by the Town Clerk to include all venues within the park. Action Step 4.1.2: Hold preseason event/activity coordination meetings with all affected stakeholders. Action Step 4.1.3: Hold semiannual (2x per year) coordination and input meetings with the Town of Vail, leaseholder representatives, and neighborhood and adjacent property owner representatives. Objective 4.2: Maintain and where necessary improve existing berms and landscape buffers between facilities and uses Policy Statement 1: The adequacy of berms and landscape buffers between different facilities and uses shall be considered when evaluating proposed Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 12 7/16/2013 changes to the Park. The type and extent of buffers to be provided shall be determined based on the nature of the use and site design of the proposed facilities or uses, and the design parameters outlined in the Ford Park Sub-Areas and the Illustrative Plan. Action Step 4.2.2: Enhance existing buffers throughout the Park with the addition of landscape planting and berming. Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 13 7/16/2013 Goal #5: Provide a safe, enjoyable and efficient pedestrian circulation system both within Ford Park and between Ford Park and Vail Village. Objective 5.1: Provide clear and effective directional and informational signs to and within Ford Park. Action Step 5.1.1: Develop a comprehensive sign plan to direct Ford Park visitors from central sites in ail Village and from each level of the Village Parking Structure to destinations within Ford Park. Objective 5.2: Improve pedestrian routes to Ford Park. Policy Statement 1: The five existing pedestrian access points to the Park from Vail Village and Golden Peak should be maintained and be managed to maximize their effectiveness in providing access to the Park. Action Step 5.2.1: Implement improvements to the Gore Creek Trail that will improve safety, correct grading, surfacing, and lighting. Action Step 5.2.2: Provide rest/sitting areas along pedestrian routes to the Park. Action Step 5.2.3: Establish gateways or portals (signage, monuments, landscape elements, etc.) at the main entries to the Park (Frontage Road, Gore Creek Trail, Manor Vail, Slifer Plaza, Vail Valley Drive, Parking/Transit area). Objective 5.3: Improve internal pedestrian circulation within Ford Park. Policy Statement 1: New developments or other improvements in the Park shall not diminish the quality of the pedestrian circulation system and when appropriate shall include provisions to improve pedestrian circulation. Objective 5.4: Encourage leaseholders in Ford Park, through their marketing efforts, to promote walking or riding the bus as an alternative to driving to the Park.. Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 14 7/16/2013 Goal #6: Delineate financial responsibilities among Ford Park leaseholders and the Town of Vail for both on-going maintenance/operation and capital improvements. Objective 6.1: Formalize cost sharing arrangements with lease-holders for costs associated with the Park's management and operation costs. Policy Statement 1: All Ford Park leaseholders shall participate in cost sharing with the Town of Vail for common operating costs at a level proportionate to the leaseholders benefit from or relationship to said operation or management cost. (or as may be outlined in current lease or license agreement). Management and operations cost may include but are not limited to, electrical for pedestrian path and parking lot lighting, trash removal, and parking lot and pedestrian path maintenance costs. Action Step 6.1.1: Research current lease, license and use agreements to determine existing financial responsibilities of each lease holder. Action Step 6.1.2: As may be necessary, modify existing leases to correct any inequities in utility billing procedures and distribution systems, current utility use, and cost sharing relationships. Objective 6.2: Create a cost-sharing agreement for Capital Improvement costs. Policy Statement 1: Ford Park leaseholders desiring to make capital improvements within their respective lease areas shall be required to provide funding for those improvements and for any modifications outside of the lease area necessitate by such improvements. Policy Statement 2: Services, functions, and programs provided by Ford Park leaseholders, bring visitors to the community who generate sales tax revenues which in turn contribute to the General Fund. Residents of the community which participate in those programs contribute to the Real Estate Transfer Tax through real estate transactions. Both of these funding sources can be utilized by the Town of Vail to pay for capital projects and improvements within Ford Park, reducing the need for contributions from the leaseholders. Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 15 7/16/2013 Action Step 6.2.1: Create and maintain a five year capital improvements program for Ford Park. Action Step 6.2.2: Establish the benefit/cost relationship for capital projects to determine appropriate cost sharing agreements. Draft#3/July 16 WS 2013 Gerald R. Ford Park Master Plan Page 16 7/16/2013 T�1�U� �f 4�AI�� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 16, 2013 ITEM/TOPIC: First reading of Ordinance No. 10, Series of 2013, An Ordinance making supplemental appropriations to the Town of Vail General Fund, Capital Projects Fund, Real Estate Transfer Tax Fund and Heavy Equipment Fund of the 2013 Budget for the Town of Vail, Colorado; and authorizing the expenditures of said appropriations as set forth herein; and setting forth details in regard thereto. PRESENTER(S): Kathleen Halloran ACTION REQUESTED OF COUNCIL: Approve or approve with amendments the first reading of Ordinance No. 10, Series 2013 BACKGROUND: Please see attached memo STAFF RECOMMENDATION: Approve or approve with amendments the first reading of Ordinance No. 10, Series 2013 ATTACHMENTS: 2nd Supp 7/16/2013 ro�u� �FVa�i TO: Vail Town Council FROM: Finance Department DATE: July 10, 2013 SUBJECT: 2013 Supplemental Appropriation I. SUMMARY Staff is requesting approval of Ordinance 10 upon first reading, the second budget supplemental appropriation this year. The following information is provided for your review: • Summary of Revenue, Expenditures, and Changes in Fund Balances —2013 Original Budget, Amended Budget and Proposed Amended • Ordinance No.10, Series 2013 II. DISCUSSION Included in this supplemental discussion are two requests for funding outside of the town's normal budget cycle, or"off-cycle contributions" from Living Well and the Vail Symposium. The purpose of this mid-year review is to provide an opportunity for organizations that have newly identified projects or unforeseen changes to their budgets to come forward all at the same time and for Council to provide consistent criteria and evaluations. Staff recommendations for these requests are attached on page 4. General Fund Revenue will be adjusted by a total increase of$373,450 mainly due to an increase in Sales Tax projections of $822,000 (with $509,000 (62%) to the General Fund and $313,000 to the Capital Projects Fund) offset by a decrease in projected County Road & Bridge tax of $140,000. Revenue projections for the rental of the Grand View Room are decreasing by$55,000 to reflect a higher rate of in-kind use rather than pay-for-use. $59,450 of increased revenue relate directly to reimbursement of corresponding expenditures: • $33,400 for DUI enforcement service funded mainly by a state grant plus some reimbursement from the Youth Coalition • $20,000 state funding of emergency management training, specifically the All Hazards Incident Management state workshop • $4,000 for Blue Card training for external fire agencies (Vail Fire hosts training and is reimbursed for our employee's time) • $2,050 donations to the Library to be used for book purchases 7/16/2013 Staff is also requesting to supplement 2013 expenditures by a total of $359,450 ($59,450 of which is offset by reimbursements above). Other requests include the following: • $150,000 estimated overtime needed for the remainder of the year in the Fire department due to staffing shortage caused by six employees on long term injury leave earlier in the year, plus another two employees that will be on long term injury leave later this year. Minimal staffing levels then create additional overtime to backfill these positions. • $100,000 estimated legal fees relating to active lawsuits such as Sunburst ($29K), Arthrex/Gateway ($25.6K) and other litigation ($17.5K) spent through May. • $50,000 estimated overtime needed for the remainder of the year in the Bus/Transit department due to a staffing shortage near the end of the ski season (Jan-April) plus the extended weekend of ski season. Pending the outcome of the Information Booth contract bid, adjustment to the current budget will be included in the second reading of this ordinance if necessary. The above adjustments to the General Fund 2013 budget result in an estimated fund balance of $14.3 million by the end of 2013, or 46% of annual revenues. Capital Proiects Fund Revenue will be adjusted by a total increase of $362,099 with $313,000 from increased Sales Tax projections and $49,099 which directly relates to reimbursements of corresponding expenditures: • $29,309 of reimbursement from the Northwest Colorado Council of Governments (NWCCOG) toward an Emergency Operations Center in the West Vail Fire Station. These dollars were spent on audio visual, phone and other computer equipment at the station. • $19,790 of reimbursement from the Vail Recreation District for the town's networking of their offices. Increases to expenditures include $25,770 in design fees for the potential move of the town's computer room to underneath the police department (the location previously selected during planning of a municipal redevelopment). The design costs also include a potential move of IT staff to the existing computer room and finance offices. Construction costs may be requested during the 2014 budget process. Staff is also requesting $50,000 to complete the Finance and Timekeeping systems project, as presented to Council on July 2nd All of the above adjustments will result in an estimated fund balance of $10.1 million by the end of 2013. Real Estate Transfer Tax (RETT) Fund Budgeted revenues will decrease by$800,000 to reflect year-to-date collections, down 30% from prior year as of the end of June. The revised annual budget would total approximately $3.9 million. Staff is requesting to supplement 2013 expenditures by a total of $1,890,440. This does not include additional funds needed for the Ford Park upper bench redevelopment. This supplemental request will be amended for second reading pending outcome of Council's discussion on this project. 7/16/2(T�I� Requested expenditures include $30,440 increase to the Winterfest budget corresponding to donations received in 2012. This allows this AIPP event to carry over from year to year. Another$50,000 is requested for the Ford Park Masterplan process ($37K spent year-to-date). $600,000 is included for the golf course driving range net improvements presented to Council in 2012. This amount is an estimate based on 2012 cost information; updated budget costs will be included in the second reading. $1,210,000 is included for the Vail Valley Foundation's portion of Phase I construction and Phase II design work to complete the Ford Park Amphitheater redevelopment. The proposed budget adjustments will result in an estimated fund balance of $9.4 million by the end of 2013. Heavv Equipment Fund Staff is requesting $105,000 for the replacement of three fleet cars which will be no longer provided by the Volvo sponsorship. The town currently operates with six Volvos through the sponsorship, and three of these will be replaced internally with out-going Police Volvos. The three recommended for replacement are the Police Chief, Fire Chief and Town Manager vehicles. 7/16/2031� 2013 Off-Cvcle Contributions A. Living Well BACKGROUND INFORMATION: Living well is requesting $15,000 of cash funding for a new "Community Day" event to be held on Sunday, September 22nd of this year. The event adds on a 3rd day to the September Summit event, and will include various activities for both children and adults hosted by a professional athlete. STAFF RECOMMENDATION: Staff does not recommend additional funding for this event because it was already awarded $25,000 by Town Council through the Commission on Special Events. 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(0 N 7 ?i 7 (0 OJ � O � N � � (0 � C � � L U N -O a � -° a O � � � (0 � L (O � tp N N V O � � N O V � C y c °' o °" a°'i o a m o � � ` � °�' � - � � � p � c � � a °i" 3 � N � N � °' °- N � � > -o � � � � � c m � �n �n c o c � � L 'vi v_ � Q 2 a� � _ � U ? � a� Q a � °�.' � � L °- � N o m c o c� o x � j � Q � a _ � a� � � E � � L a a� r� � c� � o o_ m 'm c � o � � " a oi oi'� p a Y c� � > �o � L c � � > m � � � � � o� o >. `o a a o�c � N U � � � � m � � O O N L L N y, N 3 y � Q L� � � � > N C t� C (0 E N � O � o_ O C � � � N � � � a � � � � T � 3 � a j N � � N � a � U N L N O (0 i� � -O Q N �(L (� C t� (0 � � O C ._ E N c E � °� y E � y � a L .. o� o y °- U o N c c m y Q' � E � w E � o � � a, o � � o � L c o o_ m y a, a� 't � (0 U CJ (0 � (0 p C O � (`p Q � � � � O] `p N � T r y O o_ � Gl � m � � a �� 3 a� L >. � E r°n -o � ° c� ° ',r�-. a o � °o_ �a °- �� c p� N ° � _ � � °' a� a� c � . � � m � c � `o_'c m m 3 m x � r � c ° � c � m m � oL Q °' `o,� m N � �� o � � �n .N Y � o � c - o CJ oi" � oi c c � � m > � � .�.m. � � `� � iri c � a o_o � � a `n O W o > � o aci � � m � o_� y � a o_ j� � c � c � �`� p�� -° `� v � � m � Z N o c a C7 � � .. 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WHEREAS, contingencies have arisen during the fiscal year 2013 which could not have been reasonably foreseen or anticipated by the Town Council at the time it enacted Ordinance No. 16, Series of 2012, adopting the 2013 Budget and Financial Plan for the Town of Vail, Colorado; and, WHEREAS, the Town Manager has certified to the Town Council that sufficient funds are available to discharge the appropriations referred to herein, not otherwise reflected in the Budget, in accordance with Section 9.10(a) of the Charter of the Town of Vail; and, WHEREAS, in order to accomplish the foregoing, the Town Council finds that it should make certain budget adjustments as set forth herein. NOW, THEREFORE, BE IT ORDAINED, BY THE TOWN COUNCIL OF THE TOWN OF VAIL, COLORADO that: 1. Pursuant to Section 9.10(a) of the Charter of the Town of Vail, Colorado, the Town Council hereby makes the following budget adjustments for the 2013 Budget and Financial Plan for the Town of Vail, Colorado, and authorizes the following budget adjustments: General Fund $ 359,450 Capital Projects Fund 124,869 Real Estate Transfer Tax Fund 1,890,440 Heavy Equipment Fund 105,000 Total $ 2,479,759 2. If any part, section, subsection, sentence, clause or phrase of this ordinance is for any reason held to be invalid, such decision shall not affect the validity of the remaining portions of this ordinance; and the Town Council hereby declares it would have passed this ordinance, and each part, section, subsection, sentence, clause or phrase thereof, regardless of the fact that any one or more parts, sections, subsections, sentences, clauses or phrases be declared invalid. 3. The Town Council hereby finds, determines, and declares that this ordinance is Ordinance No. 10,Series of 2013 7/16/2013 necessary and proper for the health, safety, and welfare of the Town of Vail and the inhabitants thereof. 4. The repeal or the repeal and reenactment of any provision of the Municipal Code of the Town of Vail as provided in this ordinance shall not affect any right which has accrued, any duty imposed, any violation that occurred prior to the effective date hereof, any prosecution commenced, nor any other action or proceedings as commenced under or by virtue of the provision repealed or repealed and reenacted. The repeal of any provision hereby shall not revive any provision or any ordinance previously repealed or superseded unless expressly stated herein. 5. All bylaws, orders, resolutions, and ordinances, or parts thereof, inconsistent herewith are repealed to the extent only of such inconsistency. This repealer shall not be construed to revise any bylaw, order, resolution, or ordinance, or part thereof, theretofore repealed. INTRODUCED, READ, APPROVED, AND ORDERED PUBLISHED ONCE IN FULL ON FIRST READING this 16th day of July, 2013, and a public hearing shall be held on this Ordinance on the 6th day of August, 2013, at the regular meeting of the Town Council of the Town of Vail, Colorado, in the Municipal Building of the town. Andrew P. Daly, Mayor ATTEST: Lorelei Donaldson, Town Clerk Ordinance No. 10,Series of 2013 7/16/2013 T�1�U� �f 4�AI�� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 16, 2013 ITEM/TOPIC: Second reading of Ordinance No. 9, Series of 2013, An Ordinance Extending the Temporary Ban on Marijuana Establishments in the Town, Pursuant to the Newly Enacted Section 16 of Article XVIII of Colorado Constitution (Amendment 64). PRESENTER(S): Matt Mire ACTION REQUESTED OF COUNCIL: Approve, approve with modifications or deny Ordinance No. 9, Series 2013, upon second reading. BACKGROUND: Colorado voters recently passed Amendment 64, which amended Article XVIII of the Colorado Constitution by the addition of a new section regarding the personal use and regulation of marijuana. Pursuant to Article XVIII, § 16(5)(f) of the Colorado Constitution, the Town may "prohibit the operation of marijuana cultivation facilities, marijuana product manufacturing facilities, marijuana testing facilities, or retail marijuana stores through the enactment of an ordinance".The Town Council (the "Council") requested that Town staff study the effects of such marijuana establishments, considering the Town's existing land use regulations and master plan, and thereafter provide information to the Council as to whether such uses should be permitted at any location in the Town. Though the Colorado Legislature has adopted a statutory framework to implement Amendment 64, the State of Colorado has not yet adopted regulations pursuant to the recently adopted statutes. The Council had adopted a temporary ban until August 6, 2013. Town staff needs additional time to gather information, to review the state statutes and forthcoming regulations, and to study the impacts of marijuana establishments and the zone districts in which they should be permitted, if at all. During such time, the Council wishes to extend the temporary ban on the location or operation of marijuana establishments in the Town until January 21, 2014. STAFF RECOMMENDATION: Approve, approve with modifications or deny Ordinance No. 9, Series 2013, upon second reading. ATTACHMENTS: Ordinance No. 9, Series of 2013 7/16/2013 ORDINANCE NO. 9 SERIES 2013 AN ORDINANCE EXTENDING THE TEMPORARY BAN ON MARIJUANA ESTABLISHMENTS IN THE TOWN, PURSUANT TO THE NEWLY ENACTED SECTION 16 OF ARTICLE XVIII OF THE COLORADO CONSTITUTION (AMENDMENT 64) WHEREAS, the Town of Vail, in the County of Eagle and State of Colorado (the "Town"), is a home rule municipal corporation duly organized and existing under the laws of the State of Colorado and the Vail Town Charter; WHEREAS, the members of the Town Council of the Town (the "Council") have been duly elected and qualified; WHEREAS, Colorado voters recently passed Amendment 64, which amended Article XVIII of the Colorado Constitution by the addition of a new section regarding the personal use and regulation of marijuana; WHEREAS, pursuant to Article XVIII, § 16(5)(f) of the Colorado Constitution, the Town may "prohibit the operation of marijuana cultivation facilities, marijuana product manufacturing facilities, marijuana testing facilities, or retail marijuana stores through the enactment of an ordinance"; WHEREAS, it is the desire of the Council that Town staff study the effects of such marijuana establishments, considering the Town's existing land use regulations and master plan, and thereafter provide information to the Council as to whether such uses should be permitted at any location in the Town; WHEREAS, though the Colorado Legislature has adopted a statutory framework to implement Amendment 64, the State of Colorado has not yet adopted regulations pursuant to the recently adopted statutes; WHEREAS, previously, the Town Council had adopted a temporary ban until August 6, 2013; WHEREAS, Town staff needs additional time to gather information, to review the state statutes and forthcoming regulations, and to study the impacts of marijuana establishments and the zone districts in which they should be permitted, if at all; and WHEREAS, during such time, the Council finds and determines that it is the best interest of the public health, safety and welfare for the Town to extend the temporary ban on the location or operation of marijuana establishments in the Town until January 21, 2014. Ordinance No. 9, Series of 2013 7/16/2013 NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF VAIL, COLORADO, THAT: Section 1. It is unlawful for any person to operate, cause to be operated, or permit to be operated in the Town a marijuana establishment, and marijuana establishments are hereby prohibited at any location in the Town. The Town shall not accept or process any applications for the operation of marijuana establishments in the Town. Section 2. For purposes of this ordinance, the following terms shall have the following meanings: a. "Marijuana" means all parts of the plant of the genus cannabis whether growing or not, the seeds thereof, the resin extracted from any part of the plant, and every compound, manufacture, salt, derivative, mixture, or preparation of the plant, its seeds, or its resin, including marijuana concentrate, but excluding industrial hemp, fiber produced from the stalks, oil, or cake made from the seeds of the plant, sterilized seed of the plant which is incapable of germination, or the weight of any other ingredient combined with marijuana to prepare topical or oral administrations, food, drink, or other product. b. "Marijuana establishment" means and includes a marijuana cultivation facility, a marijuana testing facility, a marijuana product manufacturing facility, a retail marijuana store and a marijuana club. c. "Marijuana cultivation facility" means a facility licensed to cultivate, prepare, and package marijuana and sell marijuana to retail marijuana stores, to marijuana product manufacturing facilities, and to other marijuana cultivation facilities, but not to consumers. d. "Marijuana testing facility" means a facility licensed to analyze and certify the safety and potency of marijuana. e. "Marijuana product manufacturing facility" means a facility licensed to purchase marijuana; manufacture, prepare and package marijuana products; and sell marijuana and marijuana products to other marijuana product manufacturing facilities and to retail marijuana stores, but not to consumers. f. "Retail marijuana store" means a facility licensed to purchase marijuana from marijuana cultivation facilities or marijuana and marijuana products from marijuana product manufacturing facilities, or to sell marijuana or marijuana products to consumers. g. "Marijuana club" means a place not used for residential purposes where individuals gather to consume or grow marijuana, regardless of whether such place calls itself private or public or charges an admission or membership fee. Ordinance No. 9, Series of 2013 7/16/2013 Section 3. This ordinance is intended to be temporary in nature, and as such, this ordinance shall be in effect from its effective date until January 21, 2014 unless earlier repealed. Section 4. If any part, section, subsection, sentence, clause or phrase of this ordinance is for any reason held to be invalid, such decision shall not effect the validity of the remaining portions of this ordinance; and the Council hereby declares it would have passed this ordinance, and each part, section, subsection, sentence, clause or phrase thereof, regardless of the fact that any one or more parts, sections, subsections, sentences, clauses or phrases be declared invalid. Section 5. The Council hereby finds, determines and declares that this ordinance is necessary and proper for the health, safety and welfare of the Town and the inhabitants thereof. Section 6. All bylaws, orders, resolutions and ordinances, or parts thereof, inconsistent herewith are repealed to the extent only of such inconsistency. This repealer shall not be construed to revise any bylaw, order, resolution or ordinance, or part thereof, theretofore repealed. INTRODUCED, READ ON FIRST READING, APPROVED, AND ORDERED PUBLISHED ONCE IN FULL ON FIRST READING this 2nd day of July, 2013 and a public hearing for second reading of this Ordinance set for the 16t" day of July, 2013, in the Council Chambers of the Vail Municipal Building, Vail, Colorado. Andrew P. Daly, Mayor ATTEST: Tammy Nagel, Acting Town Clerk READ AND APPROVED ON SECOND READING AND ORDERED PUBLISHED this 16t" day of July, 2013. Andrew P. Daly, Mayor ATTEST: Tammy Nagel, Acting Town Clerk Ordinance No. 9, Series of 2013 7/16/2013 T�1�U� �f 4�AI�� VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: July 16, 2013 ITEM/TOPIC: Adjournment (9:15 p.m.) 7/16/2013 Meryl Jacobs � From: Pam Brandmeyer i Sent: Tuesday,August 13, 2013 3:44 PM ; To: Matt Mire; George Ruther � Cc: Meryl Jacobs Subject: FW: Legal Marijuana Establishments in Eagle County Collective Council e-mail. . . __ _._ _ _ ._____ ___ _ _ __ From: Buddy& Bonnie Sims fmailto:tlsims@centurvlink.net] Sent:Tuesday, August 13, 2013 2:02 PM To: Montag Keith Cc: Sharee Wettstein; Eagle County Commissioners; Bryan Treu,; Narracci Bob Subject: Legal Marijuana Establishments in Eagle County Eagle County Manager BoCC Agenda Suggestions Keith, Back a hundred years ago the Eagle County voters were asked at an election if we approved "medical marijuana" so that the BoCC had an updated pulse on the issue. It passed and so did the Nov 2012 State Amendment 64 by a large margin. Now based on newspaper articles, sounds like the Eagle County BoCC is planning to approve legal marijuana on or before 1 Oct 2013 and County Planning is trying to meet the deadline without any public input or a updated County vote on legal marijuana. I won't go into my feelings on "pot" but suggest two options for your consideration: 1) Schedule an item at a BoCC meeting to get some public input before your final decision on the new required County Resolution. And not like at the BoCC past "medical marijuana" public hearings, can we limit the speakers to just Eagle County residents? If that is not ok by Byran, then at least ask them for their addresses and names. Previously many of the speakers were from Aspen, Summit County, and out of the local area. I know Sarah will remember the man in the wheel chair with the huge plastic bag of pills and lots of folks in the room (including me) supported him for medical marijuana. He did open up a medical marijuana center in Edwards, but his corporation caused Fritz Schmidt, Landlord, to lose thousands of dollars in rent, damages, legal fees, and Fritz had to also replace the A/C unit and ducts in the building due to the odor. Call Fritz at 970-904-3777 if need more details on just one example of landlord problems with "medical marijuana" in Eagle County. Remember Fritz was also at the BoCC meeting and told us what a great renter and endorsed "medical marijuana" in public. Most importantly, last week was the special on CNN by Dr. Sanjay Gupta, http1/www.youtube.com/watch?v=c-bYi-LkDTo This 43 minute special titled "WEED" is suggested viewing before any County vote. Marijuana "medicine" is already here, but legal marijuana just doesn't look right for our County at this time. i i � 2)Why get in a hurry to set up legal marijuana? How about let's try a "Moratorium" vote thru the summer of 2014 and see what the Federal Government is planning for Colorado and Washington States? It is obvious the outcome— DOJ/DEA will either close marijuana and Amendment 64 down in Colorado and Washington States or will allow legal "pot" to go nation-wide and we can watch our society be "dumbed" down just like in the CNN Special. Thank you for considering my suggestions, Buddy Sims Edwards z Meryl Jacobs From: Pam Brandmeyer Sent: Wednesday,August 14, 2013 422 PM To: Matt Mire;George Ruther Cc: Meryl Jacobs Subject: FW:Abuse of County Taxpayer Funds on State Legal Marijuana Planning Collective Council e-mail. . . _.___ _ ___ __ _---___ _______,_______. _ _____.____-________.___ � From: Buddy&Bonnie Sims [mailto:tlsimsCa�centurylink.netl Sent: Friday, August 09, 2013 6:19 PM To: Narracci Bob Cc: Hammon Pat; Bryan Treu,; Hoy Joe; Dyet Brian; Gorman Tom; Walsh John; Suthers John; Ray Merry; Merrill Kevin; Eagle County Commissioners; Sharee Wettstein; Council Dist List; avoncouncilwebCa�avon.org;, Dwight Henninger; Ticer Bob; Lamb Brad; Short Carolyn; Stecher Michelle; Duran Richard Subject: Abuse of County Taxpayer Funds on State Legal Marijuana Planning Director Eagle County Planning, Bob, Marijuana — medical and the new legal state approved marijuana are both illegal at the Federal Level. I am concerned about the time and taxpayer money being spent now on the updates of your County Medical Marijuana "License Applications" all the way thru "Lawful Presence Affidavits" that will have to be updated to bring on-line Legal Marijuana Establishments in un-incorporated Eagle County. I believe your suspense is Oct 1, 2013 to Commissioners. I would estimate thousands of County taxpayers dollars to staff, re-type, and produce these 9 Planning documents plus the 5 buffer maps that have to be re-evaluated and re-drawn (also your 200 ft Buffer Distance Regulation is a violation of Federal and State Law). Therefore, I consider it fraud, waste, and abuse of taxpayers funds and would ask for a ruling by either State Government and/or our County Attorney at a BoCC public meeting on this matter to present a level playing field for taxpayers. Many residents do not approve of inedical or legal marijuana in Colorado, now or ever! Under your on-line Planning County Overview, it states "Pursuant to state statute, Eagle County is required to develop and implement a medical marijuana business licensing program no later than July 1, 2012." This is very misleading and was only true after our County Marijuana Resolution was passed on Jun 19, 2012. Therefore, again taxpayer funds were spent on Planning Documents before approval by County Commissioners. How can you spend this amount of County taxpayer funds and time on the implementation of setting up "Legal Marijuana Establishments" planning documents without a vote or resolution approved by the Eagle County Commissioners. Your County Planning process has now entered a new world of supporting the "sale and distribution of illegal marijuana" at the Federal Level. This is not "medicine" anymore but recreational marijuana. i � � ' I respectfully ask for a County and/or State Legal Ruling on if taxpayer's money can be spent on the County Marijuana Administrative Planning Process that is illegal at the Federal Level and prior to BoCC resolution approval. My goal is to convince 2 of the 3 County Commissioners to ban Legal Marijuana Establishments in Eagle County after Jan 1, 2014. Who is going to reimburse County Planning for the lost and useless employee time spent on updating these worthless documents? Thank you, Buddy Sims Edwards z Joe, I look forward to your Sheriff's experts to finally, in public, tell the BoCC what the heck is going on in this County and "maybe" point the "blame" for it directly at the BoCC and Bryan Treu! I surely do! I am still waiting for anyone in the Eagle County Government including Health and Human Services to tell me one positive attribute of RMEs or recreational marijuana, exceptions being illegal County tax and license monies. If our BoCC think RMEs are so great for Eagle County, then I suggest all three (not just one) or our County Attorney write some fact filled justification Letters to the Editor so we all can really understand. Thank you for you response, Buddy Sims From: Joseph Hoy Sent: Wednesday, August 21, 2013 11:21 AM To: Buddy&Bonnie Sims Cc: Montag Keith ; Bryan Treu, Subject: Re: Retail Marijuana Establishments(RMEs) in Eagle County Buddy, While the Metro Task Force is a top notch organization you need to know that we have an excellent drug investigation task force here in the Sheriffs Office that work very well with the front range boys on a regular basis, and have the same stats and trends as they do. There is no need to go to the front range for expert observation. I believe that the BoCC would be more interested in hearing the observations and view from ' local law enforcement professionals that work our streets 24/7. My guys � are in the trenches just as much as the north metro folks. � Joe � On Wed, Aug 21, 2013 at 8:54 AM, Buddy& Bonnie Sims<tlsims@centurvlink.net>wrote: Brain & Keith, I can find only 2 entries in the BoCC minutes in 2013 that refers to (1) Legal marijuana businesses and that was behind closed doors and recorded and (2) County Employee marijuana ban. I � Sounds like under current state laws, BoCC needs to approve or disapprove legal marijuana before 1 Oct 2013 since you allow medical marijuana? Any idea when the public comment matched to your new County Marijuana Resolution and Zoning will be on the agenda? 2 I � Looks like the pro lobby group for these RMEs is not large this time?TBD?Only two showed up at the Avon Town Council meeting, 1 from Frisco and 1 from Denver/Eagle-Vail. � However, it appears the group against RMEs in Eagle County is growing with 7 at the Avon meeting (ast Tuesday. Council voted a "Moratorium" until Sep 2014, but adding a First Reading to "Ban" on 27 Aug. Sure sounds like Mayor Carroll definitely does not agree with County policy on medical or legal marijuana! � Remember the guy in the wheel chair for medical marijuana during the last public comments, he was evicted � from the Edwards Shopping Center,trashed the place, and cost Fritz thousands of dollars in repairs—new A/C and ducts for building, new walls in space, etc. Probably the best opposition this time will be coming from our local law enforcement—hopefully even your Sheriff. Last time they could not talk because of the "ballot issue"? We'll see this time? If local law enforcement doesn't show up and speak up, the County deserves what it will get,the new "Vail Capital of Marijuana west of Denver". I'm inviting my friends from the North Metro Drug Task Force and DEA to speak. They have a very interesting perspective the Commissioners need to hear! Thank you, Buddy 3 � � � � � :� � Meryl Jacobs � � � From: Pam Brandmeyer � Sent: Wednesday,August 21, 2013 2:23 PM r � To: Matt Mire; George Ruther ° Cc: Meryl Jacobs � Subject: FW: Retail Marijuana Establishments (RMEs) in Eagle County � � { � � ; � 9 � ___ �____ .. __,._._..._ --- . �.___ ____ _�..___.�_ __ _._ ._ _ _ _-----____. ______.___�_��_____�.__.__________._ � From: Buddy&Bonnie Sims [mailto:tlsims@centurylink.net] � Sent: Wednesday, August 21, 2013 1:56 PM � To: Joseph Hoy ! Cc: Montag Keith; Bryan Treu,; McWilliams Mike � Subject: Re: Retail Marijuana Establishments (RMEs) in Eagle County � t � Joe, i � We did not hear from your Sheriff's experts, in public on Medical Marijuana (MMJ) several years ago, � so are they now going to show up this time before 1 Oct 2103 at the BoCC? Last hearings on � Medical Marijuana BoCC heard from "pot dealers" from Denver, Summit County, Aspen, Grand � Junction, So. Beach Miami, etc. and a few locals. I was told back then at our BoCC meetings on � MMJ that everyone could speak no matter where they were lived? � � i I will invite Dr. Thurston from the Denver Health Scientific Center to inform "all" on kids brains and � impact of pot, who runs a marijuana rehab center for kids, and anyone else (DEA/DOJ/FDA) I can � find in this State or Nation that is against this poison. How about the ERYC, and their 2012 Survey on � local kids use of pot in this Valley, will anyone listen to the survey facts? Or how about Chief Ticer from Avon, will he get to speak, and tell his years of fighting this corruption and drug dealing ; community - called the medical and recreational marijuana lobby? e i � Can the three 12 years olds at a local Middle School, right now smoking medical marijuana, be � allowed to tell their stories and its impact? It is now not about medical marijuana and that scam/hoax ; on the public, but how every kid in Eagle County thinks it is "OK" to smoke pot since it is "Medicine"! Or can the WMC ER doctors like Dr. Brooks, give us the stats on drug overdoses just � last month on medical and recreational marijuana and edibles? As a past fact, no one listened to Dr. � Brooks? � f ! Or how about Judge Sullivan tell the BoCC about her drug court and the impact of marijuana and pills � as gateway drugs? This County needs to wake up, it is getting worst not better under Medical Marijuana and RMEs will surely put the nail in the coffin for many of our kids! It is hard enough to � raise kids in this affluent Valley, please don't add RMEs to the neighborhoods. 72% of the voters in Avon voted for 64, but the Town Council was wise enough to approve a 1 st Reading "Moratorium" � until Sep 1024 and now a 1 st Reading 27 Aug on "banning" is next. What they said applies to Eagle � County Government-just because large numbers voted for 64, does not mean they want 4 new � marijuana businesses in their neighborhood ski resorts. Maybe our BoCC need to spend some time � with Mayor Carroll or maybe he'll show up at your public meeting also. The proponents for 64 in � Colorado spent $2.4 million, while the opponents spent just $300,000 — 14,000 of the about 45,000 � Eagle County residents voted for 64. That is not a majority! � I 1 � I � � i Me I Jacobs - From: Pam Brandmeyer Sent: Thursday,August 22, 2013 10:14 AM To: Matt Mire; Mary Ann Best; Meryl Jacobs Subject: FW:AVON ACTION ALERT: Prevent a Ban on Retail Marijuana in Avon:What You Can Do Collective Council e-mail. . . From: Robert Takata [mailto:roberttakata35@yahoo.coml ~f rv"'LL��s`�� N _ Sent: Wednesday,August 21, 2013 6:11 PM To: Council Dist List Subject: Fw: AVON AC'fION ALERT: Prevent a Ban on Retail Marijuana in Avon: What You Can Do Hi Town Council, Please contact Shawn Hauser at Sensible, I believe it might be better to talk then to have any conflict in the future, I also believe that the Town council should talk the issue of Amendment 64 serious and make it priority number 1 before and until Oct 1 st(The State will start taking applications for permits, also in Nov. the State will vote on the taxation issue) The town of Vail with it's world class image and Colorado amendment 64 will be a very interesting issue and quite a challenge, we should bring the top experts for advise and consulting, and Vail should take the lead and set some progressive regulations, show the world the local Vail government can deal with issues on a local level, big issues like Jerry Ford, and a lot of other people who live in this Valley, what the Town can not do is ignore the facts and reality of Amendment 64, we can not also be blind and say nobody smokes cannabis in this valley...hello! how long have people been smoking in the closet?I think Amendment 64 is a very big issue for a lot of people in this valley for a lot more reasons then just smoking some cannabis,this effects a State's right to govern themselves(Gun Rights, Land Rights, Gay Rights, etc...) , this applies to local governments as well....and yes they(The People) also believe in protecting kids from drugs...but not at the expense of adults and personal freedom and rights...Amendment 64 is the law, a rare law that the people have voted on, PLEASE...do not stand on the wrong side of the Berlin wall of prohibition... Vail has a lot of smart and wise people, can we at least discuss this before it hits on Jan 1 st? There is way too much money at stake to let this one fall by the way side....not in this economy, Be Sensible! Sensible Colorado! Robert Takata -----Forwarded Message ----- From: Sensible Action <sensibleaction(c�qmail.com> To: Sent:Wednesday,August 21, 2013 10:41 AM Subject: AVON ACTION ALERT: Prevent a Ban on Retail Marijuana in Avon: What You Can Do Avon voted 72% in favor of retail marijuana, yet the council is supporting a ban until September 2014 by a 6-1 vote. Please take a few seconds to sign this etition and shaze it on social media. If you can meet or call the council members and ask them to honor the will of the voters and control marijuana responsibly, it will make a big difference! Contact information for town council members is below. The nezt hearing is AUGUST 27th,2013. The council will be taking public comment and voting again on the ordinance.We need as many supporters as possible to speak at public comment and to contact council members before the hearing. i What: Avon Town C n il M ou c eetin : Public Commen n g t a d Vote on Proposed Ban on Retail Marijuana When: Tuesday,August 27,2013 at Spm Where: Avon Town Hall, One Lake Street Avon Town Council Contact Information: Mayor Rich Carroll (970) 748-4000 rcarroll avon.or Ma or Pro Tem Kristi Ferraro (970) 748-4000 kferraro avon.or Councilor David Dantas (970) 748-4000 ddantas avon.or Councilor Chris Evans (970) 748-4000 cevans avon.or Councilor Todd Gouldin (970) 748-4000 t ouldin avon.or Councilor Amy Phill s (970) 748-4000 a hilli s avon.or Councilor Buz Re olds (970) 748-4000 bre nolds avon.or 'I`hanks, Shawn Shawn Hauser,Esq. Local Government Liaison Sensible Colorado Action http://www.sensiblecolorado.or�/ (P) 303-860-4501 (F) 303-860-4505 2 � r Meryl Jacobs From: Pam Brandmeyer Sent: Wednesday,August 21, 2013 2:35 PM To: Matt Mire;George Ruther Cc: Meryl Jacobs Subject: FW:Valley Voices or Letter to Editor for Vail Daily and Enterprise Newspapers,Vail, CO, Aug 20, 2013 From: Buddy&Bonnie Sims [mailto:tlsims@centurylink.netl � Sent:Tuesday, August 20, 2013 8:30 PM To: valleyvoices@vaildaily.com; Newsroom Vail; Don Rogers,; Ed Stoner,; Boyd Pam Cc: cml@cml.org; smamet@cml.org Subject: Valley Voices or Letter to Editor for Vail Daily and Enterprise Newspapers, Vail, CO, Aug 20, 2013 On Jan 1, 2014, some of the existing "Medical Marijuana Centers" will open as both — "Medical and Retail Marijuana Establishments (RMEs)" in Eagle County. Before Oct 1, 2013, our Commissioners (BoCC), will have an opportunity to either approve or disapprove new County Licensing and Zoning ordinances for these new RMEs. But what exactly are they approving in our neighborhoods per the new Colorado Department of Revenue Rules (1 CCR 212-2) Marijuana Enforcement Division? RME by state definition means (1) a Retail Marijuana Store, (2) a Retail Marijuana Cultivation Facility, (3) a Retail Marijuana Products Manufacturing Facility, and (4) a Retail Marijuana Testing Facility. Most of these independent businesses will be located in separate facilities per the new state laws and County zoning. So we will not only have new"RMEs" after State and County licensing but these other new businesses will also start appearing in Eagle-Vail, Edwards, Eagle, EI Jebel, Bond, and other "allowed" County or new Town approved and zoned locations. The Rocky Mountain High Intensity Drug Trafficking Area (HIDTA) Report on the "Impact of Marijuana" in Colorado, Aug 2013, states, "Colorado Driving fatalities were up, youth use up, adult use up, ER admittances up, out of state interdictions up, and USPS shipments up. See http://www.rmhidta.org for the full report. Marijuana continues as a Schedule I substance under the Federal Controlled Substance Act (ACT) and will be illegal at the Federal government level until the cows come home - State laws do not trump Federal law. Our County Zoning marijuana ordinances are therefore all illegal under Federal law no matter what our County Attorney says. These new "RMEs" by the new proposed County zoning will be prohibited from locating within 200 ft. from our schools, residences, or parks. Now that took dedicated staff work in helping out these new businesses, but what about the residents? With the new laws every foreign guest with a passport or out of state tourist with an ID will be able to buy 1/4 ounce of marijuana every day from every "RME" in Eagle County. Only the County Sheriff will have enforcement actions if they have the time and manpower. Of course the new "Open Container Marijuana State Law" may be keeping all law enforcement busy. Our County government does not have a marijuana "Inspection Division" and leaves that task up to the State Department of Revenue out of Grand Junction. The recent July, 2013 "Marijuana Audit Report for Denver City and County Government" has actually lost track of 63 of the 739 "Medical Marijuana Centers". That should be a "caution" to the residents in Eagle County. 1 � � One estimate says the State of Colorado could generate as much as $91 million a year from sales taxes on marijuana the first year, though official estimates from the legislature put the revenue at $60 million. Meanwhile, legislative analysts project it would cost less than $15 million to regulate the E industry. Those are the reported facts; however, do the residents of Eagle County really want more j "RMEs" and the additional marijuana businesses opening in our family ski resort environment? We i approved "medical marijuana" several years ago and those needing their medicine are now being ' supplied by a small controllable number of businesses. In Nov 2013, there will be a new Colorado Ballot Issue that will ask us to approve a new 30% retail and excise tax on retail marijuana — 15% on the Retail seller and 15% on the Facility grower to pay for the $15 million new Colorado Department of Revenue staff that will run this program. The first $40 million of revenue will go to school construction projects. Now isn't that a finrist— using potential illegal drug tax money to fund our schools. Soon our BoCC will vote to approve or disapprove these new marijuana businesses. I would ask residents to write e-mails, letters, faxes, public appearances at BoCC meetings to convince our Commissioners to vote to "BAN" "RMEs" in unincorporated Eagle County. Contact Commissioners at: eagleadminCc�eaqlecounty.us or Fax: 970-328-8629. I would also suggest all voters to say "NO" to the 30% tax on retail marijuana. Without the cash our State government can not support any "RMEs". No money, no new marijuana businesses. If no action by the voters in Eagle County, then expect these new marijuana facilities to be opening in your neighborhoods! Thanks, Buddy Sims Edwards z Meryl Jacobs From: Pam Brandmeyer Sent: Wednesday,August 28, 2013 8:54 AM To: Meryl Jacobs Subject: FW: Letter to Vail Resorts asking for help to Ban on Recreational Marijuana in Unincorporated Eagle County Attachments: 1 CCR 212-2.pd� Denver Audit.pdf; FINAL Legalization of MJ in Colorado The Impact (1).pdf;VailDaily Red Cliff Mayor Remarks about Ski Resorts.pdf Do your thing! From: Buddy&Bonnie Sims [mailto:tlsims@centurylink.net] Sent:Tuesday, August 27, 2013 5:07 PM To: Council Dist List; avoncouncilweb@avon.org Cc: Dwight Henninger; Ticer Bob; Patty McKenny Subject: Letter to Vail Resorts asking for help to Ban on Recreational Marijuana in Unincorporated Eagle County Council Members, I have sent you several blind copies over the last two weeks and hopefully did not bother you with my attempt to stop Recreational Marijuana in this County. I'm running out of ideas but in the next 3-4 weeks the County BoCC will be voting on this issue and I'm quite sure they have already made the decision? I say that because they are almost finished in updating 9 Medical Marijuana Planning Documents and 5 Zoning Maps required to match their "Recreational Marijuana Resolution" of approval. Below is a letter I just sent to Vail Resort which I believe is the key to getting the Commissioners to voter"NO" or"BAN". Time is short- request you, staff,your friends and neighbors that do not want these four (4) new state and county licensed marijuana businesses,then please write or call the BoCC. If no action,then we will all have to live with the outcome for ever! Buddy Sims Edwards From: Buddy&Bonnie Sims Sent:Tuesday,August 27, 2013 4:47 PM To: wmments@vailresorts.com; news@vailresorts.com; caroline@emicomedia.corn; comments@vailresorts.com Subject: Fw: Valley Voices or Letter to Editor for Vail Daily and Enterprise Newspapers,Vail, CO3 Aug 20, 2013 Rob Katz &Staff, Below is my letter to editor at Vail Daily and printed last week. i In the next 30 days the Eagle County Commissioners (BoCC)will pass Retail Marijuana Establishments as described in my letter below. Already updating Plans and Zoning Maps! On 1 Jan 2014,the Eagle—Vail Medical Marijuana shop will open also as a Retail Marijuana Store and will be selling 1/4 ounce of pot per day to all of your skiers and snowboarders after BoCC approval 1 Oct 2013. If you sit back and do nothing, you can enjoy watching all the new marijuana smokers from around the world and states,with a passport or ID, be allowed to purchase marijuana in unincorporated Eagle County. I feel this will be very bad and sad for your resort operations—increased accidents, pot odor on mountain, and users only have to drive a short distance to get it in E-V. You might want to also read the Red Cliff article, attached,that Mayor Burgess says his new pot market will be "Vail and Beavercreek Resorts"? Bottom linen-Vail, Beavercreek, and Aspen will become the "Skiers and Snowboarders First Choice for a Marijuana Vacation ". Suggest VR have a Board meeting and then send a strong letter or visit the Eagle County Commissioners very, very soon and ask them to "BAN" Recreational Marijuana in Eagle County! Thank you, Buddy Sims Edwards From: Buddy&Bonnie Sims Sent:Tuesday,August 20, 2013 8:30 PM To: valleyvoices@vaildaily.com ; Newsroom Vail ; Don Rogers, ; Ed Stoner, ; Boyd Pam Cc: cmlCa�cml.org; smamet@cml.org Subject: Valley Voices or Letter to Editor for Vail Daily and Enterprise Newspapers, Vail, CO3 Aug 20, 2013 On Jan 1, 2014, some of the existing "Medical Marijuana Centers"will open as both —"Medical and Retail Marijuana Establishments (RMEs)" in Eagle County. Before Oct 1, 2013, our Commissioners (BoCC), will have an opportunity to either approve or disapprove new County Licensing and Zoning ordinances for these new RMEs. But what exactly are they approving in our neighborhoods per the new Colorado Department of Revenue Rules (1 CCR 212-2) Marijuana Enforcement Division? RME by state definition means (1) a Retail Marijuana Store, (2) a Retail Marijuana Cultivation Facility, (3) a Retail Marijuana Products Manufacturing Facility, and (4) a Retail Marijuana Testing Facility. Most of these independent businesses will be located in separate facilities per the new state laws and County zoning. So we will not only have new "RMEs" after State and County licensing but these other new businesses will also start appearing in Eagle-Vail, Edwards, Eagle, EI Jebel, Bond, and other "allowed" County or new Town approved and zoned locations. The Rocky Mountain High Intensity Drug Trafficking Area (HIDTA) Report on the "Impact of Marijuana" in Colorado, Aug 2013, states, "Colorado Driving fatalities were up, youth use up, adult use up, ER admittances up, out of state interdictions up, and USPS shipments up. See http://www.rmhidta.orq for the full report. Marijuana continues as a Schedule I substance under the Federal Controlled Substance Act (ACT) and will be illegal at the Federal government level until the cows come home - State laws do not trump Federal law. Our County Zoning marijuana ordinances are therefore all illegal under Federal law no matter what our County Attorney says. These new 2 "RMEs" by the new proposed County zoning will be prohibited from locating within 200 ft. from our schools, residences, or parks. Now that took dedicated staff work in helping out these new businesses, but what about the residents? , With the new laws every foreign guest with a passport or out of state tourist with an ID will be able to buy 1/4 ounce of marijuana every day from every "RME" in Eagle County. Only the County Sheriff will have enforcement actions if they have the time and manpower. Of course the new"Open Container Marijuana State Law" may be keeping all law enforcement busy. Our County government does not have a marijuana "Inspection Division" and leaves that task up to the State Department of Revenue out of Grand Junction. The recent July, 2013 "Marijuana Audit Report for Denver City and County Government" has actually lost track of 63 of the 739 "Medical Marijuana Centers". That should be a "caution" to the residents in Eagle County. One estimate says the State of Colorado could generate as much as $91 million a year from sales taxes on marijuana the first year, though official estimates from the legislature put the revenue at $60 million. Meanwhile, legislative analysts project it would cost less than $15 million to regulate the industry. Those are the reported facts; however, do the residents of Eagle County really want more "RMEs" and the additional marijuana businesses opening in our family ski resort environment? We approved "medical marijuana" several years ago and those needing their medicine are now being supplied by a small controllable number of businesses. In Nov 2013, there will be a new Colorado Ballot Issue that will ask us to approve a new 30% retail and excise tax on retail marijuana — 15% on the Retail seller and 15% on the Facility grower to pay for the $15 million new Colorado Department of Revenue staff that will run this program. The first $40 million of revenue will go to school construction projects. Now isn't that a finrist— using potential illegal drug tax money to fund our schools. Soon our BoCC will vote to approve or disapprove these new marijuana businesses. I would ask residents to write e-mails, letters, faxes, public appearances at BoCC meetings to convince our Commissioners to vote to "BAN" "RMEs" in unincorporated Eagle County. Contact Commissioners at: eaqleadmin `glecountv.us or Fax: 970-328-8629. I would also suggest all voters to say "NO" to the 30% tax on retail marijuana. Without the cash our State government can not support any "RMEs". No money, no new marijuana businesses. If no action by the voters in Eagle County, then expect these new marijuana facilities to be opening in your neighborhoods! Thanks, Buddy Sims Edwards 3 ��K"� 11'==��'+•- �Print �Email ��'ont Resize LOCAL NEWS Denver reels from "devastating" audit of medical marijuana oversight By Jeremy P. Meyer The Denver Post Posted: 07/18/2013 12:47:19 PM MDT77 comments Updated: 07/19/2013 05:20:36 AM MDT Denver Auditor Dennis Gallagher in 2006.(RJ Sangosti.Denver Post filei Although Denver is perceived as a national leader in its regulation of inedical marijuana, an audit released Thursdav found serious problems with how the city licenses,tracks and manages the booming medical marijuana industry in the city. Denver has the most medical marijuana dispensaries in the state, but the city's oversight has been "ineffective" and "inefficient" and poses "substantive risks to the city," according to the report that Denver auditor Dennis Gallagher called "devastating." Lack of oversight potentially cost the city millions in lost tax revenues and put neighborhoods and citizens at risk, said one member of the audit committee. City officials didn't even know how many medical marijuana establishments operated in Denver and could not provide a map of their locations, according to the report that offered 20 recommendations for the city's Department of Excise and Licenses to improve the system. The report cited incomplete, inaccurate or inaccessible records; lack of formal processes or policies for licensing;poor coordination between the city and the state Department of Revenue; unenforced deadlines for key steps in the licensing process; and poor management and staffing. "Do you have any assurance of the safety of our children and our neighborhoods?" audit committee member Jeffrey Hart asked Denver Excise and Licenses director Tom Downey in a meeting Thursday morning. "We have phenomenal police officers,"Downey said. " I can swear on their behalf that they are doing everything to protect the citizens." Hart responded: "I was asking about your deparhnent." "Yes,we are doing everything we could do to ensure that," Downey said. "We need to do more. We have done everything we can with limited resources and are asking for more resources." Downey said his department was reeling, as was the rest of the city, from budget cuts because of revenue shortfalls and increasing expenses. Between 2008 and 2012 the city cut hundreds of millions of dollars from its general fund before voters in November allowed the city to retain excess property tax revenue. Late last year,the city created a Career Service Authority position for the department and hired Larry Stevenson,who was the best man at Hancock's wedding. Stevenson was hired through the normal process and chosen out of a pool of candidates. Stevenson is charged with implementing many of the changes suggested by the auditor's office. Hancock in a statement called the audit an "insightful review." "As a regulatory framework for medical marijuana was unprecedented at the time of initiation, we are learning lessons and turning them into opportunities to create a better,more efficient system moving forward," he said. He said in the coming months the city will:fix a loophole in state regulations so that dispensaries operating in Denver must have a Denver license; streamline processes; and seek sufficient funding through fees and a proposed sales tax to ensure adequate staffing and technology. Downey said he takes the blame for the faults and that he has addressed 15 of the 20 recommendations with the implementation of four in the works. Another was made moot because of a change in state law. Auditor Gallagher pointed out the city generated as much as $4.6 million in 2012 from ta�ces on the sale of inedical marijuana and asked why that money didn't go back into regulating the system. "Despite the fact that the department has been aware of many of the problems with the medical marijuana program for at least three years, management has taken few or no steps to address them due to certain limiting factors, departmental constraints, staffing issue and ... specific departrnent strategic issues,"the report says. Denver Councilman Charlie Brown,who heads the committee devising the rules for the city's retail marijuana system, said the report is disappointing. "The money was there and it was what we needed to put the money where our problems were, and we didn't do that," he said. "We can't let that happen again as we are getting ready for phase two.�� The city's audit comes four months after a scathin�audit of the Colorado Department of Revenue's regulation of inedical marijuana on the state level and an audit of the state health department's patient registry. SMART Colorado,a group opposed to increasing marijuana availability in the state, said in a statement the audit's findings are why the council should put a moratorium on retail marijuana. "Unlike the state,which is bound by Amendment 64 to proceed at a feverish, unrealistic pace to allow retail marijuana to become operational,cities and counties have been granted the option to say SLOW DOWN!" Michael Elliott,director of the Medical Marijuana Industry Group, said Denver has done the best it could with limited resources. ,' "We think the recommendations in the audit are valid and a good path forward," Elliott said. Jeremy P. Meyer: 303-954-1367,jpmeyer@denverpost.com or twitter.com/jpmeyerdpost Findings of inedical-marijuana operations audit City records and data incomplete, inaccurate and at times inaccessible. Deparirnent lacks formal policies,procedures to govern the process. Coordination between city and state for dual licensure has been poor. Deadlines either not established or not enforced in the process. Process lacks management oversight and adequate staffings. Fee was established arbitrarily. Key information has not been kept up to date as policies evolve. Vail Daily 08/27/2013 Copy Reduced to%d%%from original to flt letter page The Vail Daily � Tuesday,August 27,2073 � A3 Voters to be asked to tax mari'uana sales � Pot tax on the ba I I ot a'8°�p',�g m°�°fi�m��' the county—all in Fdwazds and RETAIL RULES marijuana regulations to retail Fagle-Vail—may open retail op- ►Towns and counties have until Oct t to either ban marijuana sales i n Red CI ifF;Eag le oPerations. erations,too• or designate eRher local w state offidals to handle Iicensing of new Eagle is also pondering how to Retail marijuana stores were retail shops. may fo I I ow su it tax marijuans,either through a appmved by state voters last year �Only those who already hold medical marijuana Ikenses are eligible straightforwazd sales tax,a set when they passed Amendment to apply for retail licenses this year. By Scott N.Miller "transaetion fee°similaz w the 64,which legalized the posses- �Local and sWte regulations for retail operations need to be in place smiller�availdaiy.com town's lodging tax or an operating sion,use and retail sale of small fee levied on the establishment amounu of pot The amendment bY 1an.1,the deadline set by Amendment 64,the voter-approved EAGLE COUNTY—Red Cliff Eagle officials could decide as set up the framework for state �onstRutional amendment that iegal'aed the possession,use and Mayor Scou Burgess is&ank ear2y as this week whether to take and local govemments to license, �le of recreational marijuana. —the town needs virtually any a tas pmposal to voters. and regulate sales to anyone 21 revenue source it cau Snd.ThaYs Tl�at decision has been made in or older.Local governments were Avon o�cials are expected this these towns banning(retail sales), why town officials would welcome Red Cliff:Burgess said the town a]so given the option of banning week to pass a"temporar,�'mora- there might be an opporiunity.° a retail marijuana shop.Beyond council has already decided how retail marijuana operations. torium on retail shops that would Burgcss said he's talked to the that,town officials are asldng vot- shops will be licensed—through last until September of next year. mayor of Nederland,a sma11 ers to approve a new sales tax on the state,with approval from SOME EAGLE COUNTI(TOW NS Mayor Rich Carroll said the tawn mountain town west of Boulder, any retail pot sold in town. the town.The question now is BANNING RETAIL SALES will almost certainly act before who made dear that his town en- That move makes Red Cliff whether or not sales from a shop Minturn and Vail have"tempo- that temporary ban expires,to ei- visions becoming an Amsterdam stand out among local towns. would be taxed another 5 percent rary�'bans on retail sales.Gypsum ther allow or ban retail shops.The in the Rockies. Of the six incorporated wwns over and above the town's current banned medical dispensaries early town has already banned medical Burgess isn't thinldng that big, in the county,four—(�psum, sales tax rate of�.4 percent on,and town officials have taken marijuana dispensaries,and Car but believes a retail marijuana Avon,Va7 and Minturn—have the same approach to retail stores. roll said his preference would be store could bring more tourists to either put moratoriums on re- CATERING TO VACATIONERS Minturn lbwn Council member a similaz ban on retail operations, town.That,in turn,could create tail mazijuana sales or banned With some tourists already Farle Bidez said he d like to wait which is why he cast the sole dis- other business opportunities—a them outright.Fagle,the only asldng where to buy weed legally, until atter a town council election senting vote on the temporary coffee shop in town would be nice, town with an operating medi- Burgess said he anticipates a shop in the spring of 2014 to revisit the ban earlier this month he said. cal marijuana dispensary—the in Red Cliff would cater to people issue. 'I would imagine someone will result of a decisive win in a special coming to vacation in Vail or Bea- In addition to its ban on sales, OPPORTUNITY FOR RED CUFF come knocldng,'he said. eleMion that kept the dispensary ver Gteek And if a shop opens,it Vail aLso prohibits the public use of That's why Burgess sees an o� open—is expected to apply most would be the only one in a town mazijuana,and it would be some- portunity for Red G7iff. Yail Daily Business Editor Scott of its medical marijuana tvles in the upper valley,although the thing of a surprise if the town ever "We don t have much potential MiIIer can be reached at 97�-748- to retail shops.Eagle County is current medical dispensaries in approves retail shops there. for growth;he said."With all 2g39 and smillerQvaildaily.canz. 32270 HIGHWAY 6 LOCATED IN EDWARDS ' � � ' All contents O Copyright 2013 Swift August 27,201310:21 pm/Powered by TECNAVIA 08/27/2013 �, Meryl Jacobs From: Pam Brandmeyer Sent: Thursday, August 29, 2013 2:18 PM To: Meryl Jacobs Subject: FW: DEA Position on Marijuana Attachments: DEA-position-on-marijuana-possession.pdf; Marijuana Grow Houses in CA FYI.pdf Collective Council e-mail. . . From: Buddy&Bonnie Sims [mailto:tlsims@centurylink.netl Sent: Wednesday, August 28, 2013 4:29 PM To: Patly McKenny; Boyd Pam; Sharee Wettstein; Montag Keith; towncouncilCa�vailgov.com; avoncouncilwebCa�avon.org; comments@vailresorts.com; news@vailresorts.com; caroline@emicomedia.com; Lamb Brad; Ed Stoner,; Don Rogers,; Eagle County Commissioners; Bryan Treu,; Randy Wyrick,; Scott Miller,; Schlegel Danette; Flaherty Gordon; Narracci Bob Cc: Lamb Brad; Dwight Henninger; Duran Richard; Gorman Tom; Hoy Joe; Merrill Kevin; Roach Barbra; Walsh John; Ticer Bob Subject: DEA Position on Marijuana Avon Council Members &Staff, Vail Council Members &Staff, Gypsum Council &Staff, Minturn Council & Staff, BoCC Members&Staff, Law Enforcement, Vail Daily Editor&Staff, Vail Resorts &Staff, During the Avon Town Council meeting on Aug 27th, many elected members asked for more specific background information from good honest sources about recreational marijuana. Attached is the best overall coverage of recreational marijuana ever put out by the DEA in Apr 2013. Should answer all your questions from past and current and Colorado is also discussed throughout. Full of "undisputed" facts versus what you heard from the pro marijuana lobby group. After reading this U.S. Government document, I would hope enough information has been evaluated and considered to help make a "reasonable" decision to "ban recreational marijuana" ASAP! v/r, Buddy Sims Edwards PS Also attached the last large marijuana bust by DEA in CA FYI. 1 March 21, 2013 Contact: DEA Public Affairs Los Angeles Division 213-621-6827 10 Linked to Network of Marijuana Grow Houses in California Arrested on Federal Drug Trafficking Charges MARCH 20(RIVERSIDE,Calif.)-Federal and state authorities this morning arrested 10 defendants charged in a federal criminal complaint that accuses them of participating in a wide-ranging drug conspiracy that operated marijuana grow houses across Los Angeles, Riverside and San Bernardino counties. As part of the investigation led by the Drug `..� Enforcement Administration, authorities this � � � �, morning arrested 10 out of 11 people named in the complaint and executed search warrants at 26 � � � locations- which includes 15 grow houses - x,;� �`;: stretching from Arcadia to Corona to Fontana. ,; During this moming's operation, authorities seized =''�- „�� more than $250,000 in cash, seven guns (including '=<--�'�. an assault rifle) and more than 8,000 marijuana �� h,,� �' - plants. �~ i �;, �« ` .. ~# -k, _ , +� � A 124-page affidavit in support of the criminal h,�� -� complaint outlines an investigation into a narcotics �`' � � trafficking ring allegedly led by Arcadia resident ' Raymond Lam. The drug trafficking organization purchased or leased single-family residences, which were converted to indoor farms with the sole � "� '� � purpose of growing marijuana. Each house contained industria/-size marjjuana growina onerations thar contained, on average, 1,000 interior of sophisticated marijuana grow operation. to 2,000 mariivana vlants. The marijuana grow houses exhibited identical arrangements that included specific types of hydroponic growing equipment and stolen electricity obtained through sophisticated bypasses of utility meters. After the marijuana was harvested, it was sold throughout California and across the United States. Previously during the two-year investigation, authorities shut down 15 grow houses and seized nearly 15,000 marijuana plants, nearly 1,000 pounds of harvested marijuana and four firearms. The 11 defendants named in the criminal complaint filed in United States District Court in Riverside are charged with conspiracy to manufacture, to distribute, and to possess with intent to distribute marijuana. The 10 defendants arrested this morning are: •Raymond A. Lam, who also used the name"Nam A. Lam,"42, of Arcadia, accused of being the overall leader of the drug trafficking organization and overseeing the acquisition of residences that were converted into full-scale, industrial-type marijuana grows; •Simon Lam, 32, of Arcadia, a top lieutenant to Raymond Lam; •Ken Ho, also known as"Ken Lam,"33, of Arcadia, a top lieutenant to Raymond Lam; •San 5. Voong, also known as"Chen Sheng Wang,"35, of Arcadia, another top lieutenant to Raymond Lam; •Phieu Tran, 35, of EI Monte; •Augustine Bazan Camacho, 41, of Pomona, allegedly a veteran"plant tender"who was responsible for maintaining many of the grow houses; •Thanh Van Phu, 33, of EI Monte; •Luc Kai Phoung, who is also known as"Wong Fong,""AI Fong" and "Na Na,"50, of Rosemead, who allegedly built electrical meter bypass systems at the grow houses; •Steven Huytu Lam, 52, of Walnut; and •Li Ya Si, 42, of Temple City. The final defendant named in the criminal complaint - Andy Tran, who used several aliases, including"Long Kim Tank,"39, of Monterey Park, and allegedly was a top lieutenant to Raymond Lam - is a fugitive currently being sought by authorities. The criminal complaint outlines several seizures made during the investigation. For example, , ,° _� special agents with the DEA and officers with the � �`;' Riverside County Sheriff's Department executed a "`� search warrant on Cedar Creek Road in Eastvale on �F�� `'� _ �� '� ,,� . February 10, 2012, when they discovered a � � � residence that had been completely converted into . j,�, � a sophisticated marijuana grow house. Inside the :�: `� �~'`�--si; .- , �� :.�, .'.�� residence, investigators found Camacho hiding �� , ..` � J under a hydroponic bin on the second floor of the -.-:�;;,�.. ,�n ' residence. During the search, they seized more � ��.�*!'yi,►�i�' ~ than 1,800 marijuana plants and more than 50 y��.�1 pounds of processed marijuana. There was a � --�% sophisticated electrical bypass system that was , , �i used to divert from the meter the electricity used to � power the ballasts and lights to grow the marijuana plants. �i� :- �y ' In another search in Eastvale, this one on a residence on Bluebell Street in November 2012, Interior of marijuana grow house. authorities discovered that the entire residence had been converted into industrial-sized marijuana grow with 857 marijuana plants. Approximately 43 pounds of marijuana were found inside the residence. Two months ago, during a search of a residence on Village Meadow in Riverside, authorities discovered another industrial-sized marijuana grow that had 576 marijuana plants. During this morning's takedown, search warrants were executed at locations in Eastvale, Corona, Fontana, Riverside, Rancho Cucamonga, Chino, Diamond Bar, EI Monte, Arcadia, Los Angeles (90015), Monterey Park, Walnut and Temple City. A criminal comp/aint contains allegations that a defendant has committed a crime. Every defendant is presumed innocent until and unless p�oven guilty in court. The narcotics conspiracy charge in the indictment carries a statutory maximum penalty of life - and a mandatory minimum sentence of 10 years - in federal prison. The investigation into a drug trafficking organization allegedly run by Raymond Lam was conducted by the Drug Enforcement Administration, the Riverside County Sheriff's Department and the San Bernardino County Sheriff's Department. The following agencies provided substantial assistance during this morning's takedown: the Riverside Police Department; the EI Monte Police Department; the Fontana Police Department; the Chino Police Department; IRS - Criminal Investigation; the Bureau of Alcohoi,Tobacco, Firearms and Explosives; the Los Angeles County Sheriff's Department; the United States Marshals Service; U.S. Immigration and Customs Enforcement's Homeland Security Investigations; the Federal Bureau of Investigation; the Los Angeles Police Department; and the Arcadia Police Department. Meryl Jacobs From: Pam Brandmeyer Sent: Monday, September 23, 2013 10:55 AM To: Meryl Jacobs Subject: FW: Public Input on Marijuana LUR-4476 for two Eagle County Planning Commissions & BoCC, Eagle, CO Attachments: Sims Public Input to County Marijuana LUR-4476.PDF Collective Council e-mail. . . Prom: Buddy&Bonnie Sims jmailto:tlsims@centurylink.netl Sent: Monday, September 23, 2013 9:58 AM To: Scot Hunn Cc: LUR-4476 Dist. List; Sharee Wettstein; Narracci Bob Subject: Public Input on Marijuana LUR-4476 for two Eagle County Planning Commissions &BoCC, Eagle, CO Scot Hunn, AICP Senior Planner Eagle Counn� Communin- De�-elopment Department (970) 328-8G24 i scot.hunn(cr�,ea le� county.us � Scot, . . . . .. . Per our su estion attached is our consolidated in ut for the mari uana hearin acka es for the Y gg , p J g p g E I n n R rin F rk Vall Plannin Commissions Oct 2 & 3 and the Ea le Count BoCC a e Cou t a d oa o e , , g Y g Y g g Y hearin on Oct 29. g „ „ - . n - im nl - i . I wil r II I r For those contacted on the LUR 4476 Dist List a o e t e o e ma I t I be ou ca to de ete o � Y ) Y to contact our Planning Commissions or BoCC with an input. No input to protest this recreational marijuana takeover of un-incorporated Eagle County will result in four new retail marijuana establishments coming soon to your neighborhoods in 2014. v/r, Buddy & Bonnie Sims Edwards i Public Input on Retail MariJuana Establishments for the Eagle County and Roaring Fork Valiey Regional Pianning Commissions and the Board of C+ounty Commissioners (BoCC) Meetings conceming Land Use Reguladon (LUR) •4476 Hsarings on Oct 2, 3, $ 29. Suspense to Scott Hunn, Eagle County Planning, Sep 25� 2013� scot.hunn(a�ea�lecounty.us 1. Recommended Definition Changes, County Land Use Regulation (LUR�-4476: I � �;Your LUR-4476 and Public notice refle�t "Ret�il Mariivana Businesses" while the �olorado Ma�iivana Enforcement Division calls them °Retail Mariivana Establishments" in definitions in permanent 1 CCR 212-2 (1) and also defined in state HB 13-1317, the � same. Retail Marijuana Establishments defined as 1) a Retail Marijuana Store, 2) a I Retail Marijuana Cultivation Facility, 3) a Retail Marijuana Products Manufacturing Facility, and 4) a Retail Marijuana Testing Facility. I believe your LUR-4476 ne�s to .. lishme nts for Gari . You mention Retail n w mari uana estab ty � te the four 4 e sta ( ) 1 te II the Bo wh t h will be rovin . Marijuana Establishments but do not , C a �ev apn a , N r for Reta il Man�ua na ou ce b . Your LUR�476 reference CRS 12-43.4103 {17) is the s 1 1 .. . � Establishments" not "Retail Man�uana Busmesses as defined in LUR-4476. There is no Y n A u 1 L•G. 1 R2 'n the ane nt CC as found i definition f Retail Mari' na Busine s pe� _ o iva sse Need to chan�e the reference or chanae the words. cZ Request corrections/rewrite, LUR-4476 and Public Notioe, to be made to show the 4 new businesses in Eagle Caunty and also to better explain to the public what the businesses wi�l be as stated in permanent 1 CCR 212-2. Per your Vail Daily public notices the public is not being informed of the impact of retail marijuana in this County. It looks like one (1) new business versus the four (4) new businesses that will be allowed. We understand that some of these new drug dealers can operate in the same facility. But I doubt ssriously if the Marijuana Cultivation Faality in Edwards being planr�d near the U.S. Post Office with 2000 to 3000 marijuana plants will be co-mingled. Corrections to LUR-4476 should be made and a new public notice should be sent to newspapers. 2, Recommended Public Hearing � Distance Rule Changes to LUR-4476: Recommendation 1: Include in the new land use regulation that new Retail Marijuana establishments (all 4 of them opening in late 2014j and the existing Medical Marijuana Centers switching to Retail Marijuana must have public hearings at a County Office prior to license a{�roval by County Govemment. Qgnv�r Citv Coun�il h�s ena�ted such a lan for their bli in ut and ove i ht. Note 3. Justification: Some of our residents will not want these drug dealers that dose to their neighborhoods. Do you reatfy think our neighbors in Edwards, EI Jebel, Eagle-Vail, want a Retail Marijuana Cultivation Facility growing 2000 to 3000 marijuana plants dovm the street? What about just the smell from the exhaust fans? Eagle County Govemment has no County Insp�c:tion Division for enforcement actions. The State DOR Marijuana Enforcement Inspecta is in Gra�d Junction. Currently our kids are using medicaf marijuana at alarming rates from middle school thru high schoo! and no input or oversight from local residents on new Retail Marijuana Establishments is auestionable for�good communitv relations. Recommendation 2: In the LUR-4476, chanqe the 200 ft. rule to 1000 ft. ruie from schools, parks, and houses, etc. to follow existing State and Federal laws. We just do not understand why our County Government is going out of its way to help these Retail Marijuana Establishments. Both State and Federal law reflect a 1 Q00 ft. distance. The County has never explained why they first changed from 1000 ft. to 500 ft. and then to � 200 ft. for medicaf marijuana, but it appears to be a favoritism towards medical and � future marijuana dealers in this Valley. Below is the state reference that says the County i may reduce this distance, but common sense says it will not be good for our i i Community. By changing 200 ft. to 1000 ft. the new Retail Marijuana Establishmerrts will move on due to zoning—especially out of Edwards where we live. Leave the 200 ft. rule for medical mari�uana but chan e it for Retail Mari�uana Establishments to 10Q0 ft. If it 1 , 9 1 �� ri� na mercial em t s ce s will turn into the Ma ua stays at 200 ft., the Edwards Com p y pa 1 , „ i r t for em t s ace s but ve bad for . T t s ea nters of olorado ha ►Y ultivation Ce C p Y P C 9 families in Edwards. Many families in Edwards did not move to this area so we can be neighbors next to marijuana facilities-your 200 ft. policy will drive away new residents and downgrade our Cornmunity property values and resate amounts . nce the BoCC opens this door to retail mariivana it will not be easv to close it after the lons�-term imoact is seen. Note 1, 2, & 3. _ r res o n LURs; Count P u cation ocsd 3. Im ro rl Mana ed Ea le County Notifi Y p Pe Y g 9 issued LUR-4476 on 26 Aug 2013. 4n Sep 6, 2�13, the WECMRD, BCMD, SPOA, and others had not received the LUR-4476 (at that time 11 days late). Countv nQtification erocedures do not confirm that listed County distribution a�encies have reasived the LUR-4476. Request the Planning Commissions directs Tuture LUR notifications have some type of follow-up as most of these Districts and Boards only meet once per month. For example, on the ECCA LUR in Aug 2012, 19 Counry agencies failed to respond, maybe because they never got it. 4. Recommend "opt out" of Amendment 64. Out of State monies swayed the voters in Colorado to approve Amendment 64 last Nov 2012 but that does not mean it will be good for Eagle County. The Colorado voter i�luenang dollar amounts were: $2.4 million for and $300,�against. Of over 45,000 Eagle County residents 14,603 voted for Amendment 64 and 7,307 voted against. 'This v�e does not validate that Eagle County residents desire to have these four new drug dealers operati�g in o� County. The public was fed a false advertising campaign that has only one objective-to take marijuana U.S. wide. Coiorado did not bargain for the following: "TMe defi�►ed kgal I�nit of i o:.of ma�ijuana yields sbout 40 joints,o�msr�uana ci�srott�s.Howevsr,Amendn�ent 64 slso permits possesslon of up to i oz.of THC,the active ingr�dient of msrijusna.Amendment 64 imposes no� on maNjuana potency.Amendment 64 imposes no limits on marijuans possession in a plece of residence.Amendment 64 provides no fundiRg br marijuana roguiation,education o�treant►�nt uniess voters approve an�xcise tax." For example, just multiply Califomia's$15 billion marijuana market by 50 states and it soon becomes evident that our Society, Country, and County could be just like many in California - dumbed down and dependent on the qovemment with unemqlovable workers students on mariivana. and more bankruot towns and povemments. 5. Before you vote, I would ask officials to independently tatk ta some of the large � lodge and hotel owners in Vail and Avon to ask about the impact already on convention reservations and out of state large groups. You might also want to talk to Vail Resorts CEOs/CFOs in Broomfield, Vail, and Beaver Creek for their inputs and discover that tourist groups are not very supportive of our new retail marijuana laws. Colorado wilf get increased individual tourists visits but large out of state groups will just not visit. They will move their conventions to other resorts that do not sell marijuana. Manv citizens '� throuQhout America obiect to recreational mariivana in their nei�ahborhoods. 6. Why tourists will not visit?All U.S. businesses except the "marijuana shops"fire nd even Ea le Cou nt m lo e es who use ma ri�uana. That will never change a g Y e 1 p Y ° �� resolution that fires County employees a mari�uana ban e m Io ee h P y rnment as Gove 1 ice�cers using marijuana. Do you really support airline pilots, fire department and pol , County Road 8� Bndge workers, military troops, train er�ineers, trudc drivers, ski lift operators, children, families, heads of households, doetors, and mental health personr�el using marijuana just to name a few? The BoCC must under��tand that repeated mariivana use damaoes brains in kids forever and makes behavioral chan�es in evervone it touches. 7. Marijuana is addictive: 1 have been around marijuana all my adult life from serving in the military at a young age in Vietnam to the poppy fields of Afghanistan. Marijuana is a dangerous and addictive gateway dn�g and everyone from President Obama, Drug Czar, AG Holder, FDA, DEA, DOJ, to every legitimate doctor will tell you the same thing. Using marijuana on a reoccurring basis simply leads to more trouble and family life turnnoil. It is estimated that 9 percent of people who use merijuana will become dependent on it. The number goes up to about 1 in 6 in those who start using young (in their teens) and to 25-50 percent among daily users per the National Institute on Drug Abuse (NIDA). The National Survey on Dn�g Use and Health (NSDUH)found in 2012, there were 2.4 million persons aged 12 0�older who had used manjuana for the first time within the past 12 months; this averages to about 6,600 new users each day. How our County Govemment can disregard these natio�al surveys, believe otherwise, and really think marijuana will be good for this County is most disturbing. We simply question your motives -"�how Me the Revenue" is not the answer for Eaale Countv. 8. Marijuana is bad for our kids per Rocky Mountain HIDTA Report, Aug 1, 2013: "High School Senior Daily Use of Marijuana. Nationally in 2011,of the 12th grade respondents, 6.6 percent reported smoking marijuana daily, which is the highest level since 1981 when the rate was 7 percent. In 2011,7.8 percent of Colorado's high school seniors reported using marijuana 40 or more tim�s per month. Another 29 percent reported using marijuana between 20 and 34 rimes a month Students' Current Manjuana Use. In 2011, ' nearly one out of four of the Boulder County School District high school student�(9th-12th grade)surveyed indicated that ti�y were cunent marijuana users.This is more than three times the national rate. In academic school years 20U8-2010,an average of 20.75 percent of Adams County high school students surveyed indicated they were cunent marijuana users (at least once in the last 30 days).T'hat number increased 39 percent during academic years 2010-2012 ta 28.85 percent. In the academic school years 2008-2010,an average of 5.65 percent of Adams County middle school students surveyed indicated they were curn�t marijuana users(at least � once in the last 30 days). That number increased 50 percent during academic yeazs 2010-2012 i tc�8.5 percent." The above aetuai marijuana abuse numbers will be increasing in Eagie County because of the ease of getting medical marijuana and after Jan 1, 2014 use will skyrocket with recireational marijuana. Ea le C nt ov nment will re n ible if 7 for the f ture incre sed mari' a na r e s. the ass LU R-44 6 Y q u a iu pe c�rLS�_ rFtlp�.irwww crrihatlia ��ry,'nef�ut! aspx?&1enu11etnID16$7,'AA�nuGroup�RMH►L?TAHcxtiel�trn 9. LUR-44T6 is bad for our kids per Eagle River Youth Coalition (ERYCj, Healthy Kids Colorado Survey (HKCS�, Nov, 2011 "surveyed over 2,300 Iocal middle and high school students. This data revealed that 8.4% of local middle School stud�ts and 39.196 of local high school students reported to using marijuana in their lifetime." Based on WMC ER admissions and school counselor's feedback, the Nov 2013 HKCS Survey will be even worse. Prosctively educating middle and high school students on the harmful effects of marijuana use and preventing those under 21 from acxessing marijuana have not besn addressed by Eagle County Govemrnent or our Board of Education. The effect Amendment 64 will have on our kids is of paramount concem and must be addressed by someone prior to Jan 1, 2014. We must do all we can to guar�tee that the heafth and welfare of our kids remains a top priority and not tt�whims of a few drug dealers in this County. Your LUR�476 does not consider the safety and weffare of our kids by its 200 ft. Zoning rule and is a slap in the face of those Counry residents who did not vote for marijuana. Whv make mariivana use and,., avaii ilitv easier for our kids bv aassina LUR-4476? tittp�=rea�ieyouth org,'tn:iex ph�.n�a�n%�ryc-resc3urc�sltikt��s 10. How Mariivana Harrr�s Youths, by Dr. Christia� Thurstone, MD, University of Colorado at Denver Health Saenoes Center and Denver Health & Hospital Authority. Dr. Thurstone: Marijuana use oompnonnises the endoce�naid system by oven�rhelming it. The brain's natu,rally functioning shut-off switches-which help re�u late brain development and function-can't do their job. Marijuana use has acute(meaning up to sa hours), sub acute(6 hours to 20 days) and long-term (more than 20 days) effects. So even if a vouth isn't activelv usin�the drus� his or her abilities to leam and irrteract suc,ces�sfuiiv at s�hool cauld be com�romised for e�ctended periods of time. Long-term, regular users who started us�ng marijuana before the age of 18 often cause changes in their brain's structure and functioning that result in peRnanent cognitive deficits. Essentially, they can c,reate for themselves a level of "nonnal° performance that is lower functioning than the level of normal performance they may have achieved had they not used marijuana. Studies show that when mari�uana users are intoxicated, their working memory is impaired, and they arne more impulsive, less attentive, less motivated and slower to make decisions. These are the three most important determinants of marijuana use among teens: Availability of the drug; Normalization, or soc,ial acceptanae, of the drug; and Perceived haimfulness of the drug. The more ar�cessible mariivana is, the more sociallv acceqtable it is to use it and the less peo�le unclerstand�bout tt�mariivana's harrnfulness the more likel�,teens are to use it Science has shown that to pnavent marijuana use in adolescence, we must make substances less avaitable, make them less socially acceptabls and repeatedly remind young people that using dnigs is unhealthy and unwise." I Dr. Thurstone: "Pm interested in this subject because 95 percent of the baenagers Veated for substance abuse and addiction in my adolescent substance-abuse Veatrnent clinic at Denvsr Health are there because of thei�marijuana use, and because nationwide, 67 percent of teens are referred to substanoe treatment because of their marijuana use. Mariivana is the No. 1 reason wh adolescents seek sub tance-abus VeaM�ent in the Uni tates." „ ' r har •r t t►tt .tMrww cd� state.ca uslsrtes;�defatjittfiles�docume►�t�droprwtpreventionlrestwrces�how_ma yua �_ � rr+s_yauth_factsheet.pdf I su �tin mari�ua na sales and 7 the are not on 1 i R-44 6 RPo 9 B the BoCC approv ng LU , y Y Y 'n his d mented i at r. Thurstone has ocu results of wh D ns umer use but will allow the , _ co , . ili ation actice - mari'uana wilt sweep through our luds' lives in Eagle Denver Rehab t pr 1 County. After the BoCC are out of office, Commissioners can sit back, watch, and take pride in being responsible for the kids lives influenced by their approval of recreational marijuana. If you think the Shenff, Potice Chiefs, Teachers, and Parents can keep marijuana away from our kids, you are seriously wrong. Most of our local kids currently think marijuana is"mediane". How about trvin� the aouroach"Out Qf siaht. out of mind" and oQt out of Amendment 64? 11, Marijuana is bad fo�tourism: Rocky Mour�tain HtDTA Rsport, Auy 1, 2013: "Natbnal Survey on Dn�g UsQ and Health(NSOUH)-Substant�Abuse aind Mtetal Mi�slth S�tvices AdmMistrstion(Reports trom 2006 through 2011). The average reported past moMh marijuana use for young adults(ages 18-25)in 2011:The national ave�age=l�.7a pltten��he Colorado average= 27.2b percerit" By passing LUR-4476, this nu�e�will double in Eagle County and Co�orado and also add thous�ds of winter a�d summe�tou�sts to the ros�both skiirtg and driving on aur roads. Is this r�ally what the BoCC wants for Ea_ le Countv? htt�.�:www irnh�ita Ury,default aspx.'N{enutlem�Dt6$7�MenuGroupIRMH{pTAHrxne.him 12, Marijuana is bad for our adults, Rocky Mount�n HlDTA Report, Aug 1� 2013: "Drug Abuse Wsming NNtMwrk(Ages 12—17)W�ta: Colo�ado ER visits pe�year related to marijuana only:2Q05—2008=741 average visits per yea�.2009—2011=800 aver'age visits per yea�. In 2011, Calorado ER data showed that marijuana-related incidents accou�ted fw 26 plroent of the total ER visits,compared to 21 percent nationally.The rate in 2045 was 20 percent Average percent of ER admissions for marijuana oniy:2005-2008=Nationally—18 pQrceM.Colorado—Z5 pertMt. 2Q09-2011 =Nationally—19.6 percent. Colorado—28 percMt. What does it take to c�nvince�6 B_OCC that mariivana is not good for Eaale Countv? httF�t�www.rmhidta.oryidefaut! as�w'Menuftemipt687lMenuGrouplRMHiOTAHome Mm 13. "Show Me the Revenue" per Colorado State documents, "In FY 2011-12, Colorado's medical marijuana industry sold$199.1 millian worth of marijuana to 109,000 patients. Under Amendment 64, retail marijuana sales will be made up of marijuana consumers who transition from the medical marijuana industry, marijuana consumers who cunenthr use j unregulated marijuana, and visitors to the state. It is estimated that 2 million ounces of marijuana will be sold by retail marijuana stores each year. The total taxable value of retail marijuana at tt�e wholesale level is estimated to be about$183.5 million per year, with sales to consumers of�etail manjuana totaling approximately$394.6 mitlion per year." The revenue estimates assume a wholesale price of$93.75 per ounce for unprocessed retail � marijuana and a retail price of$201.56 per ounce. This will be the estimated first year profits with each following year to maybe double and then triple. Who will pay the price for this windfall of revenue?The price will be paid bv Colorsido families and our kids v r before. wh o will now hav an un r en ted a coes s to mari'uan like ne e e n eced � a _ � , of e se � one th t ' t look a us bad for Valle : Let s take a J 14. Mari'uana businesses are Y . 1 . _ unt ated Ea le C 0 14inu n m Y� late 20 9 ses th a t will be nin m �'Ra sines 9 four new bu � A"Retail Marijuana Cultivation FacilitY' by state definition means "entity licensed to cultivate r are, and package Retail Marijuana and sell to Retail Marijuana Stores and , P eP . e . . ith Marijuana Products Manufactunng Facil�ties, but not to consume�s, These new fac�l►t�es w up to 2000 marijuana plants or more will first be licensed by the state with an application fee of$5,000 with 50% of the dollars going to the Eagle County Govemment. In Nov 2013, after voters pass the new 15% excise tax + 1096 sales tax those monies will also be a part of"marijuana doing business in Eagle County". The BoCC will receive a proportionate share of the estimated first year$6.0 mitlion based on the percerrtage of marijuana sales in each jurisdiction. This means the County will have more revenue but I would like to call it illegal marijuana monies under the Controlled Substance Act(CSA). If you want legal ma�ijuana in Coforaido, then why not change the CSA through our U.S. Congressional Representatives and Senators? How ca� you approve a Marijuana Ordinance or LUR�4476 that is in direct violation of the U.S. CSA?The states of Colorado and Washington can vote all day, every day, but those votes are s�ll illegal under aur Federal laws. Will the next Colorado vote be to legalize crack cocaine or crystal meth? Even the Aug 29, 2013 Deputy U.S. Attomey General Cole's Memo reirifo�oed, "Marijuana is a dangerous Schedule I drug and illegal"• Just h„t,�w much �leerer � Note 4_ 15. Marijuana Ame�dment 64 tumed up-sids dowr�: Our Eagle Counry Govemment will coilect the $2000 County lioensing fee from every r�ew lic�nsed business and some type of undetermined County sales tax or ocaapation tax for marijuana that will be added to the general fund. But what most Colorado Towns and County Govemments are missing will be the state excise and retail taxes that will surely pass in Nov 2013. So far Colorado has these nronosed ballot issues 15°� + 1096 +existina 2.9% combined taxes (mavbe more with Town and County fees� and th�s 27.9°�6 total tax w�ll surelv dnve recreational smokers directiv back to the bladc market. So at a retaii cost of$2fJ1.56 per ounce this jumps to $257.80 �r ounce and makes retail marijuana a very unattractive recreational product. With a proposed 5°r6 sales tax in Red Cliff this comes to $267.87 per ounce. Several things can happen - under reporting of retail marijuana taxes, reduced state revenue, and customers may retum to the black market. The criminal activit�will increase not decrease in Colorado as a result of these new ta�ces thus defeatin� the oriainal purvose of Amendment 64. 16. CSA still says marijuana is illegal and a dangerous drug: The Eagle County Govemment has missed the mark on the fact that only two states have legalized i marijuana and only those states needing revenue will follow suit, if any. It is important to point out that Colorado has written the most regulated and unenforceable retail marijuana directives yet devised for cash only businesses. Why? Because the Federal Government DEA and DOJ are just looking for an excuse to shut dovm both � F eral he r eational mari"ua na r rams. If t ed Washington and Colorado State s ecr 1 p o9 Government is to be above "States Rights" they cannot ever allow Calorado's retail mari�uana establishments to ever succeed. U.S. Attomey General Holder says "hands J . . ofP'Washm ton and Colorado reta�l marijuana at a news conference; however, his U.S. 9 . r ent ac�ions that the will I 8 er�fo cem Y le the next da �sted u Attorne General Co y Dep ty y rosecute in Colorado. It 'ust so h ens tho are the me 8 ment ions i aon se sa er�force act P . . . t onl N ote 4: beina currentiv prosecuted in Califomia that is a medical manivana sta e v. 17. What will be the real effect af these new State laws and County ordinances? Will this make us all proud of Eagle County Govemment and where we reside and raise our kids?Those resp�risible for the upcoming impacts of Retail Mariivana will be the Ea�le Countv and Roarirxa Faic Vallev Re�io�al Pfanninq �ommissions and the BoCC. We can only assume the Commissions feel Eagle County Govemment needs the revenue more than the Communiri and our kids need a"mariivana druQfree" environment. We know the BoCC do not use marijuana in thai�daily lives, but it is beyond our imagination why they want to impose this"poison" on our oommunity in lUR-4476. We believe our BoCC should not im�lement Amendment 64 and LUR-4476 in tMis wav that compromises residents uublic heatth and safetv and auts the man�uana industrv's interests ahead of Ea�le County taxoave�s. �k� �- Qo�� .�� Buddy 8� Bonnis Sims Edwards 1. atch a. U.S. Deputy AG Cole Memo, dated Aug 29, 2013. Note 1: Ref: HB 13-1317, 12-43.4307. Restrictions for applications for new Gcenses. "(d) (I) IF THE BUILDING IN WHICH RETAIL MARIJUANA IS TO BE SOLD IS LQCATED WITHIN ONE THOUSAND FEET(1000 ft•) OF A SCHOOL, AN ALCOHOL QR DRUG TREATMENT FACILITY, THE PRINCIPAL CAMPUS OF A COLLEGE, UNIVER$ITY, OR SEMINARY, OR A RESIDENTIAL CHILD CARE FACILITY. A COUNTY, BY RESOLUTION, MAY VARY THE DISTANCE RESTRICTIONS IMPOSED BY THIS SUBPARAGRAPH (I) FOR A LICENSE OR MAY ELIMINATE ONE OR MORE TYPES OF SCHOOLS, CAMPUSES, OR FACILITIES FROM THE APPLICATION OF A DISTANCE RESTRICTION ETABLISHED BY OR PURSUANT TO THIS SUBPARAGRAPH (I)." i Note 2: Ref: United States Code, 2011 Edition, Title 21 -FOOD AND DRUGS, CHAPTER 13 - DRUG ABUSE PREVENTION AND CONTROL� SUBCHAPTER I - C�NTR4L AND ENFORCEMENT� Part D -Oifenses and Penalties, 21 U.S.C. 860- I R HOOl3 AND COLLEGES TI N R FACTURING N OR NEA SC DISTRlBU O O MANU � . . . "Any person who violates section 841(a)(1) of this title or section 856 of this tiUe by d�stnbuting, ' possessing with interrt to distribute, or manufacturing a oontrolled substanoe in or on, or within one thousand feet 1( 000 ft.l of, the real property comprising a public or private elementary, vocational, or secondary school or a public or private college,junior ootlege, or universiry, or a playground, or housing facility owned by a public housing suthority, or within 100 feet of a public or private youth oenter, public swimming pool, or video arcade facility..." Note 3. Denver City Council, Sep 16, 2013 passed: "Distances now will be measured as the uow flies, not in terms of distance a pedestrian can walk after an amendment by Councilman Paul Lopez that was approved. Gaing fon�vard, no new marijuana dispensary or retail shop can be within 1,000 feet of a school, child care ce�ter, drug and alcahol treatment center or arrother manjuan�faality as the crow flies. Public hearin�s will be required before licenses are granted to �etail facilities. But the hearings will be leas restrictive than liquor licenses." Note 4: Ref: U.S. Deputy Attomey General Cole's Memo. "Guidarice Regarding Marijuana Enforceme�t", 29 Aug 2013: http:l/www.justice.govliso/apaJresources1305�01382913275�688T457.pdf Signed/Printed on Sep 23,2013 Meryl Jacobs From: Pam Brandmeyer Sent: Monday, September 30, 2013 11:36 AM To: Meryl Jacobs Subject: FW: Letter to the Editor - " Uninformed Tourists" Attachments: http_www.eaglecounty Ord 06-01 (1).pdf; County LUR-4476.pdf From: Buddy&Bonnie Sims [mailto:tlsimsCa�centurylink.netl Sent: Sunday, September 29, 2013 9:38 AM To: Hammon Pat; Ludwig)ennifer Cc: Joe Hoy,; Ticer Bob; Dwight Henninger; Duran Richard; Montag Keith Subject: Fw: Letter to the Editor - " Uninformed Tourists" Pat & Jennifer, ECPC & Public Health Dir. Didn't send this to you as an Cc: info as wanted to write a note. I sent an earlier e-mail to County Manager, same subject, but no reply? Probably one of the biggest questions after Jan 1, 2014 is where will the tourists smoke pot in unincorporated Eagle County after passing LUR-4476. They will all know pot is legal because the tourists' agents will be pushing "Rocky Mt. High Marijuana" and they will just light up! Many will not speak English -- going to have foreign no smoker language signs made up by the County? The Eagle County Ordinance 06-01 (attached) on "Public Smoking" is 7 years out of date and LUR- 4476, the zoning "bible", doesn't address this issue either and is simply a copy of the medical marijuana LUR. Zoning going to tell them where they can operate but not where they can smoke? Medical marijuana smokers are residents (1073 of them now with permits) who mainly smoke in their homes or back yards! The hundreds of thousands of tourists coming after Jan 1, 2014 have no place to smoke pot under your LUR or 06-01? Might want to address this issue with the Police Chiefs in County and Sheriff who probably wonder also? If not fixed before pass LUR-4476, County Government will make its second biggest mistake. First one to pass LUR-4476. Unless this will be the new "I gotcha" in law enforcement? Should be good for the resort business? Thanks, Buddy From: Buddy &Bonnie Sims Sent: Friday, September 27, 2013 7:45 AM To: Newsroom Vail 1 Subject: Letter to the Editor- " Uninformed Tourists" Several Eagle County Towns and our Board of County Commissioners will soon be passing Ordinances and proposing local Ballot Propositions in Nov 2013 to allow Retail Marijuana Establishments in our County after 1an 1, 2014. My question to our officials is how will you inform the tourists from Netherlands,Japan, Spain, France, Austria, Germany, Switzerland, etc. where recreational marijuana is "illegal" that they cannot smoke marijuana in public places, on lift lines, on Federal ski resort runs, and in our local lodging facilities? Many of them do not speak English but are being told marijuana is "legal" in Colorado for all winter tourists in the New Year. Will the Vail and Avon police during the FIS 2015 Alpine World Ski Championships just arrest all these tourists to enforce the laws? Will the yellow shirts report them to law enforcement, or just let them smoke marijuana at their discretion and influence the other thousands of visitors to the Championships? What about marijuana impaired tourists driving rental cars on County roads and not understanding our new state DUID law, impaired limit of 5 nanograms of THC from marijuana in a blood test? And of real importance, where will the tourists be directed to smoke our "Legal" marijuana that continues being "illegal" under the U.S. Controlled Substance Act? Will we have designated marijuana smoking areas in Vail and Avon and in unincorporated Eagle County? Before all these Ordinances and Land Use Regulations are passed someone needs to answer these basic questions for the rest of us and the uninformed tourists coming to visit. Buddy Sims Edwards 260 words 2 Meryl Jacobs From: Pam Brandmeyer Sent: Monday, September 30, 2013 1:11 PM To: Meryl Jacobs Subject: FW: Need Meeting Attendance Support to fight Recreational Marijuana Establishments in Unincorporated Eagle County,Wed, Oct 2, 3:00 pm Attachments: LUR-4476 Retail Marijuana Staff Report.pdf I'd forwarded another Collective Council e-mails this a.m. . .he was busy this weekend. . . From: Buddy&Bonnie Sims [mailto:tlsimsCa�centurylink.netl Sent: Monday, September 30, 2013 12:28 PM To: Marijuna Public Meeting, Oct 2, 3:00 pm, Subject: Need Meeting Attendance Support to fight Recreational Marijuana Establishments in Unincorporated Eagle County, Wed, Oct 2, 3:00 pm To all Bcc: Friends and Neighbors: REF: EAGLE COUNTY PLANNING COMMISSION MEETING AGENDA, 3:00 pm, Wed., October 2, 2013, Eagle County Room, Eagle County Building, 500 Broadway, Eagle, CO The second item on the agenda is Land Use Regulation-4476 (a zoning document) which will approve 4 new different Recreational Marijuana Establishments (Retail Marijuana Store, Cultivation facility, Products/Edible Facility, and Testing facility) in unincorporated Eagle County after Jan 1, 2014. County Staff Report attached states "Meets Minimum Standards" and it will go to the BoCC on Oct 29, 2013 for passage and County implementation. Any of you available who can attend this meeting to protest would be welcome as backup to listen to presentations and/or to speak for yourselves. If we do not get a crowd to attend,then this LUR-4476 will pass and be sent to the Commissioners on Oct 29. The BoCCs has already implied at their Sep 17, 2013 BoCC meeting they will approve this document. At that meeting,they directed their Project Officer, Scot Hunn, scot.hunn ea�lecountv.us to also contact Red Cliff and Eagle Town governments so they will be coordinated together after Jan 1, 2014. Only the Town of Gypsum has in this staff report recommended to "opt out" of Retail Marijuana. If you agree with LUR-4476 and would like to have 4 new pot shops in your neighborhoods after Jan 1, 2014 then deleted this request for help. If you agree with us, please attend this meeting and raise hell as this will be our chance to stop this madness in unincorporated Eagle County. My family did not move to Eagle County to share it with a bunch of drug dealers who will invade our ski and golf course resort environment and impact our lives forever. Thank you, i Buddy & Bonnie Sims 970-926-3068 2 BOARD OF COUNTY COMMISSIONERS COUNTY OF EAGLE, STATE OF COLORADO ORDINANCE NO. 06 -O1 An Ordinance Prohibiting Smoking in Public Places, Places of Employment,and Other Places of Interest in Unincorporated Eagle County WHEREAS, numerous studies have found that tobacco smoke is a major contributor to indoor air pollution, and that breathing secondhand smoke is a cause of disease, including heart disease, respiratory disease and lung cancer. The National Cancer Institute determined in 1999 that secondhand smoke accounts for an estimated 53,000 deaths annually in the U.S. At special risk are children, elderly people, individuals with cardiovascular disease, and individuals with impaired respiratory function, including asthmatics and those with obstructive airway disease; and WHEREAS, secondhand smoke has been classified as a Group A carcinogen equally hazardous as asbestos by the Environmental Protection Agency; and WHEREAS, secondhand smoke contains more than 4,000 chemicals, including arsenic, formaldehyde, hydrogen cyanide and radioactive elements. More than 60 of these chemicals have been identified as carcinogens; and WHEREAS, studies have shown there is no safe level of exposure to secondhand smoke; and WHEREAS,Eagle County has previously banned smoking in certain public areas owned or operated by the County; and WHEREAS, the Board of County Commissioners posed the following ballot questions to the electors of Eagle County, Colorado: Are you in favor of elected officials adopting regulations prohibiting smoking in all enclosed public places, including restaurants and bars, in Eagle County, Colorado; and WHEREAS, on November 1, 2005, seventy-two percent(72%) of the responding electors voted in favor of the adoption of ordinances prohibiting smoking in Eagle County by a margin of 6031 in favor and 2311 opposed; and WHEREAS, C.R.S. §25-14-105 grants counties the authority to adopt regulations controlling smoking within their unincorporated territory, and provides that such local regulations shall control to the extent of any inconsistency between them and the State's smoking control provisions contained in C.R.S. §25-14-101 et seq.; and WHEREAS, in consideration of the results of the November 1, 2005 election,the recommendations of the Eagle County staff, and the public input which the Board of County Commissioners has received on this matter,the Board of County Commissioners has determined that the best interests and the health, safety and welfare of the citizens of,workers of, and visitors to unincorporated Eagle County will be served by enacting regulations prohibiting smoking in public place and places of employments, as defined herein,within unincorporated Eagle County. NOW,THEREFORE, BE IT ORDAINED by the Board of County Commissioners of Eagle County: 1. Purpose The Board of County Commissioners finds and declares that the purposes of this ordinance are (1)to protect the public health and welfare by prohibiting smoking in public places and places of employment; (2)to guarantee the right to breathe smoke-free air, and 3)to recognize that the need to breathe smoke-free air shall have priority over the desire to smoke. 2. Definitions The following words and phrases, whenever used in this Ordinance, shall be construed as defined in this section: 1. `Bar" means a bar area of a restaurant or an establishment which is devoted to the serving of alcoholic beverages for consumption by guests on the premises and in which the serving of food is only incidental to the consumption of such beverages, including, but not limited to, taverns, nightclubs, and cocktail lounges. As used in this Ordinance,the term Bar shall include any outdoor seating or serving areas within the exterior walls, fences or otherwise defined limits of said Bar. 2. `Business" means any sole proprietorship,partnership,joint venture, corporation or other business entity, either for-profit or not-for-profit, including retail establishments where goods or services are sold as well as professional corporations and other entities where legal, medical, dental, engineering, architectural or other professional services are delivered. 3. "Commercial Bingo and Gaming Facility" means premises used for the purpose of conducting games of chance. 4. "Employee"means any person who is employed by any employer in the consideration for direct or indirect monetary wages or profit, and any person who volunteers his or her services for a non-profit or business entity. 5. "Employer"means any person,partnership, corporation, including a municipal corporation, or non-profit entity, which employs the services of one or more individual persons. 6. "Enclosed Area" means all space between a floor and ceiling which is enclosed on all sides by solid walls or windows (exclusive of door or passage ways)which extend from 2 the floor to the ceiling, including all space therein screened by partitions which do not extend to the ceiling or are not solid, "office landscaping" or similar structures. 7. "Place of Employment"means any area under the control of a public or private employer which employees normally frequent during the course of employment, including, but not limited to, work areas, employee lounges, restrooms, conference rooms and classrooms, employee cafeterias, private clubs, and hallways. "Place of employment" includes all bars and restaurants. A private residence is not a"place of employment" unless it is used as a childcare, adult day care or health care facility. 8. "Private Club" means an organization,whether incorporated or not,which is the owner, lessee, or occupant of a building or portion thereof used exclusively for club purposes at all times,which is operated solely for a recreational, fraternal, social, patriotic, political,benevolent, or athletic purpose, but not for pecuniary gain, and which only sells alcoholic beverages incidental to its operation. A Private Club shall not include an establishment that is open to members of the general public upon payment of a nominal fee. A Private Club must have established bylaws and/or other written operating standards to govern its activities, including written definitions and descriptions of its membership policies, including a description of eligibility for membership. A Private Club must administer its membership system consistent with adopted policies and must maintain a written list of current members. A Private Club must structure its memberships so as to provide for membership status to be ongoing as opposed to one-time,weekly or incidental memberships. A Private club must charge a fee or membership in an amount intended to defray the ongoing cost of providing services to members as opposed to a"cover charge" or other nominal fee intended to pay for a single nights or week's entertainment. A Private Club must have been granted an exemption from the payment of federal income tax as a club under 26 U.S.C. Section 501. A Private Club must not be open to the general public, although infrequent, occasional public functions may be permissible so long as they constitute an insignificant proportion of the establishment's operation and so long as smoking is prohibited during any such public function. A Private Club must be physically separate from any public place. 9. "Public Place"means any enclosed area to which the public is invited or in which the public is permitted, including but not limited to, banks, commercial bingo and gaming facilities, convention halls, covered parking structures,public or private educational facilities, childcare, adult daycare or medical or healthcare facilities, guest rooms in any commercial lodging establishment, laundromats, performance halls,polling places,professional offices, public transportation facilities and vehicles, reception areas, restaurants, bars, retail food production and marketing/grocery establishments, retail service establishments, retail stores, theaters; every room, chamber, places of ineeting or public assembly; all areas of an establishment that are open to, or customarily used by, the general public, including but not limited to elevators, restrooms, lobbies, reception areas, hallways, waiting rooms, and other common areas in apartment buildings, condominiums,trailer parks, retirement facilities, nursing homes and other multiple-unit residential facilities. A private residence, only when in use as a childcare, adult daycare, or healthcare facility. A Private Club is not a public place unless it is being used for a function,to which the general public is invited. 10. "Recreational Facility" means indoor or outdoor sports pavilions, stadiums, gymnasiums, health spas, boxing arenas, swimming pools, roller and ice rinks, bowling alleys, 3 fairgrounds, skate parks, soccer fields, ball fields,playgrounds and other venues similar to those listed above where members of the general public assemble either to engage in physical exercise, participate in athletic competition, or witness sports or other events, including all the spectator stands for such events. Recreational Facility shall not include the outdoor parking lots of said facilities; however, smoking in said parking lots remains subject to the smoke free perimeter requirements set forth in Section 7 hereunder. 11. "Restaurant" means any coffee shop, cafeteria, sandwich stand, open food stand, private and public school cafeteria, and any other eating establishment which gives or offers food to the public, guests, or employees, as well as kitchens in which food is prepared on the premises for serving elsewhere, including catering facilities, except that the term "restaurant" shall not include a cocktail lounge or tavern if said cocktail lounge or tavern is a"bar" as defined in Section 2 (1). A facility shall conclusively be considered to be a"restaurant" for the purposes of this ordinance, regardless of the category of liquor license under which that facility operates, if such facility: (a) serves malt, vinous, and/or spirituous liquors; and (b) includes a restaurant, as defined by C.R.S. 12-47-103(30), or operates a kitchen used for preparing meals, as defined by C.R.S. 12-47-103(20). As used in this Ordinance,the term Restaurant shall include any outdoor seating or serving areas within the exterior walls, fences or otherwise defined limits of said Restaurant. 12. "Retail Tobacco Store" means a retail store utilized primarily for the sale of tobacco products and accessories and in which the sale of other products is merely incidental. 13. "Service Line" means any indoor and outdoor line at which one(1) or more persons are waiting for or receiving service of any kind, whether or not such service involves the exchange of money, including but not limited to, movie ticket lines,theatre lines, concert lines, sporting events lines, food vendor lines, lift ticket lines, and chair lift/gondola lines. For purposes of this Ordinance, the term Service Line as it relates to chair lift/gondola lines shall include both the line to embark on a chair lift/gondola and the time spent riding the chair lift/gondola until disembarking. 14. "Smoking" means inhaling, exhaling, burning or carrying any lighted cigar, cigarette,pipe, or other lighted plant or combustible substance in any manner or in any form. 15. "Smoke-free"means that an establishment, facility or the premises controlled by said establishment or facility has been declared to be a place in which smoking is prohibited, whether by the terms of this Ordinance or by the owner or operator of said establishment or facility. 3. Application of Ordinance to County-Owned Facilities A. All facilities including buildings and vehicles owned by the County of Eagle shall be subject to the provisions of this Ordinance. No person shall smoke in any motor vehicle owned or operated by Eagle County; in any public meeting room or during any public meeting held in any building owned or operated by Eagle County; or in any entrance way, 4 steps,porticos, or other area adjacent to, but which is on the exterior of, a building owned or operated by Eagle County except as set forth herein or as otherwise designated as an allowed outside smoking area by the County Administrator. B. Upon its effective date, this ordinance shall supersede and replace Ordinance No. 92-01 —An Ordinance Regulating Smoking in Certain Public Areas Owned or Operated by Eagle County, and in County vehicles. 4. Prohibition of Smoking in Public Places Smoking shall be prohibited in all public places within the unincorporated territory of Eagle County, except as otherwise expressly permitted under this Ordinance. 5. Prohibition of Smoking in Places of Employment A. Smoking shall be prohibited in all enclosed facilities within places of employment, without exception. This includes common work areas, auditoriums, classrooms, conference and meeting rooms, private offices, elevators, covered parking garages, hallways, medical facilities, clinics, cafeterias, employee lounges, stairs, restrooms, and all other enclosed facilities. B. This prohibition on smoking shall be communicated to all existing employees by the effective date of this Ordinance and to all prospective employees upon their application for employment. 6. Prohibition of Smoking in Service Lines Smoking shall be prohibited in all indoor and outdoor Service Lines as defined herein. Smoking shall not occur within twenty-five (25) feet of any Service Line. 7. Prohibition of Smoking at Recreational Facilities Smoking shall be prohibited in all indoor and outdoor Recreational Facilities as defined herein. Smoking shall not occur within twenty-five (25) feet of any Recreational Facility. 8. Prohibition of Smoking at Outdoor Seating Areas Smoking shall be prohibited within the exterior walls, fences or otherwise defined limits of an outdoor seating or serving area of a Restaurant or Bar. Smoking shall not occur within twenty-five(25) feet of any outdoor seating or serving area of a Restaurant of Bar. 9. Smoke-free Perimeter Smoking shall not occur within twenty-five (25) feet outside of an entrance, passageway, operable window, ventilation system or other opening of an enclosed smoke free area to ensure 5 that tobacco smoke does not enter the area through entrances, windows, ventilation systems or any other means. 10. Where smoking is not regulated A. Notwithstanding any other provision of this Ordinance to the contrary,the following areas shall be exempt: 1. Private residences, except when used as a childcare, adult care or healthcare facility. 2. Hotel and motel rooms that are rented to guests and are designated as smoking rooms; provided, however, that not more than ten percent(10%) of rooms rented to guests in a hotel or motel may be so designated. All smoking rooms on the same floor must be contiguous and smoke from these rooms must not infiltrate into areas where smoking is prohibited under the provisions of this Ordinance. The status of rooms as smoking or nonsmoking may not be changed, except to add additional nonsmoking rooms. Employees of such establishments must be notified in the hiring process that the establishment is not a smoke-free place of employment. 3. Retail tobacco stores,provided that smoke from these places does not infiltrate into areas where smoking is prohibited under the provisions of the Ordinance and provided that employees of such establishments are notified in the hiring process that the establishment is not a smoke-free place of employment. 4. Outdoor areas of places of employment except those covered in Sections six(6)and seven (7) of this Ordinance. 5. Private Clubs that have no employees, except when being used for a function to which the general public is invited. 6. Outdoor, uncovered parking garages meeting the perimeter requirements of Sections six(6)through nine (9) of this Ordinance. 7. Performers smoking as part of a stage production at a facility primarily used for exhibiting drama performances. B. Notwithstanding any other provision of this section, any owner, operator, manager or other person who controls any establishment described in this section may declare the entire establishment, facility, or grounds as smoke-free. 11. Posting of Signs Signs indicating that smoking is prohibited, or the international "No Smoking" symbol (consisting of a pictorial representation of a burning cigarette enclosed in a circle with a bar across it) shall be clearly and conspicuously posted in every building or other areas where 6 smoking is prohibited by this Ordinance, by the owner, operator, manager or other person having control of such building or other area. 12. Enforcement A. Enforcement of this Ordinance shall be implemented by the Eagle County Sheriffs Office and the Eagle County Department of Environmental Health, or their designees. B. Any person who desires to register a complaint under this chapter may initiate enforcement with the Eagle County Sheriffs Office or the Eagle County Department of Environmental Health. C. The Eagle County Sheriff s Office and the Eagle County Environmental Health Department or their designees may inspect for compliance of this Ordinance while an establishment is undergoing otherwise mandated inspections. D. Any owner, manager, operator or employee of any establishment regulated by this Ordinance shall inform persons violating this Ordinance of the appropriate provisions thereof and request their compliance. E. Notwithstanding any other provision of this Ordinance, a private citizen may bring legal action to enforce this Ordinance. 13. Retaliation Prohibited No person or employer shall discharge, refuse to hire or retaliate in any manner against any employee, applicant for employment, or customer because such employee, applicant, or customer exercises any rights afforded by this Ordinance or reports or attempts to prosecute a violation of this Ordinance. 14. Violations and Penalties A. It shall be unlawful for any person who owns, manages, operates, or otherwise controls the use of any premises subject to regulation under this Ordinance to allow or condone smoking in a prohibited location within such premises, or otherwise fail to comply with any of these provisions. B. It shall be unlawful for any person to smoke in any area where smoking is prohibited by the provisions of this Ordinance. C. Any person who owns, manages, operates, or otherwise controls the use of any premises or any other person who violates any provision of this Ordinance shall be guilty of a class 2 petty offense,punishable by: 1. A fine not exceeding one hundred dollars ($100) for a first violation. 7 2. A fine not exceeding two hundred dollars ($200) for a second violation. 3. A fine not exceeding five hundred dollars($500) for each additional violation of this Ordinance. 4. The penalty assessment procedure provided in Section 16-2-201, C.R.S., 1973 may be followed in enforcing the provisions of this Ordinance. All fines shall be paid into the treasury of Eagle County. D. Violation ofthis Ordinance is hereby declared to be a public nuisance, which may be abated by Eagle County by restraining order, preliminary and permanent injunction, or other means provided for by law, and the County may take action to recover the costs of the nuisance abatement. E. Each day of continuing violation shall be deemed to be a separate violation. F. Notwithstanding any other provision of this Ordinance, an employee or private citizen may bring legal action to enforce this Ordinance. 15. Public Education Eagle County may engage in a continuing program to explain and clarify the purposes and requirements of this ordinance to citizens affected by it, and to guide owners, operators and managers in their compliance with it. Such program may include publication of a brochure for affected businesses and individuals explaining the provisions of this ordinance. However,the provision of such an educational program shall not be a prereyuisite to the applicability of the terms and conditions herein. 16. Other Applicable Laws This Ordinance shall not be interpreted or construed to permit smoking where it is otherwise restricted by other applicable laws. 17. Liberal Construction This Ordinance shall be liberally construed so as to further its purposes. 18. Severability If any provision, clause, sentence or paragraph of this Ordinance or the application thereof to any person or circumstances shall be held invalid, such invalidity shall not affect the other provisions of this Ordinance which can be given effect without the invalid provision or application, and to this end the provisions of this Ordinance are declared to be severable. 19. Effective Date This Ordinance shall be effective sixty (60) days from and after the date of its adoption. 8 � Introduced,First Read and Set for Public Hearing on the 6th day of December, 2005. Ordinance and Notice of Public Hearing published in the Eagle Valley Enterprise on the 22"a and 29th day of December, 2005. Approved and Adopted upon Second Reading and after public hearing on the lOth day of January, 2006. Published after adoption in the Eagle Valley Enterprise on the 19th day January, 2006. MOVED,READ AND ADOPTED by the Board of County Commissioners of the County of Eagle, State of Colorado, at its regular meeting held the 10`h day of January, 2006. COUNTY OF EAGLE, STATE OF COLORADO, by and through its ATTEST: BOARD OF COUNTY COMMISSIONERS By: Clerk to the Board of Arn M. Menconi County Commissioners Chairman Peter F. Runyon Commissioner Tom C. Stone Commissioner G:\BRYAN�misc\smoking ban drafr.doc 9 Meryl Jacobs From: Pam Brandmeyer Sent: Wednesday, October 02, 2013 12:40 PM To: Meryl Jacobs Subject: FW: County Revenue for Marijuana Attachments: CFC-Amendment-64-Study-final2 (1).pdf You know where THIS goes. . . From: Buddy&Bonnie Sims [mailto:tlsimsCa>centurylink.netl Sent: Wednesday, October 02, 2013 11:32 AM To: Montag Keith; Bruce Chapman,; John Lewis, Subject: County Revenue for Marijuana Keith, Bruce, &John, Didn't know if you ever saw this Study by CSU? But the revenue the County is counting on from pot is not going to be there. We know with the ballot pot taxes failing there will also be no state monies for schools, educational, or management. Can you believe the 2 lawyers in Denver that wrote Amendment 64 have now teamed with CO AG Suthers and the Denver Chamber of Commerce to defeat Prop AA pot taxes? v/r, Buddy i co�o��o a C E N T E R C�olora+do S�Obe Liniv ' � The �iscal I m ct of Amendment 64 p� on State F�evenues April 24, 2013 Prepared by: Charles Brawn Phyllis Res�idc Director Lead Eoonomist Colorado Futures Center Colorado Futures C+�nter � � i � � www.00lostate.edul ooloradafutures 9urrunary Colorado votersapproved Amendment 64 in November 2012,legaliang the production,sale and use of adult recxeational marijuana under Gblorado law. 9nce then,various mechanisms of state government have beer�looking at how to implement the amendment, induding how best to regulate and tax the sale of recreational marijuana. The Cblorado General ! ��s�C�Y.bint �lec�Committee on the Implementation of Amendment 64 reoently handed down legislation that indudesthe following proposed taxes related to Amendment 64: • An exase tax levy of 15%of the wholesale value of marijuana; • Aspeaal salestaxof 15%onther�tail saleof marijuana;and • 6ctenson oftheY�Y ebsting2.9%general salestaxto salesof marijuana�d marijuana products. The Colorado FuturesCenter at(blorado�ate University s�ught to provide a dear-eyed and unbiased analyss of the fiscal impac�of the proposed Amendment 64 tax measures as part of a broader commitment to look holistically at the sustainability of/�r�r d Y state budget.This paper witl address the following key findings: 1. The adutt rea�eatia�al marijuarra market in Colorado will be$605.7 million and taxation af that marke�t will bring an additional$130.1 M illion in state tax revenue in fiscal year 2014 15.'�2 2. The 15%wholesale exase tax aeated b�y the amendment will not reach the goal af$40 M illion for sd�ool oor�struc�ion as stipulated in the ballat language appraved by vaters 3. The high water mark for marijuana tax revenue is likely to be in the first few post-legalization yearswith revenue flattening or dedining thereafter. 4. Marijuana ta�c revenues may not o�ver the ina�emerrtal state e�enditures related to legaliration. 5. Marijuarra tax re�renueswitl not dase/�ri�i d�stnidural txKiget gap. ', j I i � I I � I E �This aznount dces not indude sales taoc revenue from the sale of marijuana paraphernalia but does indude consumables such as baked goods. It also does not a000unt for the effect of local sales ta�ces on coruumption and the prioe of marijuana or the offsetting loss in state rewenue from dedining medical marijuana sales as medic�patientstranstion to the adult reaeational marijuana market. ZTheserevenueestimatesoorriefromamodelCf�builttoestimatetherevenuepoterrtialofmarijuanat�cation. Themodelwaspopulated with what we belie�ne are the most likely assumptionsconoerning cost,consumer behavior and taoc rates. Fbwever,others may hold different assumptions. To allow for changesto the assumptions,the model is available on our website,www.colostate.edu/ooloradofutures,in an interadive form for usersto assessthe revenue impad under different assumptionsthan those used for this study. Colorado Futures Center Amendment 64 Analysis �9e I � � Badcg�ound Amendment 64, legaliang adult rea�eational marijuanafor Coloradans21 yearsand over,waspassed by Colorado voters in November 2012. In Deoember 2012, Governor.bhn Fidcenlooper created a taslc foroe charged with making reo�mmendations conoerning the regulatory and ta�dng environment for this new industry. In February 2013,the taslc force reported to the governor a series of 58 reoommendations,a copy of which is available at www.colorado.qov/ans/formsldor- t ax/A64TaskForoeR nal F�port.pdf. The�bernatorial taslc force recommended two separate and distind taxesfor mariju�a,which are now being considered by the General Assembly. The first isa 15%exase tax imposed at the point of transadion between marijuana cultivatorsand production facilitiesor re�t�l stores. Thistaxwas proposed in the original language of the amendment, but sinoe theta�dng language in Amendment 64 was not TA�OFtcompliant,the exa9e tax must be resubmitted for approval by the voters. The I�guage of the amendment dedicatesthe first$40 million of prooeedsfrom the exase taxto the Building 6coellent S�hoolsToday(B�program for school capital oonstruction. In addition to the exase tax,the taslc foroe reoommended that voters be aslced to approve a speaal salestaxof upto 25%imposed at the point of retail for marijuana productsand paraphernalia. Aselect oommittee of the legislature lowered the speaal salestax cap to15%and reoommended a mechanism for the pro�sto be shared with localities.Cities or countiesthat prohibit marijuana lioenseeswould not be eligible for a share of prooeedsfrom the speaal sales tax. Fnally, under the current tax code,the sale of marijuana produds and paraphernalia will be subject to the 2.9%e�asting state salestax as well as loc�l salestaxeswithout a vote of the people. A separate reoommendation of the legislative select committee directed that all prooeedsfrom the taxation and fee,s on marijuana transadions be deposited into a newly formed marijuana c�sh fund for the purposes of regulating the industry. CUrrently,the General Assembly is oonsidering the oommittee recommendations,and assuming the tax reoommendationswill not be amended,we estimated the revenue potential of the proposed taxes as currently proposed. Colorado Futures Center Amendment 64 Analysis Page� 2 i�evenue Patential of the Proposed Marijuana Taxes Estimating the revenue potential of propo9ed marijuana taxes is a four step prooess. Building on previously published methodologies3,the Cblorado Futures(�nter model estimatespost-legalization demand for marijuana,the wholesale cost and retail prioe,the price induced changes in oonsumption behavior likely to result from a decision to legaliae,and ultimately the tax revenue that will re�alt from ; legaliration. Estimations of tax revenue are heavily influenoed by assumptions about demand for and the wholesale and retail prioes of marijuana. Assumptions used in the/§■(�'�Y model,along with the ration�e for each,are detailed in the sedions below. However,to allow for changesto the assumptions,the model is available on our webste,www.colostate.edu/coloradofutures,in an interactive form for usersto assessthe revenue impac#under other assumptions. • S1�ONE Estimate Demand for A�dult Mariivana(not indudinq consumables) The demand for adult marijuana isdependent on the number of consumers and the amount consumed per user. Under Colorado law,the purchase of adult recxeational marijuana will be legal for anyone 21 yearsold and over. The current reoommendation from the legislaturewould not limit acoessto (bloradans, making the purchase of marijuana legal for those 21 and over regardless of their plaoe of residenoe. Thisextension to non-Coloradans makesthe estimation of demand more complicated. While there are data by state on the rate of marijuana usage, it is difficult to determine the extent of the demand for marijuanathat will comefrom non-Coloradans. In addition,while illegal,it islikelythat marijuana will be purchased and transferred to those under the age of 21. 9noe there is no reliable data on the probable extent of marijuana tourism and illegal transfersto minors,these adivities�e not a000unted for in the/s■C�'r�Y model,so our estimates may be understated to some extent. The most reliable data on marijuana usage oomesfrom the National 9�rvey on Drug Use and Health.4 The latest survey data from 2010-11 report shares of the population, by age cohort,that have used marijuana in the previousyear. For those years,the survey reportsthe following usage ratesfor Colorado: • 41.29%in the age oohort 18❑25 • 11.54°/ain the age cohort 26 and above To establish our estimate for the number of Cbloradans using marijuana in 2014,the first year of legalization,we applied the usage ratesfrom the survey to the Colorado gate Demogaphy h�� 2014 forerast for population in those age cohorts. To adjust the 18 025 cohort to the 21-and-over oohort that is legally able to purchase marijuana,we asaamed that the usage wasevenly distributed and used a straight line approach. Initially we estimate that 554,710 Coloradanswill use marijuana in 2014. 9nce this estimate is based on survey data conoerning a topic that is both illegal and may carry a soaal stigma,we assume that us�ge is underreported in the survey. gudiessugg�st that the range of underreporting may be anywhere between 0%and 40°/n Consistent with the//[t��analyss,we assume an underreporting rate of 20°/n Adjusting our estimate of usersfor underreporting,we forecast that 665,652 Coloradanswill use tegal mariju�a in 2014. However,as of February 2013, 108,951 33�e for example the(blorado G�nter on Law and PoIiAr(oC1P�at http://www.cdqo�dine.ordpostfiles/arnendment 64 analvsis final.pdf 4http://www.sarnhsa.qov/data�N�IJW 2k113ate/N�UHsaeT0C2011.htm ColoradoFuturesCenterAmendment64Analysis Page� 3 Coloradansheld medical marijuana cards.Again,consistent with the OC1.Panalysis,we assumed that � � 79%of those currently purchasing medical marijuana will migrate to the adult recreational marijuana market with the remainder continuing to aooess marijuana through medical marijuana establishments. Aocounting for this adjustment,we estimate that the market for legal marijuana to be 642,772 Coloradans Fnally,we assumed a per person per year usage rate of 3.53 ounc�es,ag�n consistent with the oQ.Panalysis. This resufts in a pre-legalization estimate aF demand for marijuana of 2,268,985 our�oes annually. There are threatsto thisestimate. Two that are mentioned above❑marijuana tourism and the purchase of marijuana to be illegally transFerred to those under the age of 21 ❑make our estimate of use somewhat o�nservative. If either or both of those effeds occur,demand will be higher than we estimate. Our estimate of demand also does not a000unt for changes in behavior due to legaliz�tion. There are likely to be offsetting effeds of those attraded to marijuana or indined to oonsume larger quantities ber,ause it is now legal and those who lose interest in marijuana now that the�adri��s■ 3r`'j�sped of marijuana use iseliminated. We impliatly assume that those effectsoffse�. • ST�TWQ Estimate the f� LeQaliration Wholesale and F�tail Ptioes The next component neoessary to estimate the siae of the legal marijuana market,and thusthe tax revenue potential, isthe prioe of marijuana. �use of the differing strudure of the proposed exase and speaal salestaxes, both the wholesale and retail prioes of marijuana are relevant. 9nce growing marijuana isfederally illegal and continuesto be illeg� in most states,there isscant data on the cost strudure of a grow operation. However, in 2010 researchersat the R�nd Institute estimated a range on the cost of gowing marijuana in C�lifornia. lheir estimatesvary widely❑from de minimisto a top estimate of$400/Ib for a grow operation that uses a 1500 square-foot home asthe location of the cultivation.s Inflating wo.��Y high end 2010 estimate of$400/Ib with a produoer prioe indexfor�for all farm productsfrom a m��Y Eoonomy.com,weestimatethat marijuanawill oost$592/Ibto grow in 2014. In our model we used a rounded assumption of$600/Ib to grow marijuana. Building from wholesale cost to retail price requires acoounting for exase taxes,distribution costs,and various markups along the supply chai n. After a000urrting for all of the additionsto wholesale aost,we estimate the post legalization, pre salestax retail priae of marijuana to be$2,509/Ib or$157/o¢. After applying the reoommended salestaxes�we estimate that the retail prioe for marijuarra will be $2,959/Ib or$185/a¢. A�ain,the retail prioe calculation is extremely senstive to the assumptions made for all adjustments along the supply chain aswell asto the cultivation(wholesale)oost of marijuana. The table below showsour calculationsfrom cultivation oost to retail price,along with the basisfor our ass�amptions. Userswishing to vary some of these ass�amptions may do so on our interactive model at www.colostate.edu/coloradofutures 5 http://www.rand.ordmntent/darrUrarxi/pubslworkinq papers/2010✓R4ND WFa64.odfand http://www.r�d.ordcontent/darn/randJaubs/oocasional aaoers/201Q�fZ4ND oP315.odf C�lorado Futures Center Amendment 64 Analysis Page� 4 Table 1. C�Iculationsfrom CLltivation Cbst to F�tail FYice Value(all per Ib. �' Cost Item unless natec� Basisfor Ass�rnption Wholesale Cost,per Ib. $600 Rand 3udy,adjusted for inflation Exase Tax at 15% $ 90 Amendment 64 OQPstudy,based on similar agricultural Pl�oducer Markup F�ite at 25% $183 product markups Distribution Cbst, per Ib. $ 40 oQ.Passumption, based on Rand analysis Middle estimate between OCLPanalysisand numerous marijuana blogs. Also a000untsfor overhead costsassoaated with operating F�ttailer Markup F�te at 175% $1,597 marijuana retail establishments. F�tail R�ioe, per Ib/oz (before $2,509/Ib. salestax) $157/oz S�led Cbmmittee reoommendation for �eaal�les Tax at 15% $ 376 ma�6mum rate 3ate�lestaxat2.9% $ 73 F�tail FYice, per Ib.(after sales tax) $2,959/I b. F�tail R-ice, per oz (after sales tax) $185/oz • ST�THR� Estimate Pl�ice Induoed Cbnsumption Chanqes and the Fbst Leqalization Demand for Adult Mariivana Assuming high end estimatesfor the cost of cultivation and retailer markupson marijuana and acoounting for the tax burden,we forec�t the post legalization price of$185/ozto be lower than current bladc market prioes in(blorado. The best source for prioesfor bladc mark�t marijuana in a Cblorado isthe cxowdsourang website The Pl�ioe of Weeds which reported,as of April 10,2013,that the average prioe of an ounoe of marijuana of all qualitieswas$206. Aswith most other goods,a reduction in the prioe results in an incxease in the quantity demanded. We e�the same to be true for marijuana. The relationship between price and quantity of goods oonsumed is charaderi�ed by the elastiaty of demand. Bastiatities measure the peroent change in quantity demanded that resultsfrom a 1%change => in the price of a good. The best estimate for the elastidty of demand for marijuana oomesfrom the researchersat the F�nd Institute'who estimate that marijuana has a prioe elastiaty of demand of-0.54. The interpretation of this measure isthat a 1%decrease in the prioe of marijuana results in a 0.54% inaease in quantity demanded. Applying this measure to our forecast 10%decxease in the prioe of marijuana after legalization,we e�a 6%inaease in quantity demanded, ultimately re.gulting in a post legalization demand for marijuana(rat induc�ng aa�sunable�of 2,394,428 ourx�es 6 httP://www.Drfaeoiweed.00m/ �Wlmer et al 2010 pg.23 at http://www.rand.org�oontent/dam/rand/pubs�oa�sional�apersl2010/RAND OP315.pdf Colorado Futures Center Amendment 64 Analysis Page� 5 • ST�FOUR C'alculateTaxF�venue Under the proposed tax measures, and assuming approval by the voters,all marijuana and marijuana related purchase,swill be subjed to the exase,speaal sales and e�asting state salestax While we do not have good data on the sales of marijuana paraphernalia,we can use the model above and other research to estimate the tax revenue potential from all other marijuana purchases, induding consumables such as baked goods. A000rding to the investor relationswebsite for Medical Marijuana Inc.B,consumable(or edible) marijuanaaocountsfor38%ofthetotalmarketformedicalmarijuana. Assumingthatthesharewill remain the same for reaeational marijuana,we can impute the siae of the total market for all marijuana, induding consumables, by knowing that the non-edible purchases,estimated above,a000unt for 62%of the total market. �that calculation, and assuming the demand and cost strudure outlined above,the total dollar value of the retail and wholesale marketsfor adult marijuana are estimated to be $605.7 Million and$144.8 Million, respectively. Applyingthe 15%taxat wholesale,the 2.9%state sales tax at retail and the proposed speaal sales tax at retail of 15%yields the following tax revenue estimates for 201415,the first fiscal year of adult marijuana: • A 15%exase tax imposed at the poirrt aF cultivation will yield$21.7 Million • Aspeaal salestax af 15%will yield$90.9 Million � • The e�dsting state salestax af 2.9%will yield$17.6 M illion 8 http�//www medicalmariiu�ainc.00m/indexohdpress/22-oress-releases�2012-ares�releases/107-medical-mariivana-inaportfolio- comp�v-red-dioe-holdi rx�s-sces-cont inued-brand-reoomit ion-wit h-oo-based-dibe-el ibrs ColoradoFuturesCenterAmendment64Analysis Page� g Conduding Thou�ts What will Marijuana Taxation Mean for the�ate Biudc�et? In November 2013,Colorado voterswill be aslced to approve taxes related to this new industry. Passage of the tax measureswould result in approbmately$130.1 Million in additional state revenue in FY2014 15(induding the$17.6 Million estimated to be generated by the e�asting state salestax). What will these new revenues mean for the fiscal position of the state? • IMPACT:The 15%6cdseTaxwill not Yield$40 Million for the Buildinq Exoellent S�hoolsTodav ��Proqram The language of Amendment 64 dedicated the first $40 Million in revenue from the m�ijuana wholesale exase taxto the BEST program. Although the exase tax rate will nced to be submitted to the voters,the 2013 ballot language is likely to comport with the language of Amendment 64 and dedicate the first$40 Million to school construdion. Consistent with Amendment 64,the exase tax likely will be strudured as 15%of the wholesale cost of marijuana. In the current vertically integated system for medical marijuana,with few or no�Y- length transac�ions between cultivator and seller, it isdifficult to asoertain the whol�e cost of marijuana. Our assumption of$600/Ib. based on estimatesbythe Rand Institute and adjusted for inflation results in our$21.7 million estimate for the revenue patential fran the exci�se tax,which falls significarrtly short o�F'the targe�t of$40 Million for sdiool oautnx;tion. In order to generate$40 Million �' for the BE�Tprogram,the cost to grow a pound of marijuanawould need to be in the range of $1,100/Ib.,a level almost two timesthe F�and estimate adjusted for inflation and onewhich risksraising the retail prioe of marijuana to a level that would encourage the oontinuation of a bladc market. • IMPAGT: F�venue Likelvto be HiQhest in Earlv Yearswith F�venue Aattenina or DedininQ in 3absequent Y�rs �; While this study did not model beyond the first full year after legalization,our preliminary analysis sugg�tsthat the high water mark for marijuana tax revenueswill be in the years just following legalization. lhiswill bethe result of oore and interrelated eoonomicand behavioral phenomena induding: • Incx�sed oompetition in the cultivation(wholesale)and retail marke#sfor marijuana which will drive effiaenaes and erode margins in the industry. Ascompetition foroesgrowersand sellers to be more effiaent, mazginswill erode and both wholesale oost and retail prioeswill for�to fall. Without offsetting increases in consumption,falling prioes result in lower tax revenue. • Adedine in the rate of growth of oonsumption asthe d5o�:�actor erodes over time and any marijuana tourism beginsto dedine, particularly if other statesfollow Colorado and Washington and legaliae marijuana. Oneway to stabili�e revenue in an environment of falling o�st and price isfor consumption increasesto be suffiaent to offset the lower prices. However,our e�ation isthat after an initial post legalization period of intense interest and curiosity, consumption gowth rateswill stabili�e or even perhaps dedine as has been the c�se with agarette consumption. Colorado Futures Center Amendment 64 Analysis Page� 7 • IMPAGT Mariivana F�lated F�venues Mav Not Cover Inaemental 3ate Emer�ditures F�lated to Leaalization While it was outside the scope of our study to estimate the e�enditure implicationsof legaliaed marijuana,we recogniae that the recommended regulatory struc�ure, public health and safety initiatives,human servioes responsibilities,and potential law enforoement needswill plaoe a demand on the��Y budget. The General ! YYs�L'�Y.bint 3�lect Committee also recogniaed this and made a reoommendation that all marijuana related revenues be deposited into a marijuana c�sh fund dedicated to funding the regulatory fundion in the Department of F�venue. In reoognition that the c�sh fund may be insuffiaent to support the regulatory fundion,the oommittee reoommended a generat fund supplement for marijuana enforoement with an e�ec�ation that it will be reimbursedinthefuture. Thisstrudureraisessomequestionsandconcerns • Will the revenuesfrom marijuana,either in the e�arly y�rs or asthe industry matures,ever be suffiaent to fund the regulatory structure and other state e�enditure needs? • If not,what will bethe longer term mechanism for funding the required regulation, making any r neoessary reimbursementsto the General Fund, and funding the other public h�lth, public safe#y and human servioe initiatives recommended by theAmendment 64 Task Force? t These questions are of even more conoern in light of our e�ation that the most produdive marijuana tax revenue yearswill be the years just after legalization. • IMPAGT: Mariivana Tax F�venueswill not Oose/�r�dl 3rudural Budqet Gap /�r�r d� long term general fund strudural gap iswell documented in previouswork done by the staff of the Colorado Futures Center at C�.1. One condusion from our workwasthat raising sin taues, particularly those on agarettes and toba000,will not dose the structural budget gap. We have every reason to believe that the same istrue for marijuana. After meeting the obligatiaisfor�Tand funding the regulatory and ather public health and safe�tyy budget demarxls, revenue from marijuana taxes will aorrtribute little or nothing to the��general fund. While taxes from marijuana will contribute to school capital oonstrudion needs and may cover the inaemental costsass�aated with legalization,they will not contribute in any significant way to solving the structural gap developing in the state budget. Colorado Futures Center Amendinent 64 Analysis Page� g Meryl Jacobs From: Pam Brandmeyer Sent: Monday, October 07, 2013 10:54 AM To: Meryl Jacobs Subject: FW: Battle to Save Eagle County Government from Itself! Attachments: 5 Oct Ltr to Owners.PDF Collective Council e-mail. . . _ _ From: Buddy& Bonnie Sims [mailto:tlsimsCa�centurylink.net] Sent: Sunday, October 06, 2013 9:34 AM To: Ticer Bob; Dwight Henninger; White Jim; Duran Richard; Gorman Tom; Avon Town Council; Council Dist List; Patty McKenny; Hoy Jce; McWilliams Mike; Lamb Brad; Fred Morrison,; Chief Christopher Montera,; Bauer Karl; Sarah Braucht; Steve Carver,; Shroll Jeff; Pam Brandmeyer; Ludwig Jennifer; Gallegos Lana; Egger Virginia; Marchetti Ken; Mark Miller; Dave Vroman,; Mike Vaughan; Dyet Brian; Roach Barbra; Merrill Kevin; McLaughlin Roger; Knotts Greg Subject: Battle to Save Eagle County Government from Itself! T0: Police, EMS, Ambulance Chiefs & Boards,Town Managers & Councils, County Health Div., and Fire Chiefs in Eagte County, Ref: Attached letter to Second Homeowners FYI After the Oct 29 BoCC meeting when the Land Use Regulation-4476 passes, it will be to late to stop recreational marijuana establishments in unincorporated Eagle County. This will be the last chance to change public opinion and the minds of our County Commissioners to "opt out" of pot in this County. We request you ask your friends and neighbors who do not approve of pot in our neighbors to attend the BoCC meeting on Oct 29 at 10:00 am or contact Commissioners to help stop this madness about to take over our County in 2014. And f urther,to vote No on PROP AA"to defund the State marijuana taxes that will start this pot program in all counties and towns that have not opted out. Thank you, Buddy Sims Edwards PS Please pass this note to others. � � Oct 5, 2013 Eagle County Second Homeowners: I ( This letter is to notify second homeowners of a Land Use Regulation (LUR)-4476 that will be passed by iour Board of County Commissione�s (BoCC) on Oct 29, 2013 at 10:00 am at the Eagle County Govemment Buiiding. This LUR will approve Retail Marijuana Establishments for unincorporated Eagle County, that is Eagle-Vail, Edwards, Dotsero, & EI Jebel. The new state laws define these new businesses as a Retail Manjuana Store, a Marijuana Products Facility, a Manjuana Cuttivation Facility, and a Marijuana Testing Facility. After Jan 1, 2014, numerous retail marijuana stores will be selling 114 ounce of marijuana (about 40 joints) to anyone over 21 years old producing a passpdrt or out-of-state driver's license. There are 22,679 out of state Eagle County Property Tax Account Record addresses that include an estimated 16,000 second homeowners owning one or more properties. Most out-of-state owners are not eligible to vote in elections. Of the over 52,000 residents you are a huge non-voting percentage; however, your opinion to the BoCC does count as a vote. Last Nov 2012, 14,603 county residents voted for retail marijuana and 7,307 voted against pot in our county. This vote will affect your vacation home. We request you fax, call, e-mail,write letters to the BoCC, Vail Daily Newspaper or attend the BoCC meeting to protest the passage of this �UR-4476 Zoning Regulation. Vail and Beaver Creek Resorts will become the first ski resorts in the world in close pro�timity where legal recreational marijuana can be sold to the public. Our families did not move to the Valley to live next to drug dealers in our neighborhoods. We attended the Eagle County Planning Commission (ECPC) meeting on Oct 2, 2013 where they moved the Marijuana Cultivation Facilities to agriculture land but added Marijuana Social Clubs to the LUR so pot smokers would have a place to legally smoke. The ECPC, in public, estimated over 300,000 pot smoking tourists the first winter and over 5337,000 in revenue for the county. Further, it was estimated this will add around 2,000 pot smoking tourisls per day on our county roads and ski lifts. It is against both State and Federal taw to smoke pot in public, on ski lifts, in moving vehicles, on Federal land, or in County Buildings. If no adion is taken by second homeowners to help tum this disaster around, then expect these drug dealers ta influence your lives forever. At this time, the only chance to stop this madness is to change the public opinion in our Valley and the minds of our three County Commissioners before Oct 29, 2013. Addresses follow for yo�r consideration. We request your support before Oct 29th. Eagle County Commiss�oners at e-mail ea�leadmin(�eaalecountv.us with info to County Planning at scot.hunn�eaglecountv.us or Phone: 970-328-8605 or Fax: 970-328-8629 or Snail Mail: Commissioners, PO Box 850, 500 B�oadway, Eagle, CO 81631-0850 and Vail Daily Newspaper at newsroom�vaildailv.com or Letters to Editor:drogersCd2vaildailv.com or Snail Mail: PO Box 81, Vail, CO 8165$. � � - , � � .. �,c z �,::� �.{�:.�-�-�.. �G`t�� '�G1-�7�L�--- Sincerely, Barbara Allen Buddy Sims Edwards, CO 81632 Meryl Jacobs From: Pam Brandmeyer � Sent: Tuesday, October 08, 2013 10:33 AM � To: Meryl Jacobs I Subject: FW: Retail Marijuana Stores i Attachments: Weisser Letter 30 Aug 13 to BoCC.PDF; 1 CCR 212-2 (2) Permanent.pdf . Collective Council e-mail. . . � From: Buddy& Bonnie Sims [mailto:tlsimsC�centurylink.netl � � Sent: Tuesday, October 08, 2013 10:10 AM To: board@evlt.org; kara@evlt.org; Tom Edwards, Cc: Allen Barbara; Shroll Jeff; Steve Carver,; White Jim; Pam Brandmeyer; Patty McKenny Subject: Retail Marijuana Stores EVLT& OSAC, Attached is a letter from Mr. Weisser to the Eagle County Planning Commission concerning Land Use Regulation-4476 on pot. Last week the ECPC, zoned Marijuana Cultivation Facilities (grow farms)from out of our unincorporated towns to agricultural lands in Eagle County. In his letter, you will note that he has 8 medical marijuana stores and 8 grow operations in Colorado. There just happens to be a new state law that says the new retail marijuana stores coming to Eagle County after Jan 1, 2014 have to grow 70%of the pot they sell. FYI see attached 1 CCR 212-2, R 402—Retail Marijuana Sales: General Limitations or Prohibited Acts, on page 48. But they can purchase up to 30%of the pot they sell from other Cultivation facilities. This means that every new retail marijuana store coming to our County after Jan 1, 2014 will need to lease or buy agricultural land that will be used to grow pot for their own stores. I can only assume that these new agricultural businesses will be a thorn in the side of any Open Space or Land Trust deals in the future. These new retail owners have a lot of cash to spend as the Federal Controlled Substance Act says they cannot have bank accounts or use credit cards in daily operations. To prove my point in Aspen (Pitkin County), someone has obtained 38 acres in that County and is getting approval this month from the Pitkin BoCC for two (2) 20,000 sq. ft. marijuana grow operation buildings (Cultivation Facilities) on agricultural land. The new state laws also say they have to have security due to the possible thief of retail pot valued by the state at$257.80 per ounce including 27.9%taxes. 1 � � � f � } It's never too late to take action, but your last chance will be at Tuesday, Oct 29, 10:00 am, at the Eagle County � BoCC when they will � � approve LUR-4476 on pot. Recommend ask the BoCC to stop this LUR-4476. t � Will this last minute agricultural zoning change impact your open space programs? Your call! � v/r, � Buddy Sims Edwards k � � ¢ � k f � 3 t I �[ k { f � �[ S ) _ � ! ! � � 1 � i i i i i i 2 Aup 30 13 06;14p p.1 I ; THE WEISSER REALTY GROUP,INC. I � btICNAEt,H.Wfi1SSBR Pr�esideM ' 2UIS3�IE 3t Cowt Suus 201 K1M WFAY.Comptrolia Avaiao�FL 331�D DAR1A WEGSSBR.Chairws(D�oededl Phaiu:(905)6949110 l�S1'M P.WEtSSFA Diroda d Aooak&ioes l�(303)690ASS0 . Aug�st 30,2013 fiagb County Bo�rd oPCounty Comrnissioners S00 8t�dvraY F.agie,Co)o�io 81631 V1P►FAX: 970-323-8624 Gende,nen: . t waild I�ce to�ive nry icywc and conunent�rolatiw oo allowin=t limibed amount of eomn�ee+cial marijuana�o�vin8 to Woe pl�ce oa s�ricuiWnl aot�ed lands iA Fagle County. My rocatnma�tioa�nd �R�rslion would bs the folbwir� 1. 'That yoa limit on wck�ricuhuia!psreal to which�n application i�n�ade d�at cultivation can tdae place on no more thtn 2M4 of that partieuLr parcel tnd ptovided fiat tha psrosl i:mned egricalturel. 2. That you rcquir+e strir.i�oa�rity s�auret�at least as�ringent ss those requiKd by tlte Sd1e • wtth respax w ary wch p�ow tl�cility,wfiic�shall inetudo motion dham�,hiQh dcfinitioa vidoo � cama�as with nigbt viaon and t wauld a1'o susgat tl+d the ge�o�w faeiliq by monitored bya full-tiam �ecudty parson. 3. Further.if it it in tn all w�fisr gcaanhowa or bar�faciliq.that likewi�e ttnt 8c�ity inea qrict security regulations squai Ou a aven greater than those requ'aed by the S�Ce. 8y wa)of baekgrow�d,I cummtly own and opetste eight di�penqo�ics fficoughout tbc Stus including one in F�ia(la Ed.wTds�w6ich wu a�a of tha v�ry firt ones oponed,which is call�d R�ocky - Mowwut K't�h PaiA Maa�rnent In addttion.we currentty operate etaht medical muijuana�rrow ficilitie�,ineiudio�facilities m Moe�e,Carbandak n�d Denv�. [a a faur yar period we have nwer ha��uy incidenb of arty Icied wha+e our�auiQr wat ooa�promitad at ury of the p�em isaa. We act�nd ope�e in atrid comp liance with the Shce laws as w�l!as�uioas Chy and Ca�nty Vwa and re�ut�tians and an futty liceoted in the Stite of Cobrado. In addi�w�e�n ona af cnly tb�ss licensed�nedkxl m�rijuana licilaias in the SWe o�f Vew Jasey and w►ens rdsd by die Snte of Alea,ie.r�y number ane in �e spplic�2ion}mooeas. � ; Atp 30 13 05:14p p.2 � Aagust 30,ZOl3 Page Tw�o tt is my bslitf ih�by�pproviag the utilimtion of agiculturally zoned p�p�ty for the prodt�ction of both medial and re�readonal mar�juun meea snd provides for the needs of our ciazent,In ptrtintkar by providing a high qutlity prodva whicfi has beai Sro�m uc�dc+r cuafat safegwrd:aad hopefully puts black matkec anrogulated busineues o�N of buaira�. � _ � Pertaining to your e+egnlsiions I w�ouki al�o like w r,coznmend thac You requiro t�at any ° agric�ltunl grow op�ratiooa aa wdl as indu:trial In�oor oper�utions meet�trkt requ9ranents by growinB � _ their prodwct t 00°K org�niptlly and thac�»y inscdicides or peuicides ased in the cultivet�on be 100'1�6 � organic�s wdl u�d safe ter Manans. Roc y�ow imformation,we again ara&��trict campliance sad oa}y utiGze pwacida and = ioaecticide�tbat meet tbess strict�avec:xr+eat reguhtians. i � Our company is dedieatod ta being u Nte ferefront of research into the awcer cwing propatks i of oatain strains of nxrijwa�. As a m�olt of the limited roseurh ihac ure have bxn abk oo�ronduct d�w ? fu,w�e htv�t davebped certain specific rtrains that hsve shown�rcat pr+omise in treating peopk with s Carxer a�well as people suPfiring Rrorr►Parkioson's,Senite Derna�tia aad Epilepsy. PaYOnalty it would ; be o�r imarttion iP�pprov�ad o�u�liae the balk of our�rawing facility t�tt�produccioa of:muijuana wt�ich it high in CSD,bw ir►THC,d�oes noc get tt�patient I�igb 6ut zao�in ou thar m�dial oo�nditbn ? �nd we hwe teen great promise in albviating symptoms and in somo ceses wa Mve seen a reducrion,for ` � exaa�ple,in cancer mmors. # i Agtia,in general.I�ink thst allewing a graw operuion or+an a�riculturally zuned psrcel wftl� ! proper srfnguards wuuld be a benefit nat only m d�a Cotm�wn'rty but atso to the Courtty. ; F r Final}y,tha Cotmiy conld al�e look at tha fid thu under the guidetiaes tl�cy could impose m j onass a sartax sueh as the.Scate is doi�with rapect tio t6ia rxroational rnarijwns'vhrch could rowle in € s a►ittdfaU for tha Courtty. ; I:ppreciue y�our tricing the time to rcview thls leaa. Thankiag you for your'conride�ation. Raspxt#'ully, ' , �� MICHAEL H.Vb'EISSER MHW:kr ' cc: Bryan'Ccue,Ceunty lutorney Meryl Jacobs From: Pam Brandmeyer Sent: Friday, October 11, 2013 9:16 AM To: Meryl Jacobs Subject: FW: Might want to reconsider the LUR-4476 on Oct 29th? Attachments: Rob Corry, Attorney, Denver, No on PROP AA jpg; No on Proposition AA Campaign Letter to US Attorney lohn Walsh.docx � 'i Collective Council e-mail. . . From: Buddy&Bonnie Sims jmailto:tlsimsCa�centurylink.net] Sent: Thursday, October 10, 2013 11:55 AM To: Bryan Treu Cc: Montag Keith; Narracci Bob; Scot Hunn; Hammon Pat; John Lewis,; Bruce Chapman,; Sharee Wettstein; Eagle Counry Commissioners; Ludwig Jennifer; Hoy Joe Subject: Might want to reconsider the LUR-4476 on Oct 29th? Bryan, The attached letter to CO US AG Walsh from the lawyer who helped write Amendment 64 and was sent Oct 9th, maybe this will get you attention? Just like we told the ECPC last week a 50-50 chance PROP AA will pass in Colorado with these types of Protests going on in Denver. If Prop AA fails- retail marijuana fails, but the state and county are stuck with the bill.Your call. v/r, Buddy Sims Edwards �I I � i No on Proposition AA Campaign Letter to US Attorney John Walsh Published by Michael Lee Roberts on Oct 10, 2013 Availability: October 9, 2013 � John Walsh United States Attorney for Colorado 1225 17th Street, Suite 700 Denver, CO 80202 Re: Colorado Proposition AA,Taz Increase on Marijuana Dear Mr. Walsh: This November, Colorado voters will consider Proposition AA, a 15% sales t�plus a15% excise t�on marijuana sales. City and County of Denver voters will consider an additiona115% sales t�on top of these State ta��es. These t�es would be in addition to the taxes already in place on marijuana, 2.9% Statewide and 7.62%in Denver, and Federal taxes that are higher than any other industry due to the inability of these businesses to take full deductions. I serve as Treasurer and General Counsel to the "No on Prop AA"campai�n,No Over Taxation, an issue committee registered with the Colorado Secretarv of State. Proposition AA would be the lar�est tax increase in Colorado historv, a reckless proposal that would create a dvsfunctional market for marijuana, undermining the goal of the"Alcohol-Marijuana Equalization Initiative," (Colorado's Amendment 64; Colorado Constitution, Article XVIII § 16). As a framer and supporter of Amendment 64, the purpose of the measure was to bring marijuana out of Prohibition and regulate it like alcohol. The pro-Proposition AA campaign, "Committee for Responsible Regulation,"refuses to debate our campaign and refuses to submit their dangerous ideas to open voter scrutiny, as is normal in the political process. The "Yes on AA" campaign is supported by what Jacob Sullum of Reason Magazine has accurately labeled"The Marijuana Cartel,"i.e. the large dispensaries that use burdensome and expensive government regulation and t�ation to suppress fair competition from smaller businesses. Instead of participating in normal political debate, the "Yes on AA" campaign is running devious campaign of fear, making threats and representations of"backroom"deals with the U.S. Department of Justice. Statements from the "Yes" campaign include that the U.S. Department of Justice supports a"Yes"vote on Proposition AA, and if Colorado voters decide not to t�ourselves at an unprecedented rate and that Proposition AA were to fail,that the U.S. Department of Justice would retaliate against Colorado voters by dismantling Colorado's maxijuana industry with Federal intervention in the form of criminal prosecution and forfeiture of property. Specifically, the "Yes" campaign points to leged conversations between Colorado Governor John Hickenlooper, the Governor's Counsel Jack Find law, U.S. Attorney General Eric Holder, and yourself,to the effect that you and the U.S. Department of Justice have made a promise to "allow" Colorado's marijuana industry to exist if Proposition AA passes. Specific i past guidance from the U.S. Department of Justice would seem to indicate that in fact a"No" vote on Proposition AA is favored by the Department. The August 29, 2013 memo from Deputy Attorney General James M. Cole does not mention--anywhere in the detailed guidance--local or state t�es on marijuana, but does mention the desire of the U.S. Department of Justice for an enforcement system that is"effective in practice." An effective tax rate of over 50% creates a dysfunctional system that is ineffective "in practice."Basic economics indicate that over-taxation creates a marijuana market ripe for takeover by the unregulated, untaxed, under�round market. Your counterpart U.S. Attorney for the Northern District of California, Melinda Haag, also indicated in a February l, 2011 letter to the City of Oakland that a local government licensing scheme for marijuana cultivation involved "drug proceeds,"which the U.S. Government would seize. Oakland then declined to initiate its licensing scheme following this letter. Moreover,the marijuana-onlv taxes in Proposition AA run afoul of constitutional law and would be susceptible to le�al challen�e if passed bv voters and collected by state or local governments. See Timothy Leary v. United States, 395 U.S. 6 (1969) (invalidating federal Marihuana Tax Act due to marijuana's federal illegality thus mandating all payers of tax to incriminate themselves). State taxes on marijuana in North Carolina, Massachusetts, Idaho, South Dakota, and Tennessee have all been struck down by courts. The State of Tennessee was even forced to refund millions of dollars it unconstitutionallv collected on t�es similar to Proposition AA. Obviously, the representations of the "Yes" campaign and the Marijuana Cartel are either true or false. The U.S. Department of Justice has a proud history of supporting the civil rights of Americans and protecting our right to self-determination and to vote our conscience without threat or interference. As a former Majority Counsel to the U.S. House of Representatives Judiciary Committee that conducted oversight on the Justice Department, I do not believe that the U.S. Department of Justice would bully voters in this manner. Either way, sunshine is the best disinfectant. The U.S. Department of Justice should be clear and unambiguous in its position since the "Yes" campaign seeks to use the U.S. Department of Justice as a political bludgeon. Accordingly, we write to inquire of you directly as to whether the U.S. Department of Justice supports a"Yes"or a"No"vote on Colorado Proposition AA. Coloradans do not have a "Maybe"option on this ballot, so it would be greatly appreciated if the U.S. Department of Justice would articulate a clear"Yes"or"No"position on this important matter. There is precedent for the U.S. Department of Justice to be open and honest about endorsing positions on state ballot matters. In 2010, California voters considered Proposition 19, which would have legalized marijuana. The U.S. Department of Justice was then quite explicit in its wishes than Californians vote"No."If vou are not able to respond to our request bv October 11, 2013, we will assume that vou support the status quo, which is a"No" on Proposition AA, and will request the "Yes" campai�,n conect its misrepresentations. Thank you very much for your time and consideration of this request. If you have any questions, please contact me via email Robert.Corry@comcast.ne� Perhaps we can discuss these matters in person at the upcoming Stanford Law School Reunion, if you plan to attend. Sincerely, Robert J. Corry, Jr. Treasurer and General Counsel Meryl Jacobs From: Pam Brandmeyer Sent: Monday, October 28, 2013 2:48 PM To: Meryi Jacobs Subject: FW: Request for CTO Marketing Report to be Released to Public Collective Council e-mail. . . _ _ _ _____ _ ,__ __ From: Buddy& Bonnie Sims [mailto:tlsims@cox.net] Sent: Monday, October 28, 2013 1:29 PM To: White - OEDIT, AI Cc: Thurstone, Christian MD; Narracci, Bob; Brian Dyet- DOR; Wettstein, Sharee; Rogers, Don; Miller, Scott; Allen Barbara; Derek Franz; Lovell, Doug; Dr. Ken Finn; Bob Doyle; Gorman, Tom; Dwight Henninger; Ticer, Robert; Jim White; Jeff Shroll; Pam Boyd; Council Dist List; avoncouncilweb@avon.org; Michael.Driver@state.co.us; Amber.Kollman@state.co.us; Eagle County Commissioners; Treu, Bryan; Scot Hunn; kwilliams@vailresorts.com; randy.baumgardner.senate@state.co.us; dan@bicyclecolorado.org; cknapp@aspensnowmass.com; � millie.hamner.house@state.co.us; rscharf@visitdenver.com; bobst@vailresorts.com Subject: Re: Request for CTO Marketing Report to be Released to Public A1 White Director Colorado Tourism Office 1625 Broadway, Suite 2700 Denver, CO 80202 (303) 892-3856 www.colorado.com Al, Thank you for your fast response to my question on your Colorado Tourism Office research study on Return of Investment (ROI) - which you now describe as having 3 marijuana questions as "ancillary to the overall ROI research study". As reported by VRs "Colorado Tourism Office: Their research is currently showing that Amendment 64 isn't going to affect travel plans, with 72 percent of those recently surveyed by CTO saying it won't have any influence." Vail Resorts management per their e-mail is placing lots of strength on your study that we now understand only had 3 questions on marijuana. Looks like no one, to date, has done any Colorado tourism surveys on the impact of retail marijuana effective Jan 1, 2014 on families and children sharing ski resorts with drug dealers and pot smoking tourists and that is my issue! Half of our Colorado counties and many cities are passing retail mazijuana establishments and no one has done any marketing survey's or environmental AG land surveys to determine the impacts. Just the mere fact that marijuana is illegal in 48 U.S. States and the current environmental poisoning of land in California just might have some bearing or cause some concerns. A very strange way to start five new businesses in Colorado and Eagle County that can multiply like ants! If CTO hasn't done any large scale retail marijuana studies then how do we know who will be the customers, good i or bad impact on tourism, and the impact of these new businesses next door to schools, restaurants, and shopping centers? Alan Henceroth, COO and Vice President A-Basin Ski Resort, last week started pulling ski passes of pot smokers at his resort and has held firm to federal law. His management actions should be the initial skier tourism factor when CTO gets around to doing their next ROI study. Tourists only know marijuana is legal in Colorado and we do not have enough law enforcement to arrest all of them! I Large numbers of county and town officials in Colorado can only see the "revenue" that may be produced by i marijuana and have completely forgotten about why they moved to Colorado in the first place. It wasn't to support a new marijuana industry! Just FYI our Eagle County Commissioners will be passing LUR-4476 tomorrow that will begin the downgrade of our world class family ski resorts and community in the Vail Valley! The BoCC didn't do a tourism study either. Please send a CTO representative to the 1:15 pm BoCC meeting Oct 29 to further explain the current CTO views on the impact of retail marijuana on tourism. Thank you, Buddy Sims � 3 Edwards -----Original Message----- ` From:White-OEDIT, AI To: Buddv Sims Cc: droqersCc�vaildailv.com ; smiller(c�vaildailv.com Sent: Monday, October 28, 2013 9:52 AM Subject: Re: Request for Marketing Report to be Released to Public Buddy, John Ricks, who oversees our research, is out until the end of the week. However, I didn't want to keep you waiting, so I will offer what I have. Every year we do an ROI (return on investment) research piece to determine the effectiveness of our marketing campaign. The past couple of years we have added additional questions to the standard survey that our vendor _ Strategic Marketing and Research, Inc (SMARI) does. Two years ago we asked about people's awareness of our wildfires, and, if they were aware, did knowledge of the fires impact their intention to visit Colorado. If so, were they more or less likely to visit. We also asked similar questions about the gun legislation that passed. There was concern that a boycott of Colorado would be an outcome of the legislation. Similarly, we asked questions about Amendment 64, and how it impacted people's intention to travel to Colorado. These questions were, in fact, very small pieces of a much larger and more comprehensive study to determine public ad awareness, and whether our advertising efforts actually inspired people to visit our state. The ultimate takeaway from the survey was how many people were aware of our Colorado Come to Life campaign, did it influence them to travel to the state, and if so, how much did they spend while here? The questions on the other subjects were ancillary to the overall ROI research study. The study determined that our summer and winter campaigns combined created additional incremental spending of$228 of private sector revenue for every $1 we spent on the campaign, generating an overall return of$1.4 billion. z I will send you the specific information from SMARI when they forward it to me. As I said, if John Ricks I wasn't on vacation, I would send it now. So, to summarize,the information you referred to as a major research piece was simply three questions I appended to a larger survey. Are the results reliable? I guess time will tell. Sincerely, On Sun, Oct 27, 2013 at 10:07 AM, Buddy Sims <tlsims e,cox.net>wrote: CO Tourism Office Director Marketing US & International Directors CTO Board &Staff: AI, Amber, & Mike, It has been brought to my attention that the CTO has a marketing research report that states "Colorado Tourism Office: Their research is currently showing that Amendment 64 isn't going to affect travel plans, with 72 percent of those recently surveyed by CTO saying it (RETAIL MARUUANA)won't have any influence." FYI at an Eagle County Planning Commission meeting on Oct 2, 2013 it was briefed by a Commission member that an estimated 300,000 of the close to 3 million skiers this winter to the Vail Valley resorts would be buying and smoking pot. County government expects revenues of$337,000 based on PROP AA passage. As a side note I consider your CTO research as unreliable and feel that families with kids will not be vacationing at the only Colorado ski resorts in the world that will be selling retail marijuana in close proximity with pot smoking social clubs and pot greenhouses doting the communities. CTO, everyone in the World and the USA do not smoke pot and also do not approve of its use in ski resorts! My request to CTO is to release your research study ASAP to the Vail Daily and Enterprise Newspapers, Editors, Don Rogers and Pam Boyd, so all of us in the Vail Valley can see what a great deal it will be to have 2,000 pot smoking tourists per day on our county roads and ski lifts this winter. Don Rogers is at drogers@vaildailv.com or Scott Miller at smiller@vaildailv.com or call 970-949-0555. v/r, Buddy Sims Edwards, CO A1 White Director Colorado Tourism Office 1625 Broadway, Suite 2700 Denver, CO 80202 (303) 892-3856 www.colorado.com From: Kristin K. Williams Sent: Friday, October 25, 2013 12:07 PM 3 '� i � ' To: Buddy Sims � Subject: RE: Please refer to your CEO and ask him to send a rep to the BoCC meeting at 1:15pm Oct 29 to protest pot in resorts! Buddy Sims � Mr. Simms: We realize many Colorado communities are considering whether to allow marijuana retail operations or not. This is not something we feel as a company we need to weigh in on at this time. The vitality of our communities is extremely important to us, and in recognizing the importance of tourism to that vitality, we are closely monitoring the ongoing survey work conducted by the Colorado Tourism Office. Their research is currently showing that Amendment 64 isn't going to affect travel plans, with 72 percent of those recently surveyed by CTO saying it won't have any influence. As I said in previous correspondence, I assure you we are monitoring closely. Consumption of marijuana on U.S. Forest Service land is illegal under federal law. In addition, we do not permit the consumption of marijuana in or on any of its lifts, facilities or premises under our control, which follows Eagle County Ordinance 06-01. Many thanks for your time and attention. Kristin Kristin Kenney Williams Director of Mountain Public Affairs Direct: 970-754-2712 Mobile: 970-390-0062 4 Meryl Jacobs From: Pam Brandmeyer Sent: Friday, November 15, 2013 7:49 AM To: Meryl Jacobs; Matt Mire Subject: FW: Rick Hermes comments on Retail Marijuana Attachments: Public Comments 111813.pdf Collective Council e-mail. . . From: Buddy&Bonnie Sims [mailto:tlsimsCa�cox.netl Sent: Thursday, November 14, 2013 10:11 PM To: Rogers, Don Cc: Stoner, Ed; Glendenning, Lauren; Derek Franz; Miller, Scott; Rick Hermes Subject: Rick Hermes comments on Retail Marijuana Don Rogers Vail Daily Editor Don, I find it more than newsworthy that Rick Hermes, Hermes Group, who will be proving thousands of jobs and building the Wolcott Development for over$1 billion over the next 10 years has written a personal letter to the Eagle County Commissioners on retail marijuana. As Scott Miller knows, this huge new Wolcott Development has zoned both medical and retail marijuana out in their PUD. The "Public Comments" PDF attached will open to pg 75, and comes from http://www.ea leg county.us/Commissioners/Meetin�A eg ndas/for the upcoming BoCC decision on retail marijuana Nov 18th at 1:00 pm. It is just too sad that other responsible community organizations will not take a stand on this issue and therefore their businesses and all property values will suffer in the future! I believe in what Rick Hermes stated and that Vail and Beavercreek Resorts will turn into "a theme park for recreational marijuana". There are just not enough cops at the Federal or Local Law Enforcement Agencies to stop the smell of pot in our resorts from this new class of pot smokering tourists enroute after Jan 1, 2014! With 739 medical pot shops now converting to retail marijuana stores in Denver we can now see how well law enforcement is doing there! On the Nov 18th BoCC meeting I seriously doubt if retail marijuana will be zoned to the Towns of Red Cliff and Eagle by the Commissioners, but over the next few years all of us can watch and see the impact of retail marijuana on our communities and kids. Per the new state law, you'll be able to keep your medical marijuana advertising; however, looks like retail marijuana newspaper advertising will be against state law. As a last request on pot, I believe an Editoral by you to ask the Commissioners to zone retail marijuana to the Towns of Red Cliff and Eagle just might make a difference in all of our lives! Thanks, i Buddy Sims z 11/13/13 Eagle CaadyGvrerrrr�R Mail-Fw.Two a�ched PDFs and the Dern�er Post 1 U11/2013 article on imp�cta d pct an Wde ior LUR Meatlng inputl Su�t... �.,..,r ,- �� . _, � ., __ �� Fw: Two attached PDFs and the Denver Post 11/11/2013 article on impacts of pot on kids for LUR Meeting input! Support move LUR pot to Towns of Red Cliff & Eagie. Think about the kids on Nov 18th! Thanks, Buddy Sims Buddy 8 Bonnie Sims<tlsimsQcox.net> Tue, Nov 12, 2013 at 8:58 AM To: Scot Hunn <scot.hunn�eagiecounty.us> Scot, Input for the Nov 18th�UR meeting. Thanks, Buddy Sims --O�iginai Message— From: Buddy & Bonnie Sims To: scott.hunn@eaglecounty.us ; Eagle County Commissioners Cc: Jeff Shroll ; Cacioppo, Michael ; GoRnan, Tom ; Bob Doyle; Hammon, Patricia; Michelle Stecher; Hoy, Joe ; Allen Barbara ; Treu, Bryan ; Wettstein, Sharee ; Ticer, Robert ; Henninger, Dwight ; Jason Glass ; Namacci, Bob Sent Tuesday, November 12, 2013 8:54 AM Subject:Two attached PDFs and the Denver Post 11/11/2013 article on impacts of pot on kids fior LUR Meeting input!Support move LUR pot to Towns of Red ClifF 8 Eagle. Think about the kids on Nov 18th!Thanks, Buddy Sims Colorado News Pot problems in Colorado schods increase with legalization By Nancy Lofiolm, The Derner Post Posted: 11/11/2013 04:56:00 PM MST GRAND JUNCTION-In two years a�w�a�k as an undercover o�icer with a drug task force, Mike Dillon encountered plenty of drugs. But nothing has surprised him as much as what he has seen in schools lateht. Dillon, who is now a schod resource oficer with the Mesa Co�ty Sheriifs Department, said he is seeing more and younger kids bringing marijuana to schools, in sometimes sur�xisi�g quantities. "When we ha�e middle school kids show up with a half an ounce, that is shocking to me," Dillon said. The same phenomeno� is being reported anwnd Colorado in the wake of the legalization of inedical marijuana in 2010, followed by the wte a year ago to legalize recreatior�al marijuana. There are no hard numbers yet because school disciplinary statistics do not break out m�uijuana iram general dnag adations. But school reso�ce o�icers, counselors, nurses, staff and oficials with Colorado state school saiety and disclplinary programs are anecdotally repo�ting an increase in matijuana-related incidents in middle and hi�schools. Mlps•Jhreil.google.00mhreilA�l?ui=2diIF7d9c90311o��e�Pf3searct�inbood►�s9=1�Ct�1�N�a8� U3 11/13113 Eagle CarKy Gaerm�ert Mail-Fw.Two atlached PDFa and Ihe Dern�er Post 11H 1t2013 arHHde cn irrpocfs d pot an Nds tar LUR Meetlnp inpud S��ppat... "We have seen a sharp rise in drug-related disciplinary actions which, anecdotally, irom credible sources, is being attributed to the changing social norms surrounding marijuana," said Janelle Krueger. Kru�is the program manager for Expelled and At- Risk Student Services fior the Colorado Department of Education and also a longtime adviser to the Colorado Association of School Resource Oificers. Krueger said school officials belie�e the jump is linked to the message that legalization (even though it is still prohibited for anyone under 21)is sending to kids: that marijuana is a medicine and a safe and accepted recreational activity. it is also belieWad to be mone available. Marijuana that parents or other adults might have kept hidden in the past might now be left in the open whene it is easier for kids to dip into it to sell, use, or in some cases, simply to show ofF, said school o�icials and law e�iorcement. "They just want to be cool," said Dillon of some of the younger students he has seen with pot at school. The best quantifiable evidence the state has yet to indicate that marijuana is a significantly growing problem in schools comes from the 2012-13 report that documents why 720 students were expelled irom public schools across Colorado. For the first time, marijuana was separated from othe�drugs when school oficials were asked to ide►rtify the reason for students'expulsions. Marijuana came in first. It was listed as being a reason�or 32 perceM of expulsions. National statistics also point to marijuana being more pre�lent in schools. The National Institute of Drug Abuse found that ma�ijuana use has climbed among 10th and 12th graders nationally, while the use of other dn�gs and alcohol has held steady or declined slightly. Marijuana is the only drug showing steady increas�. the"<http://www.dnx,�abuse.go�/related-topics/trends- statistics/monitoring-futurelmonitorirq-future-studv-trends-in-onevelence-various�lRrn> Monitoring the Future" study showed. Christine Hartns, director of the Colorado School Satety Resamce Center, said the increase of marijuana i� schools is not just a problem ior school resource afficers to grapple with. It was discussed when school psychologists met in Vail last week. "They are seeing more incidents of kids smoking and thinking it is a safe thing to do. More kids are saying they ar�e getting it irom their parents,' Harms said. She said counteracting the message legalization is sending to kids is especially d'�ificuR now because�ederal grants fior drug abuse pr+e�ention have been cut. She, and other ol6cials. are urging parents to take the lead with help from the <http://speaknowcdorado.org/>Speak Now Cdoracb program that guides parents in how to talk to their teens about substance abuse. "They need b know how d�estructi�+e it is to the adales�ent bra�r► "F�anns said. Nancy Lofiolm: 97a-256-1957. nlofl�olm(c�de�verpost.com or twittef.com/Moiholm M�sJhneil.googb.carNmeilArOf?�i=2drIF7d9c90�311c3�ie�pl6seard�inhooernBg=1421dpggl}3beg75 y3 11/13/13 Eag le Cauriy Garerrrrent Mail-Fw.Two aMached PDFs ard the Dern�er Post 11/1112013 artide on impects aE pot m lads for LUR Meefing inpul Support... 2 attachments � FINAL Legalization of MJ in Colorado The Impact Aug 2013.pdf 1139K � Dr Thurston MarijuanaYouth_SLIDESpdf121911.pdf 770K htlps•llrr�eil.googie.00rr�rtalA�Q/tui=2�6iIF7d9c90Ci11oRue� ='4G.M�1q�eB75 � Volnnoe 1/A�gost 2013 � The Legalization of Marijuana in Col�rado The �rnpact r� Pretiminary Report Roc 1Vlountain �Y HIDTA � The Legalization of Mazijuana in Colorado: The Impact Vol.l/August 2013 The Legalization of Marijuana in Colorado: The Impact Vol.l/August 2013 fi�bfe of Conter��s ExecutiveSummary.............................................................................................i : Introduction I'urpose............................................................................................................................l TheDebate......................................................................................................................1 Background.....................................................................................................................2 = Colorado's History with Marijuana Legalization.....................................................2 Eazly Medical Marijuana 2000-2008..............................................................2 ; Medical Marijuana Expansion 2009-Present...............................................3 ;-` Recreational Marijuana.....................................................................................4 � SECTION 1: Colorado Driving Fatalities Introduction....................................................................................................................5 Findings...........................................................................................................................5 ' Data..................................................................................................................................6 RelatedMaterial.............................................................................................................8 Sources..•........................................................................................................................10 ;, SECTION 2: Colorado Youth Marijuana Use Introduction..................................................................................................................13 Findings.........................................................................................................................13 ;; Data................................................................................................................................15 ;' RelatedMaterial...........................................................................................................17 '' Comments.....................................................................................................................18 Sources...........................................................................................................................19 SECT'ION 3: Colorado Adult Marijuana Use Introduction..................................................................................................................21 : Findings.........................................................................................................................21 ; Data................................................................................................................ . . .........23 Sources........................................................................................... ...............................24 Table of Contents The Legalization of Marijuana in Colorado: The Impact Vol.l/August 2013 SECTION 4: Colorado Emergency Room—Marijuana Admissions Introduction..................................................................................................................25 ;, Findings.........................................................................................................................25 , Data................................................................................................................................26 RelatedMaterial...........................................................................................................27 ' Comments.....................................................................................................................27 SomeCase Examples...................................................................................................28 �: Sources...........................................................................................................................29 , SECTION 5: Colorado Marijuana-Related Exposure Cases Introduction..................................................................................................................31 , Findings.........................................................................................................................31 Data................................................................................................................................33 Sources...........................................................................................................................35 SECTION 6: Diversion of Colorado Marijuana (General) Introduction..................................................................................................................37 Findings.........................................................................................................................38 Data................................................................................................................................39 Some Examples of Interdictions...................................................................... ..........42 Some Exaznples of Investigations..............................................................................46 �: Related Material or Comments..................................................................................48 ° Sources...........................................................................................................................49 ; SEC"TION 7: Diversion of Colorado Marijuana (Postal Packages) Introduction..................................................................................................................51 '4 Findings.........................................................................................................................52 ;;, Data................................................................................................................................53 RelatedMaterial...........................................................................................................55 :: Some Case Examples...................................................................................................56 ' Comments.....................................................................................................................58 >': Sources...........................................................................................................................58 Table of Contents The Legalization of Marijuana in Colorado: The Impact Vol.l/August 2013 ��c e�#�v� S�n�n�a � � � � � Rocky Mountain High Intensity Drug Trafficking Area(RMHIDTA)will attempt to � track the impact of marijuana legalization in the state of Colorado. This report will utilize,whenever possible,a comparison of three different eras in Colorado's legalization history: • 2006-2008: Early medical marijuana era • 2009-2012: Medical marijuana expansion era • 2012-Presenr Medical marijuana expansion and recreational use era Rocky Mountain HIDTA will try to collect compazative data in a variety of areas, including but not limited to: � Traffic fataliHes • Youth marijuana use • Adult marijuana use • Emergency room admissions • Marijuana-related exposure cases • Diversion of Colorado marijuana outside the state There are other areas that require more extensive data collection and in-depth research such as: tax revenue vs. rnst,tourism,and impact on business. Rocky Mountain HIDTA will reach out to experts to determine if there is an interest in conducting long-term studies in those fields. This is the first report and foundational for future reports. It is divided into six sections with each providing data on the impact of legalization prior to and during the creation of the medical marijuana industry in Colorado. Generally,except for diversion of Colorado marijuana,there is limited data for 2012 and 2013. The sections are as follows: Colorado Driving Fatalities: From 2006 to 2011,traf�c fatalities decreased in Colorado 16 percent,but fatalities involving drivers testing positive for marijuana increased 114 percent. ExecuNve Snmmary Page I i The Legalization of Marijuana in Colorado: The Impact VoL 1/Angnet 2013 Colorado Youth Marijnana Use: In 2011,the national average for youth 12 to 17 years old considered"cunent"marijuana users was 7.64 percent which was the highest average since 1981. The Colorado average percent was 10.72. Colorado Adult Mazijuana Use: In 2011,the national average for young adults ages 18 to 25 considered current marijuana users was at 18.7 percent. The Colorado average was 27.26 percent. Colorado Emergenc�Room-Marijuana Admissions: From 2005 through 2008 there was an average of 741 visits per year to the emergency room in Colorado for marijuana-related incidents involving youth. That number increased to 800 visits per year between 2009 and 2011. Colorado Marijuana-Related Exposure Cases: From 2005 through 2008,the yearly average number of marijuana-related exposures for children ages 0 to 5 years was 4. For 2009 through 2012,that number increased 200 percent to an average of 12 per year. Diversion of Colorado Marijnana (General): From 2005 to 2008, compared to 2009 to 2012,interdiction seizures involving Colorado marijuana quadrupled from an average per yeaz of 52 to 242. During the sazne period,the average 3 number of pounds of Colorado marijuana seized per year increased 77 percent from an average of 2,220 to 3,937 pounds. A total of 7,008 pounds was seized in 2012. Diversion of Colorado Marijnana(Postal Packa¢^ In 2010,the U.S. Postal Inspection Service seized 15 packages with Colorado marijuana destined for other states. Seizures steadily increased through 2012 when 158 parcels were seized. From 2010 to 2012 Colorado marijuana seized by the U.S.Postal Inspeclion Service increased from 57 to 262 pounds. There is much more data in each of the sections,which can be used as a standalone document. Each of the sections is on the Rocky Mountain HIDTA website and can be printed individually. Go to www.rmhidta.o�. Execntive Snmmary Page I ii The Legalization of Marijuana in Colorado: The Impact Vol.l/Augast 2013 ��Q� Purpose The purpose of this report and future reports is to document the impact of the legalization of marijuana for medical and recreational use in Colorado. Colorado and Washington serve as experimental labs for the naHon to determine the impact of legalizing marijuana. This is an important opportunity to gather and examine data and facts on this issue. Citizens and policymakers may want to delay any decisions on this nnportant issue until there is sufficient and accurate data to make an informed decision. The Debate There is an ongoing debate in this country concerning the impact of legalizing marijuana. Those in favor argue that the benefits of removing prohibition faz outweigh the potential negative consequences. Some of the benefits they cite include: • Eliminate azrests for possession and sale,resulting in fewer citizens with criminai records and a reduction in the prison population. • Free up law enforcement resources to target more serious and violent criminals. • Reduce traffic fatalities since users will switch from alcohol to marijuana,which doesn't impair driving to the same degree. • No increase in use,even among youth,because of tight regulations. • Added revenue generated through taxation. • Reduce profits for the drug cartels trafficking marijuana. � Those opposed to legalizing marijuana argue that the potential benefits of lifting prohibition pale in comparison to the adverse consequences. Some of the consequences they cite include: • Increase in marijuana use among youth and young adults. - � Increase in marijuana-impaired driving fatalities. • Rise in number of mazijuana-addicted users in treatment. • Diversion of marijuana for unintended purposes. Introduction Page I 1 The Legalization of Marijuana in Colorado: The Impact Vol.i/August 2013 � Adverse impact and cost of the physical and mental health damage caused by marijuana use. • The economic rnst to society will far outweigh any potential revenue generated. Bcckground The next two to four years should help determine which side is most accurate. Recently a number of states have enacted varying degrees of legalized marijuana by peravtting medical marijuana. In 2010,Colorado's legislature passed legislation that included the licensing of inedical marijuana centers("dispensaries"),cultivation operations and manufacturing of marijuana edibles for medical purposes. In November of 2012, Colorado voters legalized recreational marijuana allowing individuals to use and possess an ounce of marijuana and grow up to six plants. The amendment also permits licensing marijuana retail stores,cultivation operations,marijuana edible factories and testing facilities. Washington voters passed a similar measure in 2012. Colorado's History with Marijuona Legalization Ec�ly Medical Marijuana 2000-2008: In November 2000,Colorado vot�ers passed Amendment 20 which permitted a qualifying patient and/or caregiver of a patient to possess up to 2 ounoes of marijuana and grow six marijuana plants for medical purposes. Amendment 20 provided for identification cazds for those individuals with a docto�'s recommendation to use marijuana for a debilitating medical condition. The system was managed by the Colorado Department of Public Health and Environment(CDPHE),which issued cards to patients based on a doctor's recommendation. The department began accepting applications from patients in June 2�1. From 2001 to 2(�8,there were only 5,993 patient applications received and only 55 percent of those designated a primary caregiver. During that time,the average was three patients per caregiver and there were no known retail stores selling medical marijuana("dispensaries"). Dispensaries were not an issue because CDPHE regulations limited a caregiver to no more than five patients. Introduction Page I 2 i I The Legalization of Marijuana in Colorado: The Impact VoL 1/August 2013 NOTE: For the purposes of data rnmparison,this report will use the years 2006- 2008 as the"Eazly Medical Marijuana Era"when compared to the"Medical Marijuana Expansion Era"of 2009-2012. Most of the data is only current through 2011;thus,by using 2006-2008 it allows a three-year to three-yeaz comparison with 2009-2011. Multi-yeaz comparisons aze generally better indicators of trends. One yeaz changes do not necessarily reflect a new trend. Also,using the Iater years of the"Early Medical Marijuana Era" allows for more current data to be compared. Medicol Marijuanc Expansion 2009 - Present: In 2009, the dynamics surrounding medical marijuana in Colorado changed substantially. There were a number of factors that played a role in the explosion of the medical mazijuana industry and number of patients: The first was a Denver District Judge who,in late 2007,ruled that CDPHE violated the state's open meeting requirement when setting a five-patient-to-one-caregiver ratio and overturned the rule. That opened the door for cazegivers to claim an unlimited number of patients for whom they were providing and growing marijuana. Although this decision expanded the parameters,very few initially began operating medical marijuana commercial operations(dispensaries)because of the feaz of prosecution, particularly from the federal government. The judge's ruling and caregivers'expanding their patient base created significant problems for local prosecutors seeking a conviction for marijuana distribution by caregivers. Many jurisdictions ceased or limited filing those types of cases. At a press conference in Santa Ana,California on February 25,2009,the U.S. Attorney General was asked whether raids in California on medical marijuana dispensaries would continue. He responded"No" and referenced the PresidenYs campaign promise related to medical marijuana. In mid-Mazch 20(?9,the U.S.Attorney General clarified the position saying that the Department of Justice enforcement poliry would be restricted to traffickers who falsely masqueraded as medical dispensaries and used medical marijuana laws as a shield. In July 2009,the Colorado Board of Health,after hearings,failed to reinstate the five- patients-to-one-caregiver rule. On October 19,2009,U.S.Deputy Attorney General David Ogden provided guidelines for U.S.Attorneys in those states that enacted medical marijuana laws. The memo advised"Not focus federal resources in your state on individuals whose actions Introduction Page I 3 The Legalization of Muijuana ii►Colorado: The Impact Vol.l/August 2013 are in clear and unambiguous compliance with existing state law providing for the medical use of marijuana." Beginning in the spring of 2009,Colorado experienced an explosion to over 20,000 new medical marijuana patient applications and the emergence of over 250 medical marijuana dispensaries(allowed to operate as"caregivers"). One dispensary owner claimed to be a primary caregiver to 1,200 patients. Government took little or no action against these commercial operations. By the end of 2009,new patient applications jumped from around 6,000 for the first seven yeazs to an additional 38,000 in just one yeaz. Actual cardholders went from 4,800 in 2008 to 41,000 in 2009. By mid-2010,there were over 900 marijuana dispensaries identified by law enforcement. In 2010,law enforcement sought legislation to ban dispensaries and reinstate the ° one-tafive ratio of caregiver to patient as the model. However,in 2010 the Colorado Legislature passed HB-1284 which legalized medical marijuana centers(dispensaries), 'marijuana cultivation operations,and manufacturers for marijuana edible products. By 2012,there were 532 licensed dispensaries in Colorado and over 108,000 registered patients,94 percent of who qualified for a cazd because of severe pain. Recreational Marijuana: In November of 2012,Colorado voters passed Amendment 64,which legalized marijuana for recreational use. Amendment 64 allows individuals 21 years or older to grow up to six plants,possess/use 1 ounce or less and furnish an ounce or less of marijuana if not for remuneration. Amendment 64 permits marijuana retail stores, marijuana cultivation sites,marijuana edble factories and mazijuana testing sites. It is - anticipated that the first retail marijuana businesses will be licensed in January of 2014. Some individuals have already established private cannabis clubs,formed co-ops for large marijuana grow operations and/or supplied marijuana for no fee other than donations. What will be the impact of Amendment 64 on Colorado and other states? Only time will tell. The four-year experience with medical marijuana in Colorado may be indicative of what to expect. Introductian Page I 4 ! The Legalization of Marijuana in Colorado: The Impact Vol.l/Augnst 2013 I � SECTIaN 1: Co��ado D�iv�n � �atat�ties Inhoduction This section provides information on driving fatatities involving drivers testing positive for mazijuana. The data comparison will be from 2006 through 2011. Data for 2012, and partial yeaz 2013,was not available for this report. The information compares what will be referred to as the early medical marijuana era(2006-2008)and the medical marijuana expansion era(2009-2011)in Colorado. • 2006-2008: There were between 1,000 and 4,800 medical marijuana cardholders and no known dispensaries operating in Colorado. • 2009-2012: There were over 108,000 medical marijuana cardholders and 532 licensed dispensaries operating in Colorado by November 2012. See the introduction at the beginning of this report for more details on the explosion of Colorado's medical marijuana trade. Findings . Traffic fatalities in Colorado decreased 16 percent�,from 2006 to 2011,which is consistent with national trends. During the same six yeazs in Colorado,traffic fatalities involving drivers testing positive for just marijuana increased Y14 percent 2 • In 2006 in Colorado,traffic fatalities involving drivers testing positive for marijuana represented 5 percent of the total traffic fatalities. By 2011,that percent more than doubled to 13 percentz • In 2006,dn•vers testing positive for mazijuana were involved in 28 percent of fatal vehicle crashes involving drugs. By 2011 that number had increased to 56 percent z SECTION 1: Colorado Driving Fatalities Page ( 5 The Legalization of Muijnana in Colondo: The Impact Vol.i/August 2013 • From 2006—2Q11,drivers testing positive for marijuana involved in fatal vehicle crashes more than doubled in those six years. Data: Fatalities Fatalities by Driver Total Percentage of Percentage Crash by Driver with Yeaz ��Positive Drugs p�itive Statewide Total Fatalities Total Fatalities (Includes Cannabis) C�abis Fatalities (All Drugs) (Cannabis) 2006 85 27 535 15.9% 5% 2007 92 29 555 16.6% 5.2°� 2008 84 34 548 15.3% 7.1°� 2009 88 41 465 18.9% 8.8°�6 2010 88 46 449 19.6% 10.2°� 2011 106 58 447 23.7% 1396 SOURCE: Colorado Department of Transportatia�Fatality Analysis Reporting System(FARS)20p6-2011 SECTION 1: Colorado Driving Fatalities Page I 6 The Legalization of Marijuana in Colorado: The Impact Vol.LAugust 2013 Drivers of Fatal Drivers of Total Drivers Percentage of Percentage Crash Crashes of Positive Fatal Crashes Total Drivers Total Drivers Year Drug Tests of Positive for Involved in ��Pa�tive with Positive Total Crashes (includes Cannabis) Cannabis Dru Cannabis 2006 75 21 721 10.4°6 2.9°� 2007 81 23 784 10.3% 2.9°�6 2008 72 31 71Z 10.196 4.496 2009 82 37 653 12.6°�6 5.796 2010 79 42 600 13.296 7°� 2011 93 52 587 15.8°k 8.9°� SOURCE: Colorado Deperbmait of Tranaportation Fatatity Analysls Reporting Systea►(FARS)2006-2011 NOl'E: Data only includes driven who were bested for drugs and/or alcohol with die results that weie reported to CDOT. (Revised Deceatber 24,2012.) For instance,from 2006 th�ough 2p11,anly abovt half of the drivers wa�e tested for drugs(average 47.6 percent in years 2006-20p8 aad average 48.2 pecc�ent in years 2009-2011).2 Fatalities Involving Drugged Drivers 24 21 ?3.? w '.-�d+ 18 : 18.9 a e 15 � 15.9 �� w 12 �All Drugs F, �1�Q �Marijuana Only w, 9 0 °�' 6 71 � M d a 3 0 2006 2007 2008 2009 2Q10 2011 SOURCE: Colorado De�mt of Truuportatian Fatalit}r Analysis Reporting System(FARS)20Q6-2021 SECTION 1: Colorado Driving Fatalities Page 1 7 The Legalization of Marijuana in Colorado: The Impact Yol.l/Angust 2013 Number of Drivers Testing Positive for Marijuana Only Involved in Fatal Crashes �o 52 50 42 v qQ > p 3i 0 30 a 21 � z 20 10 0 2006 2007 2008 2009 2010 2011 SOURCE: Cdorado Department of Transportati�Fatality Analysis Reporting Sysbeat(FARS)2006-2011 Related Material • DUID(Driving Under the Influence of Drugs)Victim Voiae President Ed Wood shares his perspective on drugged driving: "Drivers on drugs aze involved in a remarkably high proportion of fatalities. When we look at only collisions where drivers'blood tests were reported,we see that 36 percent of the fatalides involved drivers testing positive for drugs,and 20 percent tested positive for marijuana. These percentages held steady from 2006 through 2009 (averaging 29 percent and 12 percent respectively),but the marijuana numbers took a big jump to 17 percent in 2010 and again to 20 percent in 2011 after dispensaries were established." • The National Organization for Reform of Marijuana Laws(NORML),which supports legalizing marijuana,recognizes the dangers of driving after having smoked marijuana. NORMI,discourages motorists from driving if they have SECTION l: Colorado Driving Fatalities Page I 8