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HomeMy WebLinkAbout2014-02-04 Agenda and Support Documentation Town Council Work SessionVAIL TOWN COUNCIL WORK SESSION AGENDA VAIL TOWN COUNCIL CHAMBERS 75 S. Frontage Road W. Vail, CO 81657 1:30 P.M., FEBRUARY 4, 2014 NOTE: Times of items are approximate, subject to change, and cannot be relied upon to determine at what time Council will consider an item. Public comments on work session item may be solicited by the Town Council. 1. ITEM/TOPIC: DRB/PEC Update (10 min. ) PRESENTER(S): Warren Campbell BACKGROUND: There are not any DRB Meeting results to present to Town Council. The next regular DRB Meeting is scheduled for February 5, 2014. 2. ITEM/TOPIC: CIRSA Council Training (60 MIN. ) PRESENTER(S): Tami Tanoue, CIRSA 3. ITEM/TOPIC: Discussion of 2014 Community Survey. (20 min. ) PRESENTER(S): Suzanne Silverthorn and Chris Cares ACTION REQUESTED OF COUNCIL: The Town Council is asked to provide direction regarding next steps. BACKGROUND: The Town of Vail community survey has been used to probe public policy issues and solicit feedback on additional topics of community interest. It has also been used to measure the town's operational performance as compared with previous years. The most recent surveys were conducted in 2003, 2005, 2010 and 2012. A 2014 survey has been budgeted to coincide with the new Town Council term and to benchmark municipal service levels. The purpose of this discussion is to receive direction from the Town Council related to the status of the survey, including a schedule, methodology and topics. STAFF RECOMMENDATION: None. 4. ITEM/TOPIC: Discussion on Registration of Pesticide Applicators. The purpose of this presentation is to discuss the merits of requiring registration of some pesticide applicators operating within the Town of Vail, similar to current ordinances requiring registration of general contractors and private snowplow operators. (20 min) PRESENTER(S): Gregg Barrie ACTION REQUESTED OF COUNCIL: Staff is requesting the Town Council consider whether this is an ordinance that should be implemented, and to provide 2/4/2014 feedback to staff. If Council determines it is, staff will return with a draft ordinance for review in March. BACKGROUND: On January 7, 2014, town staff presented a framework for developing a Gore Creek Water Quality Strategic Action Plan to address Gore Creek’s listing on the Colorado Department of Public Health and Environment 303 (d) List of Impaired Waters. The presentation outlined the three categories of causes for the impairment and discussed five strategies for addressing them. In addition, a list of specific actions was provided for implementation or further discussion. Gore Creek was placed on the 303(d) list due to low counts of aquatic macro-invertebrates (aka bugs) based on what is termed the Multi-metric Index. Failing bug scores are indicative of stressors affecting the long-term health of Gore Creek. One cause of the impairment includes pollutants associated with land use activities. These pollutants include pesticides. And one of the strategies for addressing the causes is Regulatory Measures, which includes ordinances. See the attached Memorandum for additional information. STAFF RECOMMENDATION: Staff recommends this ordinance is worth implementing as a way to better manage and understand the possible impacts associated with insecticide applications. The ordinance could have immediate impacts to the health of Gore Creek if implemented prior to the 2014 spraying season. 5. ITEM/TOPIC: Appoint Members of Council to the Guest Enhancements Committee: Pedestrian Ways, Bus Stops, directories (10 min. ) PRESENTER(S): Pam Brandmeyer 6. ITEM/TOPIC: Information Update: 1) December Revenue Highlights; 2) December Sales Tax; 3) 2014 Parking Equipment Replacement Memorandum; (5 min. ) 7. ITEM/TOPIC: Matters from the Mayor, Council and Committee Reports (15 min.) 8. ITEM/TOPIC: Executive Session, pursuant to: 1) C.R.S. §24-6-402(4)(b)(e) - to receive legal advice on specific legal questions; and to determine positions, develop a strategy and instruct negotiators, Regarding: update on pending litigation. (10 min. ) PRESENTER(S): Kendra Carberry 9. ITEM/TOPIC: Adjournment (4:00 p.m.) NOTE: UPCOMING MEETING START TIMES BELOW (ALL ARE APPROXIMATE DATES AND TIMES AND SUBJECT TO CHANGE) -------------------- THE NEXT REGULAR VAIL TOWN COUNCIL REGULAR WORK SESSION WILL BEGIN AT APPROXIMATELY 12:30 P.M. (or TBD), TUESDAY, FEBRUARY 18, 2014 IN THE VAIL TOWN COUNCIL CHAMBERS FUTURE AGENDA ITEMS: Ongoing agenda items TBD: DRB/PEC updates - Warren - WS - 15 min.; Information Updates Attachments: WS - 15 min.; Executive Session items: 30 min.; Consent Agenda: 5 min.; Town Manager Report: 5 min. 2/4/2014 FUTURE AGENDA ITEMS: Resolution No. 2 CDOT Simba Run Underpass IGA - ES - 2/18- Tom Amended FHU Contract - ES - 2/18 - Tom Lionshead Medians Design Update - 2/18 - Tom I-70 Underpass Design Update - 60 min. - WS - 2/18 - Tom Village Information Center Design Update 30 min. - WS - 2/18 - Greg 2015 VVF Council Update - ES - 2/18 Timeline for Council Goals Discussion - WS - 2/18 RRC Attendance Survey - WS - 30 min. - 2/18 Eagle County Open Space Coordinator Toby Sprunk 30 min - ES - 2/18 Wall Street Call-Up - WS & ES - 2/18 Commercial Ski Storage Ordinance 1st reading - ES - 3/4 Commercial Ski Storage Ordinance 2nd reading - ES - 3/18 AIPP Board Member Interviews and Appointments - WS & ES - 3/18 2nd Budget Supplemental - ES - 3/18 Clean Up Title 12 Ordinance - TBD NEPA and Uniformed Relocation Act - 30 min. - ES - Mike Vanderhoff - TBD Plastic bags - TBD Village Information Center - Greg - TBD Fee Schedule changes - George - TBD Neighborhood Speed Control - TBD - Greg/Dwight Housing Strategic Plan - George - TBD Beaver policy update - Kristen - WS - TBD Vail Valley Medical Center Master Plan Update - 60 min - ES - George - TBD 2015 WAC construction restrictions discussion - 30 min - WS- George - TBD Sister City discussion - TBD Discussion of future of RSES - TBD Streaming PEC & DRB - TBD 2015 Expectations/Legacy Piece - TBD 2015 Town-wide fulfillment - TBD VLMD Term limits - TBD Marijuana policy discussion - WS - Matt - TBD 2/4/2014 VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: February 4, 2014 ITEM/TOPIC: DRB/PEC Update PRESENTER(S): Warren Campbell BACKGROUND: There are not any DRB Meeting results to present to Town Council. The next regular DRB Meeting is scheduled for February 5, 2014. ATTACHMENTS: January 27, 2014 PEC Meeting Results 2/4/2014 Page 1 PLANNING AND ENVIRONMENTAL COMMISSION January 27, 2014 at 1:00pm TOWN COUNCIL CHAMBERS / PUBLIC WELCOME 75 S. Frontage Road - Vail, Colorado, 81657 MEMBERS PRESENT MEMBERS ABSENT Bill Pierce Pam Hopkins Henry Pratt Michael Kurz Luke Cartin Susan Bird John Rediker Site Visit: None 15 minutes 1. A request for the review of a final plat, pursuant to Chapter 13-12, Exemption Plat Review Procedures, Vail Town Code, to allow for the combination of two lots into a single lot , located at 701 and 705 West Lionshead Circle/A portion of Lot 1, Block 2, Vail Lionshead Filing 3, and setting forth details in regard thereto. (PEC130044) Applicant: Lionshead Inn, LLC, represented by The Wells Partnership Planner: Joe Batcheller ACTION: Approved MOTION: Cartin SECOND: Bird VOTE: 5-0-0 Joe Batcheller gave a presentation per the staff memorandum. Commissioner Pierce inquired as to the application of setbacks. Joe Batcheller explained that setbacks will be taken from the perimeter of the new larger (combined) lot. Commissioner Pratt inquired as to access off of the South Frontage Road. Warren Campbell explained the approved development plan included an access point off the South Frontage Road for fire staging, trash, and any loading and delivery. He further explained that the design included the ability for larger vehicles to turn-around on-site. There was no public comment. 30 minutes 2. A request for a recommendation to the Vail Town Council on a major amendment to a Special Development District No. 6, Vail Village Inn, pursuant to Section 12-9A-10, Amendment Procedures, Vail Town Code, to allow for an increase in gross residential floor area to facilitate additions to existing dwelling units, located at 100 East Meadow Units 501 and 502 (Vail Village Inn Phase 3) /Lot O, Block 5D, Vail Village Filing 1, and setting forth details in regard thereto. (PEC130046) Applicant: Deltec Bank and Trust, represented by Eggers Architect Planner: Jonathan Spence ACTION: Tabled to February 10, 2014 MOTION: Cartin SECOND: Rediker VOTE: 5-0-0 2/4/2014 Page 2 3. A request for the review of a final plat, pursuant to Chapter 13-4, Minor Subdivision, Vail Town Code, to allow for the relocation of the platted building lots and access easement, located at 1624, 1626, 1628, 1630, and 1632 Buffehr Creek Road/ Lots 1-5, Elk Meadows Subdivision, and setting forth details in regard thereto. (PEC130028) Applicant: Elk Meadows Development, LLC, represented by Sharon Cohn Planner: Joe Batcheller ACTION: Table to February 24, 2014 MOTION: Cartin SECOND: Rediker VOTE: 5-0-0 4. Approval of January 13, 2014 minutes MOTION: Cartin SECOND: Bird VOTE: 5-0-0 5. Information Update Commissioner Bird inquired as to the location of the I-70 underpass. Was the Town Council considering any other locations other than the location between Simba Run and Savoy Villas. Warren Campbell explained that the Vail Town Council heard a presentation on January 21, 2014, where direction was given to move forward with the location between Simba Run and Savoy Villas. Commissioner Pierce confirmed this and provide additional comment as he attended the meeting to vocalize his concerns. 6. Adjournment MOTION: Cartin SECOND: Bird VOTE: 5-0-0 The applications and information about the proposals are available for public inspection during regular office hours at the Town of Vail Community Development Department, 75 South Frontage Road. The public is invited to attend the project orientation and the site visits that precede the public hearing in the Town of Vail Community Development Department. Times and order of items are approximate, subject to change, and cannot be relied upon to determine at what time the Planning and Environmental Commission will consider an item. Please call (970) 479-2138 for additional information. Sign language interpretation is available upon request with 24-hour notification. Please call (970) 479-2356, Telephone for the Hearing Impaired, for information. Community Development Department Published January 24, 2014 in the Vail Daily. 2/4/2014 VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: February 4, 2014 ITEM/TOPIC: CIRSA Council Training PRESENTER(S): Tami Tanoue, CIRSA ATTACHMENTS: CIRSA PowerPoint 2/4/2014 800.228.7136  www.cirsa.org Tami A. Tanoue General Counsel/Claims Manager The Oath of Office: Ethics, Liability, and Best Practices for Elected Officials and Board and Commission Members 2/4/2014 Speaker Bio Tami A. Tanoue  In-house General Counsel/Claims Manager for CIRSA since July, 2002. Previously in private practice with the firm of Griffiths, Tanoue, Light, Harrington & Dawes, serving CIRSA as its contract General Counsel for 12 years, and serving as City or Town Attorney for several Colorado municipalities. Previously Staff Attorney for the Colorado Municipal League, representing the collective interests of Colorado municipalities. Regular speaker on local government liability topics; author of several publications on liability issues. 2/4/2014 Speaker Bio Suggestions today are based on my years as a municipal attorney and observing the ways in which governing bodies can get into or stay out of trouble from a liability standpoint Suggestions are those of the author, who takes full responsibility for them…any resemblance strictly coincidental, etc.  Here as a training resource; in the event of any conflict between my training tips and the advice of your municipal attorney, the advice of your municipal attorney prevails! 2/4/2014 Introduction A typical oath of office: “I solemnly swear or affirm that I will support the Constitution and laws of the United States of America and the State of Colorado, [this Charter,] and the ordinances and other laws of the Town, and that I will faithfully perform the duties of the office upon which I am about to enter.” 2/4/2014 Introduction The oath is a commitment you make to yourself and the that you will keep faith with: The federal and state constitutions and laws Your home rule charter The ordinances of the Town And your commitment to faithfully perform the duties of the office to which you were elected (or appointed) 2/4/2014 Introduction The oath of office is an ethical responsibility of the highest order: it is the first and most important promise you make Throughout your term, the oath can: Shine a light on best practices for elected and appointed officials Provide pathways for maximizing effectiveness and minimizing liability 2/4/2014 Introduction In this presentation, we’ll examine these issues: Respecting the allocations of responsibility in Town government Meeting practices - transparency Conduct in quasi-judicial matters Personal conduct towards one another, staff, and the community In the context of the oath, best practices, and liability reduction 2/4/2014 Allocation of Responsibilities There is a municipal version of “separation of powers” concept: Governing body: All legislative matters, significant quasi-judicial matters Judge: Judicial matters (e.g. ordinance violations) Boards and commissions: Primarily advisory, with some exceptions; some focus on quasi-judicial matters Manager: Administrative matters 2/4/2014 Honoring the Allocation Is it part of your oath of office to honor the concept of municipal “separation of powers”? Is it a “best practice? Is it a way to reduce liability? 2/4/2014 Honoring the Allocation Part of your oath? Insofar as your home rule structure sets out a specific allocation of responsibilities, yes! In home rule municipalities (there are about 100), the allocation of responsibilities is likely to be set out explicitly in your home rule charter Most charters establish a council-manager allocation of responsibilities Many charters contain explicit “no interference with administration” language that specifically restricts council involvement in administrative matters Some charters are less than clear on allocation of responsibility For CIRSA members, free home rule charter review is part of your property/casualty risk management services 2/4/2014 Honoring the Allocation Best practice? Yes! Honoring the allocation or separation of powers means that: Each functional unit can shoulder a portion of the total responsibility of running a government – you can’t possibly do everything yourselves Each functional unit has a particular area of expertise, and the selection of persons performing those functions is calculated to find “the best person for the job” “Check and balance” function 2/4/2014 Honoring the Allocation Best practice, cont’d Most importantly, honoring the allocation of powers frees the governing body to perform the functions that CANNOT be delegated: –Legislation, significant quasi-judicial matters –Minding the “big picture” issues If you’re spending your time getting into other spheres, then you may not be “minding the store” in the functions that no one else can do! Who else is in charge of the big picture, other than you? 2/4/2014 Honoring the Allocation Reduces liability? Yes! Public officials have protection from liability when they are within the “scope of employment” – term used in Colorado Governmental Immunity Act “Scope of employment” means everyone must respect the parameters of your job description So to the extent your charter or state law sets out parameters that include an allocation of responsibility, those parameters are part of your job description; honoring those parameters will help keep you within the “scope of employment” Liability coverages also hinge on your being within the scope of your authorized duties If you are going outside the parameters, you could be outside the scope of your job description…and outside the scope of your liability protections! 2/4/2014 Transparency - Meetings Transparency is a basic expectation of the citizens for meetings of the governing body Citizens take great interest in the goings-on of their community, how/when those goings- on are discussed, and opportunities to listen in on/participate in the discussion “Watchdogs” often are present to ensure transparency is maintained A lack of transparency can cause massive trust and credibility issues 2/4/2014 Honoring Transparency Is it part of your oath to abide by the letter and spirit of the Open Meetings Law? Is it a best practice? Is it a way to reduce your personal liability? 2/4/2014 Honoring Transparency Meeting transparency: Part of the oath? Yes! Open Meetings Law (OML) applies to all meetings of the governing body, boards, commissions, committees, etc. Applies to 3 or more or a quorum, whichever is less Requires discussion/action on all public business to take place only at a meeting open to the public and of which timely notice has been given Permits executive sessions only for limited and specified purposes and following specified procedures 2/4/2014 Honoring Transparency How can you break faith with the OML? Let’s count some of the ways…. You establish a “committee” of your governing body. Its meetings aren’t posted and aren’t open to the public. Three or more of you hold “meetings before the meetings” to sort things out. You have email discussions in which all of you discuss public business by hitting the “reply all” button. Other ways? 2/4/2014 Honoring Transparency Let’s count some more of the ways…. You hold executive sessions for purposes that aren’t enumerated in the OML, or your executive sessions veer “off topic” You all have iPads for viewing agenda materials. You discover that using the “chat” function to talk to each other during your meetings is fun and makes the meeting time go a lot faster There is a vacancy on the body. You decide to hold an executive session to discuss those who are seeking appointment to the position. 2/4/2014 Honoring Transparency Best practice? Yes! It’s the law, citizens expect it, and it’s the right thing to do. Playing fast and loose with transparency is a sure way to lose citizen trust If you’re home rule, you may end up with draconian meeting/executive session requirements in your charter Violations may become Exhibit A in legislation to establish more stringent OML requirements 2/4/2014 Honoring Transparency Is it a way to reduce liability? Yes! We tend to see the same firms over and over in litigation against municipalities for alleged OML violations CIRSA has “executive session defense cost coverage” for its member governing bodies…do you have such coverage? Efforts are made, through litigation, to “push the envelope” on OML interpretations that are not favorable to municipalities…don’t be the one to “make bad law”! You may suffer the embarrassment of having your executive session discussions being made public 2/4/2014 Quasi-Judicial Rules of Engagement Governing body activities can be pigeonholed into two broad areas, legislative and quasi-judicial Some boards and commissions specialize in quasi- judicial functions Planning Commission, Licensing Authority Rules of engagement differ depending upon where a particular matter is pigeonholed If quasi-judicial, certain rules of engagement are CONSTITUTIONAL requirements, and not following those rules is a CONSTITUTIONAL violation for which a remedy exists under 42 USC Section 1983 2/4/2014 Quasi-Judicial Rules of Engagement Legislation: Reflects public policy relating to matters of a permanent or general character Not normally restricted to particular individual or entity Affects the legal rights of specific individuals only in the abstract Prospective in nature Not subject to appeal under C.R.C.P. Rule 106(a)(4) Think: “State Legislator -- State Capitol”! 2/4/2014 Quasi-Judicial Rules of Engagement A quasi-judicial decision: Determines rights, duties or obligations of a specific individual or entity Based on facts developed at a hearing to resolve the particular interests in question Applies presently existing legal standards (like ordinances) to the facts Usually subject to appeal under C.R.C.P. 106(a)(4) Think: “Judge -- Courtroom”! 2/4/2014 Quasi-Judicial Rules of Engagement Allowing “anything goes” legislative rules of engagement to apply in a quasi-judicial matter is a sure way to end up with a civil rights claim, if a party is dissatisfied with the outcome In quasi-judicial matters, you must follow the procedural due process formula required by the constitution: Provide notice and a fair hearing before an unbiased, neutral set of decision-makers Connect up the applicable law to the evidence that is entered into the record of the hearing (via witnesses, documents, etc.) to arrive at the correct and legally defensible decision 2/4/2014 Quasi-Judicial Rules of Engagement A local elected or appointed body member doesn’t wear a robe, is easily recognized on the street, and is expected by citizens and others to be “accessible” at all times, but . . . A judge reviewing your quasi-judicial decision in an appeal proceeding will judge your conduct against the way he/she would behave as a judge in his own courtroom – so keep the “judge – courtroom” scenario in mind when deciding on your own conduct in quasi-judicial matters So the quasi-judicial rules of engagement call for you to “think like a judge” in your personal conduct . . . 2/4/2014 Quasi-Judicial Rules of Engagement Would a judge seek out citizens and invite or ask them to come and testify as witnesses in a pending case before him/her? Would a judge allow himself/herself to be “lobbied” on a pending matter at home or at the local supermarket? Would a judge compromise the appearance (and possibly reality) of fairness by singling out one side or another to be overly friendly with? Would a judge make a decision in a matter in which he/she had a financial interest, or in which he/she had already made his mind up? Would a judge ignore the law and/or the facts in rendering a decision, and make his/her decision on the basis of factors that he/she knows are not relevant? 2/4/2014 Quasi-Judicial Rules of Engagement Would a judge make a public statement that could come back to haunt him/her later on in terms of displaying a possible bias? If you make a speech, write a column, talk on the radio, send out a newsletter, write a letter to the editor, blog, text, tweet, Facebook, etc., etc…are you saying anything that could reflect poorly on your impartiality? Or reflect poorly on the Town? 2/4/2014 Honoring the Quasi-Judicial Rules of Engagement Is it part of your oath? Is it a best practice? Is it a way to reduce your personal liability? 2/4/2014 Honoring the Quasi-Judicial Rules of Engagement Is it part of your oath? YES! You committed to follow constitutional requirements, including procedural due process You committed to follow the applicable laws in arriving at your decisions Sometimes this makes for necessarily awkward interactions with the public, and restrictions on voters’ or the business community’s access to you Sometimes this means that “popular will” does not play an appropriate role in your decision-making 2/4/2014 Honoring the Quasi-Judicial Rules of Engagement Is it part of “best practices”? Yes! Procedural fairness in rendering quasi-judicial decisions is a basic expectation of the citizens, the business community, and a judge reviewing your decision on appeal If you follow the rules of engagement, the chances of having your decision challenged successfully on appeal go way down Following the rules of engagement is the one aspect of quasi-judicial decision-making you have full control over! You may not have control over the evidence presented, or the law you must apply, but you DO have control over the procedures you follow. 2/4/2014 Honoring the Quasi-Judicial Rules of Engagement Is it a means of reducing liability? Yes! Disregarding the rules of engagement means you are handing an dissatisfied party a constitutional/civil rights claim as well as the possibility that your decision will be overturned on appeal In a civil rights claim, potential liability is unlimited…and prevailing claimants can receive an award of attorneys’ fees as well as damages Land use litigation is costly, lengthy, and very risky, especially in the current financial climate CIRSA members have access to the Land Use Liability Hotline 2/4/2014 Personal Conduct The way you conduct yourself in relation to other members of the body, staff, and the community greatly impacts your effectiveness as an elected official The incivility and divisiveness that characterize partisan politics need not be imported into nonpartisan municipal government! 2/4/2014 Personal Conduct With respect to one another: Is someone maintaining the “outsider” perspective even after becoming the ultimate “insider”? Is someone afflicted with the Outlier Syndrome (see Spring 2012 CIRSA Coverage Line, “Governing Bodies and the Outlier Syndrome) Is someone not recognizing that an elected or appointed official’s power can be exercised only through the body as a whole? Acting as “I’ rather than “we”? Is there an “imbalance of information” on the council/board? Is there a sense of distrust among one another? Is there constantly the same split vote on every issue with the same people lining up on the same side every time? 2/4/2014 Personal Conduct With respect to staff: Is staff viewed as “the enemy”? Is there frequent second-guessing of staff, or a desire to do independent “research” on staff recommendations? Is staff frequently blindsided by issues that are raised for the first time only in the middle of a council/board meeting? Are you letting non-direct reports contact you directly with their personnel issues, or delving into such issues yourself? 2/4/2014 Personal Conduct With respect to the community: Are “public comment” periods turning into “public inquisition” periods or “public argument” periods? Is “staff bashing” or “elected official bashing” happening at council/board meetings? Are you being unduly influenced by what you believe is the prevailing community sentiment? 2/4/2014 Honoring Personal Conduct Guidelines Is it part of your oath? Is it a best practice? Is it a way to reduce your personal liability? 2/4/2014 Honoring Personal Conduct Guidelines Personal conduct guidelines: Part of your oath? What are your thoughts? For lawyers, courtesy towards one another and the judicial system are ethical requirements. Is it a stretch to say that civility and courtesy are also part of the big picture of ethics for elected officials? Acting as “I” rather than “we” : No individual member of the body (except the Mayor, who may have charter-defined responsibilities) is legally empowered to do anything on his/her own! 2/4/2014 Honoring Personal Conduct Guidelines Is it part of best practices? YES! Conduct towards one another: “Outsider” perspective no longer fits. It can skew your perspective and work against sound-decision-making “Outliers” can cause great turmoil on the body. And being an outlier means you are not going to be effective! Disagreements are to be expected. You were not elected to think with one mind. But the manner in which disagreements are expressed and explored can either be constructive…or highly destructive Balance of information: How about a pact among the members of the body, spoken or unspoken, that to the extent possible, all members will receive the same information at the same time? Trust /division issues: Wouldn’t it enhance productivity if you can overcome trust issues and divisions that seem to occur for reasons other than principled stances on issues? Retreat to discuss “soft” issues and reach a consensus about conduct guidelines? Formulation of Council/Board Rules of Conduct? 2/4/2014 Honoring Personal Conduct Guidelines Best practices, cont’d: With respect to staff: Your Manager and staff are there to be a resource to you Commit to a “no surprises” approach – advance consultation is good, “deer in the headlights” look in the middle of the meeting is bad! If you are an incoming elected or appointed official and have suspicions about staff…keep in mind that the staff was only carrying out the prior governing body’s agenda. Don’t hold that against the staff! If you feel you are not getting the right information, or not enough information, with which to make a decision…the remedy is not for you to go seek out your own information, or to do the research for the staff. The remedy is to ask for more or different information from the staff. Do not involve yourself in personnel matters below the level of your direct reports! Every organization must have some type of chain of command, and your involvement in such matters will disempower supervisors and create chaos. 2/4/2014 Honoring Personal Conduct Guidelines Best practices, cont’d: With respect to community: Public comment periods are just that. If the questions start flying, don’t try to answer them on the spot. If staff is present, respond to the question by letting the citizen know that “the staff is taking note of your question, and will look into it and get back to you.” Don’t argue with an inflammatory public comment. You’re the decider and will always have the last word! If staff-bashing starts, letting it happen is a sure way to crush morale Redirect the focus away from people and personalities, and back towards plans, projects, priorities, etc/ Are you always bound to vote the way you believe the prevailing public sentiment dictates? Municipalities are representative democracies. You were elected to use your own mind, heart, and conscience, not to count heads and vote accordingly! In quasi-judicial matters, “prevailing public sentiment” is probably not one of the applicable legal criteria! 2/4/2014 Honoring Personal Conduct Guidelines Is it a way to reduce liability? Yes! CIRSA’s observation: How a council/board interacts with one another and with staff is a great predictor of liability. A dysfunctional council or board inevitably attracts claims. A council or board that mistreats staff or citizens is modeling bad behavior organization-wide. “You know what” rolls downhill! A council or board that creates or allows chaos in the chain of command is asking for employment claims! A council or board that is over-involved in administrative matters is straying away from its best areas of immunity. 2/4/2014 Conclusion Ethical behavior is not just about instances where a financial or other conflict of interest may exist In a larger sense, ethical issues are present in all of your dealings with one another, staff, and the community The ethical choices you make in those dealings will either enhance or reduce your effectiveness, and enhance or reduce your liability You started your term with the oath of office. Keep faith with the oath throughout your term, and it will keep shining the light on the path of best practices that elevate you and keep you out of trouble! 2/4/2014 About CIRSA Colorado Intergovernmental Risk Sharing Agency Public entity self-insurance pool for property, liability, and workers’ compensation coverages Formed by in 1982 by 18 municipalities pursuant to CML study committee recommendations Not an insurance company, but an entity created by intergovernmental agreement of our members Total membership today stands at 245 member municipalities and affiliated legal entities Out of 271 incorporated municipalities in Colorado: 74% are members of our PC pool 45% are members of our WC pool 2/4/2014 About CIRSA Member-owned, member-governed organization No profit motive – sole motive is to serve our members effectively and responsibly Have returned over $30,000,000 in contributions to our membership CIRSA Board made up entirely of municipal officials Seek to be continually responsive to the liability-related needs of our membership – coverages and associated risk management services, sample publications, training, and consultation services, as well as specialty services such as home rule charter review We have the largest concentration of liability-related experience and knowledge directly applicable to Colorado municipalities 2/4/2014 VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: February 4, 2014 ITEM/TOPIC: Discussion of 2014 Community Survey. PRESENTER(S): Suzanne Silverthorn and Chris Cares ACTION REQUESTED OF COUNCIL: The Town Council is asked to provide direction regarding next steps. BACKGROUND: The Town of Vail community survey has been used to probe public policy issues and solicit feedback on additional topics of community interest. It has also been used to measure the town's operational performance as compared with previous years. The most recent surveys were conducted in 2003, 2005, 2010 and 2012. A 2014 survey has been budgeted to coincide with the new Town Council term and to benchmark municipal service levels. The purpose of this discussion is to receive direction from the Town Council related to the status of the survey, including a schedule, methodology and topics. STAFF RECOMMENDATION: None. ATTACHMENTS: Discussion of 2014 Community Survey Memorandum 2014 DRAFT Survey 2012 Survey Results Invitation Postcard sent in 2012 2/4/2014 To: Vail Town Council From: Stan Zemler, Town Manager Suzanne Silverthorn, Community Information Date: February 4, 2014 Subject: Discussion of 2014 Community Survey I. BACKGROUND The Town of Vail community survey has been used to probe public policy issues and solicit feedback on additional topics of community interest. It has also been used to measure the town's operational performance as compared with previous years. The most recent surveys were conducted in 2003, 2005, 2010 and 2012. A 2014 survey has been budgeted to coincide with the new Town Council term and to benchmark municipal service levels. The purpose of this work session is to receive direction from the Town Council related to the status of the survey, including a schedule, methodology and topics. Chris Cares of RRC Associates, the town’s research contractor, will facilitate the discussion. II. SURVEY OBJECTIVES In the past, the Town of Vail community survey has been used to: • Measure how the Town is performing, by types of services and departments. • Identify current needs and priorities with emphasis on policy questions identified by Town Council. • Identify future needs and goals of the community. • Solicit open-ended comments that provide an opportunity to hear verbatim suggestions and input. • Provide some background on Town initiatives that might be of interest to citizens (i.e. two-way communications on topics such as Council’s Long Term Goals). • Maintain some consistent questions and formats over time so that results may be tracked over time. • Provide an opportunity for citizens to sign up to receive additional Town information through e-services. III. 2014 SURVEY DEVELOPMENT Results from the 2012 community survey and a postcard invitation sample are included as an attachment for reference. Also included is a working draft of the 2014 survey. The questions shaded in blue are topics that have previously been forwarded by the Town Council. While some of these questions are no longer pertinent, the Town Council may wish to retain selected questions to measure changes in community sentiment. In addition, there may be benefit in asking for feedback regarding the three goal areas reaffirmed by Town Council: 1) Enhance Economic Vitality; 2) Grow a Balanced Community; and 3) Elevate the Quality of the Experience. Questions related to departmental service levels have been carried over from previous years and are included in the working draft. 2/4/2014 Town of Vail Page 2 The Town Council may also want to consider development of some additional questions for employees who work in Vail but live elsewhere. In the past, this demographic has participated in the “open” version of the survey but there was no particular outreach to these groups. In light of some of Town Council’s broader objectives, it might be appropriate to include a few questions that are designed particularly for this segment. Examples might include: methods of commuting and ratings of transit and parking, importance of events and nightlife, frequency and use of Vail services, housing, longer-term expectations with respect to location of residence, etc. IV. METHODOLOGY The proposed methodology for the 2014 survey would use two techniques: 1) an initial postcard mailing to households, business owners and part-time residents inviting recipients to enter a password to complete the survey online; and 2) promotion of an open invitation to complete the survey online without a password restriction. The two formats would be used to enhance participation, especially among subgroups of residents (such as the youth segment). The initial postcard invitation mailing would be based on a list of Vail households to be purchased from a third-party provider. In addition, paper copies of the survey would be available for distribution in Town of Vail buildings as a mail-back option. These methods were used in 2012 and resulted in 677 completed responses with a margin of error of about 4.6 percent measured for the surveys that were distributed randomly. The proposed method would ensure comparability to past research and would represent an inclusive outreach to citizens with several different invitations to participate. The results provide an effective tool for understanding community sentiment. V. FOCUS GROUPS At the most recent Town Council goal-setting session, interest was expressed in probing ways the Town can improve the quality/convenience of parking and transportation. Focus groups were identified as a potential research tool. The Town has previously used focus groups in various ways, including for refinement and testing of survey questions and topics before they were fielded via the community survey. The proposed 2014 work program would include two focus groups that would be used to refine this year’s survey, and would gather some additional information on quality and convenience of transportation. Additionally, the input from the focus groups would be used to identify topics within the survey that could receive special attention in the statistical analysis and write-up of results. Our initial suggestion is to conduct one group with permanent residents and a second group with seasonal residents. We are also suggesting that if the Council wants to use focus groups as part of a broader effort to understand some of the longer-term issues identified in the retreat, we would develop an overall program for this work, using the first two focus groups and findings from the community survey to inform the process. Examples of the types of topics that might be investigated could include: Areas where Vail is vulnerable competitively or economically? How do we develop a broader regional consensus on topics of regional concern, etc.? Focus groups could be conducted with residents having different characteristics (workers, retirees, seasonal residents, citizens from different parts of town and potentially down valley, etc.). We estimate that adding these focus groups would add about 10% ($2,500 to $2,800) to the overall budget for the community survey, depending upon the types of incentives that are required to induce residents to participate. 2/4/2014 Town of Vail Page 3 VI. TIMELINE A proposed schedule for the 2014 survey project is as follows: Feb. 4 Work Session Review of draft survey and discussion of community issues/topics by Town Council Week of Feb. 17 Focus groups to refine selected survey questions and gather ideas Week of March 10 Finalization of survey Week of March 24 Mailing to Vail households to invite participation (includes a sampling of second homeowners and business representatives) April 7-14 Promotion of survey to enlist participation by all interested parties April 7-14 Distribution of paper copies in municipal facilities for mail-back April 28 Last day for survey participation June Presentation of report VII. ACTION REQUESTED OF TOWN COUNCIL Staff is seeking direction from the Town Council on next steps related to the status of the community survey, including schedule, topics, methodology and use of focus groups. VIII. ATTACHMENTS 2014 Draft Survey 2012 Survey Results Invitation Postcard sent in 2012 2/4/2014 1 2014 DRAFT #1 – FOR DISCUSSION Note – Sections Highlighted in Blue are Council Policy Questions developed in 2012 First, a few questions about the general state of Vail… 1. Would you say that things in the town of Vail are going in the right direction, or have they pretty seriously gotten off on the wrong track? [ ] Right direction [ ] Wrong track [ ] Don’t know In a few words, why do you feel that way?_____________________________________________________________________ (Please attach an additional sheet of paper with your comments if needed on any survey question.) 2. Over the past two years has the sense of community within the town improved, gotten worse or stayed the same? [ ] Improved [ ] Gotten worse [ ] Stayed the same [ ] Don’t know/no opinion Do you have any comments or suggestions on your response?_____________________________________________________ COMMUNITY ISSUES (FOR COUNCIL POLICY DISCUSSION) 3. The Vail Town Council and staff value community input to help understand your priorities. For each area listed below, indicate the level of priority you believe is appropriate. (Use a 1 to 5 scale where 1=Not a Priority, 3=Somewhat, 5=High Priority.) NOT A HIGH DON’T PRIORITY NEUTRAL PRIORITY KNOW 1. Actions to improve Vail’s appeal as a well-rounded community (a great place to live, work and play) 1 2 3 4 5 x 2. Budget and capital management 1 2 3 4 5 x 3. Economic vitality 1 2 3 4 5 x 4. Environmental sustainability (waste and energy conservation programs, environmental education, etc.) 1 2 3 4 5 x 5. Focus on housing for middle income workers in vital support roles (e.g., future development of Chamonix property in West Vail) 1 2 3 4 5 x 6. Focus on housing for service workers (e.g., redevelopment of Timber Ridge) 1 2 3 4 5 x 7. Guest relations and customer service 1 2 3 4 5 x 8. Parking 1 2 3 4 5 x 9. Transportation needs (bus service – local and regional) 1 2 3 4 5 x What one area is your highest priority? (Insert number from list: #_______________) 2/4/2014 2 The Vail Town Council’s Long-Term Goals and Initiatives for 2012 through 2022 focus on four primary areas: • Improve economic vitality • Grow a balanced community (address the current and desired demographics for the town) • Improve the quality of the experience • Develop future leadership Do you have any specific comments or suggestions for the Council regarding these goals? ______________________________________________________________________________________________ EVENTS Vail has developed a wide variety of events in all seasons that have become part of our community culture. Our events now include concerts, festivals, athletic events and other activities. 4. In general, how would you describe the experience that events in Vail create for you and your guests? VERY VERY DON’T NEGATIVE NEUTRAL POSITIVE KNOW 1 2 3 4 5 x Do you have any comments on your response concerning events? _______________________________________________________________________________________________ 5. What are your three favorite events in Vail? _____________________________________________ _____________________________________________ _____________________________________________ 6. Please rate your satisfaction with the following aspects of town-wide events. Quantity of events – are there: [ ] Too few events [ ] About the right number [ ] Too many events NOT AT ALL VERY DON’T SATISFIED SATISFIED KNOW The overall quality of events in Vail 1 2 3 4 5 x Ease of access to event venues (Ford Park Fields, Gerald R. Ford Amphitheater, Vail Village, Lionshead, Dobson Arena) 1 2 3 4 5 x Parking availability during special events 1 2 3 4 5 x Frontage Road express bus to transport event-goers between Lionshead, Vail Village and Ford Park in the summer 1 2 3 4 5 x How do you typically access events in Vail? [ ] Public transportation [ ] Walking or cycling [ ] Driving Do you have any further comments on events in Vail?_____________________________________________________ 7. What do you believe is the town-wide economic impact of events in Vail? VERY VERY DON’T NEGATIVE NEUTRAL POSITIVE KNOW 1 2 3 4 5 x 2/4/2014 3 FEES AND TAXES 8. Which statement below best describes your opinion about the relationship between taxes/fees and the services that are provided by the Town of Vail? [ ] I am satisfied with the current level of taxes and services [ ] I am willing to pay more taxes to get more services [ ] I feel that I pay too much for the services I receive [ ] I am willing to accept service reductions if it means lower taxes [ ] I have no opinion THE ENVIRONMENT 9. Please rate the amount of emphasis that is being placed on the following in Vail. (Use a scale from 1 to 5 where 1 means “Much Too Little Emphasis” and 5 means “Far Too Much Emphasis.”) MUCH TOO ABOUT FAR TOO DON’T LITTLE RIGHT MUCH KNOW Overall attention to the threat of wildfire from beetle-killed trees through forest management such as cutting and removing trees, and forest regeneration 1 2 3 4 5 x Enforcement of the dead tree removal ordinance to address the beetle infestation 1 2 3 4 5 x Addressing energy consumption 1 2 3 4 5 x Gore Creek water quality 1 2 3 4 5 x 10. Please indicate the level of priority you would like to see placed on the following: NOT A HIGH DON’T PRIORITY NEUTRAL PRIORITY KNOW Emphasis on “zero waste” (composting/recycling, etc.) at community events 1 2 3 4 5 x A plastic bag initiative to ban the bags in grocery stores (restrictions would apply at 2 grocery stores and shoppers could bring their own bags and/or would have an option to purchase a paper bag for 20 cents) 1 2 3 4 5 x Any comments on your responses to Questions 9 and 10?______________________________________________________ ___________________________________________________________________________________________________ TOWN SERVICES The Community Development Department provides planning, design review, environmental programs, and building and restaurant inspection services. 11. Have you used the services of the Community Development Department within the past 12 months? [ ] Yes [ ] No (GO TO Q. 14) 12. (IF YES) How did you access their services? (Check all that apply) [ ] Website [ ] Telephone [ ] Walk in to office [ ] Attend a meeting [ ] Other:______________________________________ (If satisfied or willing to pay more) Are there specific types of services, programs or amenities you would like to see expanded or improved?____________________________ ____________________________________ 2/4/2014 4 13. Please rate your satisfaction with the following aspects of the Community Development Department. NOT AT ALL VERY DON’T SATISFIED SATISFIED KNOW Availability of information (e.g., public records) 1 2 3 4 5 x Overall service and efficiency 1 2 3 4 5 x Timeliness of response (to telephone calls, inspections, questions/inquiries, plan review, etc.) 1 2 3 4 5 x Building permit review and inspections 1 2 3 4 5 x Courtesy and attitude/helpfulness 1 2 3 4 5 x Knowledge/ability to answer questions 1 2 3 4 5 x Any comments on your response?_____________________________________________________________________ The Public Works Department provides maintenance of public areas including parks, buildings, roads and village areas. 14. Rate your satisfaction with Public Works services in the Town of Vail: NOT AT ALL VERY DON’T SATISFIED SATISFIED KNOW Snow removal on roads 1 2 3 4 5 x Road and street maintenance by the Town of Vail (potholes, sweeping, drainage, etc.) 1 2 3 4 5 x Overall park maintenance 1 2 3 4 5 x Appearance and condition of town-owned buildings 1 2 3 4 5 x Friendliness and courteous attitude of Public Works employees 1 2 3 4 5 x Cleanliness of pedestrian villages 1 2 3 4 5 x Cleanliness of public restrooms 1 2 3 4 5 x Any comments on your response?____________________________________________________________________ Public Safety 15. Have you utilized Vail Fire for any service, inspection or emergency within the past 12 months? [ ] Yes [ ] No (GO TO Q. 17) 16. Please rate your satisfaction with the following aspects of Fire Services in the town of Vail. NOT AT ALL VERY DON’T SATISFIED SATISFIED KNOW Response times to basic medical emergencies and fires 1 2 3 4 5 x Courtesy and helpfulness of firefighters and fire prevention staff 1 2 3 4 5 x Timely plan-check and fire inspection systems on remodeled or new construction 1 2 3 4 5 x Fire safety, awareness and education programs provided 1 2 3 4 5 x Any comments on your response?_____________________________________________________________________ 2/4/2014 5 17. Please rate your satisfaction with the following aspects of Police Services in the town of Vail. NOT AT ALL VERY DON’T SATISFIED SATISFIED KNOW Overall feeling of safety and security 1 2 3 4 5 x Appropriate presence of police on foot/vehicle patrol 1 2 3 4 5 x Friendliness and approachability of Vail police department employees 1 2 3 4 5 x Overall quality of service 1 2 3 4 5 x Crime prevention 1 2 3 4 5 x Managing parking and traffic control issues 1 2 3 4 5 x Visibility of police foot/vehicle patrol 1 2 3 4 5 x Any comments on your response?______________________________________________________________________ Parking and Bus Service 18. When you visit Vail Village/Lionshead, what is your first choice for parking for the following purposes? (Check one only for each, as applicable) FOR SHOPPING FOR WORK FOR SKIING I PREFER I PREFER I PREFER Lionshead Parking Structure [ ] [ ] [ ] Vail Village Parking Structure [ ] [ ] [ ] Cascade Area [ ] [ ] [ ] North Frontage Road in West Vail (Safeway area) [ ] [ ] [ ] Donovan Park [ ] [ ] [ ] Other: ______________________ [ ] [ ] [ ] 19. Why do you prefer that location to enter the mountain for skiing? [ ] Variety of shops and restaurants [ ] Overall experience [ ] Ski lockers [ ] Shorter walking distance [ ] Gets to parts of the mountain I prefer to ski [ ] Other: _________________________ 20. Do you own a parking pass or value card this season? [ ] No (GO TO Q. 22) [ ] Yes: [ ] Gold pass [ ] Blue pass [ ] Green pass [ ] Pink pass [ ] Value card 21. How satisfied are you with the benefits of your pass this year? NOT AT ALL VERY DON’T SATISFIED SATISFIED KNOW 1 2 3 4 5 x Any comments on your response?______________________________________________________________________ 2/4/2014 6 22. Please rate your satisfaction with public parking services in Vail. NOT AT ALL VERY DON’T SATISFIED SATISFIED KNOW Overall parking fees/pricing structure 1 2 3 4 5 x Booth attendant courtesy 1 2 3 4 5 x Parking structure cleanliness 1 2 3 4 5 x Parking availability during winter periods 1 2 3 4 5 x Parking availability during summer periods 1 2 3 4 5 x Parking availability during Ford Park events 1 2 3 4 5 x Any comments on your response?_______________________________________________________________________ 23. How many times per month do you use TOV bus service? times per month in winter________ in summer_______ Are there any specific concerns or considerations that reduce your use of bus services? _________________________________________________________________________________________________ 24. Please rate your satisfaction with bus service. NOT AT ALL VERY DON’T SATISFIED SATISFIED KNOW Frequency of in-town shuttle 1 2 3 4 5 x Frequency of outlying service 1 2 3 4 5 x Bus driver courtesy 1 2 3 4 5 x Dependability of bus service 1 2 3 4 5 x Cleanliness of buses 1 2 3 4 5 x Level of crowding on buses 1 2 3 4 5 x Late night bus service—Town of Vail 1 2 3 4 5 x Late night bus service—ECO Regional Transit 1 2 3 4 5 x Any comments on your response?________________________________________________________________ Library Services The Vail Public Library offers access to information resources of many types to serve the needs of Vail's guests, residents, businesses and schools. 25. Do you hold a library card in the Town of Vail? [ ] Yes [ ] No 26. What typically brings you to the library? (Check the two most important categories) [ ] Materials (books, magazines, audio CDs, DVDs) [ ] Computers [ ] Wireless access [ ] Children’s story hours/programs [ ] Programs for adults/families 27. How frequently do you use the library? _______ times per month 28. What do you like best about your experiences at the library?___________________________________________________ 2/4/2014 7 29. Please rate your satisfaction with the following: NOT AT ALL VERY DON’T SATISFIED SATISFIED KNOW Library collection (including magazines, books, audio and visual media) 1 2 3 4 5 x Library Story Hour 1 2 3 4 5 x Summer Reading Program 1 2 3 4 5 x Databases 1 2 3 4 5 x Friendliness/courtesy of library staff 1 2 3 4 5 x Library news releases 1 2 3 4 5 x Library website 1 2 3 4 5 x Library mobile app 1 2 3 4 5 x Any comments on your response?___________________________________________________________________________ SOURCES OF LOCAL INFORMATION 30. How do you receive information about the Town of Vail that may be of interest to you? (Check all that apply) PLEASE LIST SPECIFIC SOURCES FOR EACH [ ] Online [ ] Newspaper [ ] Radio [ ] Television [ ] Other 31. Do you subscribe to e-services provided by the Town of Vail? [ ] No (GO TO Q. 33) [ ] Yes (which ones?) [ ] Special event info [ ] News releases [ ] Sales tax info [ ] Library updates [ ] Art in Public Places [ ] Community Development Department updates [ ] Meeting agendas [ ] Twitter [ ] Other__________________________________________ 32. How satisfied are you with the e-services provided by the Town of Vail? NOT AT ALL VERY DON’T SATISFIED SATISFIED KNOW 1 2 3 4 5 x 2/4/2014 8 33. As you may be aware, a “big idea” has been periodically suggested that would attempt to address the impacts of I-70 as it passes through Vail. Recognizing that this idea has received no serious study to date and that any efforts to deal with the impacts will take many years, and would likely involve major costs (including the potential for a property tax increase), please provide some initial input to local decision makers. To eliminate or reduce traffic noise from I-70, which of the following long-term solutions do you support for exploratory consideration? (Check all that apply) [ ] Extensive sound walls to contain Interstate noise [ ] Covering portions of I-70 (also known as “cut and cover” solution) [ ] A combination of sound walls and covering I-70 [ ] Relocating I-70 in a tunnel, removing it altogether from the community [ ] Live with the condition, increasing enforcement of speed limits [ ] No opinion Do you have any additional comments on this topic? __________________________________________________________ Please provide the following demographic information. Remember that all responses remain strictly confidential and are reported only in group format. 34. What is the ZIP code of your primary residence? _________________________________ 35. Which of the following best describes you? [ ] Year-round resident (11+ months/year) [ ] Part-time resident (what is the ZIP Code of your primary residence? ___________________) [ ] Employed in the town of Vail but don’t live there [ ] Get mail in the town but don’t live or work there [ ] Non-resident owner of business/commercial property 36. Which of the following best describes your employment status? [ ] Work 8 months or more a year in the local area (Vail Valley) [ ] Work 7 or fewer months a year in the local area (Vail Valley) [ ] Currently employed outside of the local area (work on Front Range, out of state, etc.) [ ] Not employed: retired [ ] Not employed: unemployed and/or looking for work [ ] Not employed: homemaker [ ] Other:____________________________________________________ 37. Is your residence (either year-round or seasonal) within the town of Vail? [ ] Yes [ ] No If yes, where? [ ] East Vail [ ] Booth Falls and Bald Mountain Road areas [ ] Booth Creek/Aspen Lane [ ] Golf Course [ ] Vail Village [ ] Lionshead [ ] Potato Patch, Sandstone [ ] Buffehr Creek, Lionsridge, the Valley [ ] Vail Commons/Safeway area [ ] West Vail (north of I-70) [ ] Matterhorn, Glen Lyon [ ] Intermountain [ ] Not a resident of the town of Vail [ ] Other______________________________ 38. Do you own or rent your residence? [ ] Own [ ] Rent [ ] Other (specify)_________________________________________ 2/4/2014 9 39. How would you rate cell phone service at your residence or business in town? POOR AVERAGE EXCELLENT DON’T KNOW 1 2 3 4 5 x OR [ ] Service not available [ ] Don’t have a cell phone Any comments on your response?__________________________________________________________________________ 40. How long have you lived within the town of Vail (or owned property if a non-resident)? [ ] Less than 1 year [ ] 1-5 years [ ] 6-15 years [ ] More than 15 years [ ] Not applicable 41. (IF RESIDENT) Do you own or operate a business within the town of Vail? [ ] Yes [ ] No 42. Are you a registered voter in Vail? [ ] Yes [ ] No 43. Which of these categories best describes your household status? [ ] Single, no children [ ] Couple, no children [ ] Household with children living at home [ ] Empty-nester, children no longer at home 44. Are you: [ ] Male [ ] Female 45. In what year were you born?___________________ THANK YOU FOR YOUR PARTICIPATION IN OUR CONTINUING EVALUATION PROGRAM. If you would like to receive updates and information from the Town of Vail, please include your email address: _________________________________________________________________________________________________ 2/4/2014 Prepared for: Town of Vail Prepared by: RRC Associates, Inc. 4940 Pearl East Circle, Ste 103 Boulder, CO 80301 303/449-6558 www.rrcassoc.com Town of Vail Community Survey 2012 Final Report May 2012 2/4/2014 Town of Vail Community Survey 2012 RRC Associates CONTENTS Contents AN OVERVIEW OF RESULTS ...................................................................................................................... 1 A Demographic Profile of Respondents ..................................................................................................... 2 Evaluations of Topics of Policy and Broad Community Interest ................................................................. 4 An Evaluation of Town of Vail Departments and Services ......................................................................... 7 Selected Takeaways from the 2012 Community Survey ........................................................................... 8 A REPORT OF SURVEY FINDINGS ........................................................................................................... 10 Community Priorities ................................................................................................................................ 13 Environmental Issues .............................................................................................................................. 17 Events Ratings ........................................................................................................................................ 19 Taxes and Fees ....................................................................................................................................... 22 Parking Issues ......................................................................................................................................... 23 RATINGS OF SATISFACTION—DEPARTMENTS ..................................................................................... 27 Community Development ........................................................................................................................ 27 Public Works ............................................................................................................................................ 30 Bus Service ............................................................................................................................................. 32 Fire Services ............................................................................................................................................ 36 Police Services ........................................................................................................................................ 37 Library ...................................................................................................................................................... 40 SOURCES OF LOCAL INFORMATION ...................................................................................................... 44 THE IMPACTS OF I-70 ............................................................................................................................... 47 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 1 AN OVERVIEW OF RESULTS This summary provides an overview of selected survey results as well as an identification of some of the major themes and findings that emerged from the 2012 Community Survey. The 2012 Town of Vail Community Survey used methods virtually identical to those used in 2010, the last time a survey was fielded by the Town of Vail. Once again, the survey resulted in extensive open-ended comments as well as statistical measures of many topics that are of interest to the community. The comments are excerpted in the body of the report, and are also presented verbatim in the attachments with no editing, punctuation or spelling correction. In 2012 the surveys were fielded using three techniques. The primary method of distribution was through a postcard mailed to all identified postal addresses, including both boxes and home delivery, as well as to all identified part-time residents that own property in the Town. The postcard contained an invitation to complete the survey on-line using one of two unique passwords provided on the cards. Also, residents that had a password but requested (by telephone) to complete the survey using a paper form were provided a survey. Together these two response methods resulted in 412 completed surveys. These surveys are referred to in the report as the “Random Link” surveys. They represent responses that were randomly obtained from residents, both year-round and part-time, through the controlled version of the survey. Survey invitation postcards arrived in Vail mailboxes during the early part of the week of March 26, 2012. The survey was closed at midnight on April 24. In addition, an “Open Link Survey” was advertised as available for completion on April 16. This was timed to be about two weeks after the initial postcard mailing. Through various ads, the public was invited to complete the survey on-line but without a password. This effort resulted in 265 responses. Responses from this group are generally similar to those obtained from the Random Link group, i.e., the group that answered the survey invitation using a password, but throughout much of this report the discussion focuses on the Random Link (or Invitation Web/Paper) version of the survey responses because this group represents the “random” sample, most comparable to the phone surveys conducted in the past. Together, the three survey methods resulted in 677 completed; this represents a broad community-wide response and provides an effective tool for understanding current local sentiment. The overall response was up from the 528 surveys completed in 2010. The 2012 Community Survey is one of a number of public outreach efforts conducted by the Town. The survey results are considered a tool for gathering input rather than a vote or a referendum on the many civic issues that are explored. The survey results have been dissected in various ways to identify dominant themes and messages and these findings are explored in the full report that follows. The presentation in the final report is organized into two major areas of discussion. First, survey demographics are presented and issues and topics of community importance are explored. Then, ratings of Town departments and services are presented. 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 2 A Demographic Profile of Respondents The survey contained a number of demographic questions that are used to understand input from residents. For example, much of the survey analysis presented in this report is based on overall responses to the Random Link version of the survey. However, as noted above, in some instances results from all respondents are presented in merged tables. Where graphs are based on the merged results, a notation of the sample source is provided. Where is your residence within the Town of Vail located? Random Link Open Link Overall East Vail 25% 24% 25% West Vail (north of I 70) 17% 13% 16% Potato Patch, Sandstone 14% 15% 14% Intermountain 8% 9% 8% Vail Village 8% 8% 8% Other 5% 8% 6% Buffehr Creek, Lionsridge, the Valley 6% 5% 5% Lionshead 6% 2% 5% Matterhorn, Glen Lyon 4% 4% 4% Booth Falls and Bald Mountain Road areas 2% 6% 3% Vail Commons/Safeway area 2% 4% 3% Golf Course 3% 2% Booth Creek/Aspen Lane 1% 0% Not a resident of the town of Vail 1% 0% n= 286 124 413 Do you own or rent your residence? Random Link Open Link Overall Own 87% 74% 82% Rent 12% 25% 17% Other 1% 2% 1% n= 346 215 560 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 3 How long have you lived within the town of Vail (or owned property if a non resident)? Random Link Open Link Overall Less than 1 year 3% 5% 4% 1-5 years 13% 14% 13% 6-15 years 25% 22% 24% More than 15 years 52% 35% 46% Not applicable 8% 24% 14% n= 354 209 563 Which of the following best describes you? Random Link Open Link Overall Year-round resident (11+ months/year) 53% 71% 60% Part-time resident 37% 11% 28% Employed in the town of Vail but don’t live there 6% 16% 10% Get mail in the town but don’t live or work there 2% 1% 2% Non-resident owner of business/commercial property 1% 1% n= 354 211 565 (IF RESIDENT) Do you own or operate a business within the town of Vail? Random Link Open Link Overall No 84% 85% 85% Yes 16% 15% 15% n= 280 171 451 Are you a registered voter in Vail? Random Link Open Link Overall Yes 51% 50% 51% No 49% 50% 49% n= 338 205 543 Which of these categories best describes your household status? Random Link Open Link Overall Empty-nester, children no longer at home 32% 25% 30% Couple, no children 24% 28% 26% Household with children living at home 24% 20% 23% Single, no children 19% 27% 22% n= 352 209 561 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 4 Gender Random Link Open Link Overall Female 48% 57% 51% Male 52% 43% 49% n= 347 210 558 Which of the following best describes your employment status? Random Link Open Link Overall Work 8 months or more a year in the local area (Vail Valley) 41% 62% 49% Not employed: retired 21% 12% 18% Currently employed outside of the local area (work on Front Range, out of state, etc.) 22% 10% 17% Other 6% 7% 7% Work 7 or fewer months a year in the local area (Vail Valley) 6% 4% 5% Not employed: homemaker 3% 2% 3% Not employed: unemployed and/or looking for work 1% 3% 2% n= 355 214 568 Evaluations of Topics of Policy and Broad Community Interest The survey contained a number of questions that were designed to provide input on policy-related topics that are of interest to the community. The following sections of this report summarize the topics that were probed. Community Priorities. Respondents were asked to evaluate nine priority topics based on a scale of 1 to 5 with 1 being “not a priority” and 5 a “high priority.” This question was similar but not identical to a 2010 question on town priorities. The averaged results are summarized below. Table 1 Priorities for Town Focus 2012 2010 Budget & capital management 4.4 4.4 Economic vitality 4.3 4.4 Actions to improve Vail as a well-rounded community 4.2 4.0 Transportation needs 4.2 4.1 Guest relations and customer service 4.1 4.3 Parking 4.0 4.5 Environmental sustainability 3.8 3.5 Focus on housing for service workers 3.5 Not Asked Focus on housing for middle income workers 3.5 Not Asked 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 5 Based on a comparison of the ratings this year to 2010, a first conclusion is that all of the topics evaluated are considered priorities by a large segment of residents, with the relatively lower rated housing categories still receiving over 55% rating as a priority, a 4 or 5 on the five-point scale. Budget and capital management and economic vitality were rated a priority by over 80 % of respondents. Another main conclusion is that parking has fallen off the top; it was the dominant issue in the last study with an average priority rating of 4.5. This year the comparable rating is 4.0. Another strong shift is that the topic of environmental sustainability is rated a significantly higher priority than in 2010, although it is still rated relatively lower than most of the other categories. In a follow-up question, respondents were asked about the “one area from the list that is your highest priority.” The most identified priorities were: “Actions to improve Vail’s appeal as a well-rounded community (a great place to live, work and play),” identified by 33% of respondents. Next most identified were two economic issues, “Economic vitality” (15%) and “Budget and capital management” (13%). It is interesting that while a majority rated the economic issues slightly higher when averaged on the five-point scale, the idea of improving Vail’s overall appeal as a well-rounded community is resonating with many at this time. But, economic management and fiscal considerations are also widely supported, and if responses on these two categories are summed they are close to the figure obtained by “well- rounded community” (28% compared to 32%). Right Direction/Wrong Track? A question that has been tracked for over a decade asked, “Would you say that things in the Town of Vail are going in the right direction, or have they pretty seriously gotten off on the wrong track?” About 70% of respondents said the TOV is going in the “right direction” compared to 18% “gotten off on the wrong track.” Those saying “right direction” are up significantly from the findings in 2010 (58% “right direction” and 28% “wrong track”), and are identical to the level achieved in 2005. The responses on this question were probed in various ways. Open-ended comments were sorted by “right direction” and “on the wrong track” and these results are presented in the main body of the report. When residents were asked to explain their responses concerning this question several themes emerged. Among those that expressed the town is headed in the “right direction,” multiple respondents identified the following: Supportive of the upgrades that have occurred in the Village and Lionshead. They mentioned the facelifts and new buildings, and renewal of dated structures. One said, “All the construction cranes are gone and the town feels vibrant.” A number believe Vail has successfully weathered economic challenges and they credit Council and staff for some of the success. Comments included, “The recession was well managed, the ‘rebirth of Vail’ is essentially complete, and overall we are positioned extremely well for the future.” Another said, “Town officials and staff continue to operate a fiscally sensitive local 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 6 government.” A year-round resident noted, “TOV has done a very nice job with capital projects, communications and general community leadership.” Decision-making was also cited. “There is a lot of thought put into the decisions of the Town of Vail.” The use of conference center funds to “get things done” was also mentioned multiple times. Comments differ among those that said the town is on the “wrong track:” Concerns were expressed about the proposal to develop the Vail Municipal site with a partner. These residents identified considerations such as the structuring of the deal, and that there might be better locations for a new Town Hall. Some residents cite parking as an issue, saying there is not enough parking and that this shortage negatively impacts the experience of guests and locals alike. Further, the cost of parking was identified by some. A change in character was identified in various ways. Comments included “Vail has lost a sense of community. It is now truly a resort town.” The size, scale and character of the new buildings were criticized by some. In contrast to those that feel the town is on the right track because of new buildings and progress, others said the town is headed in the wrong direction and identify the results of redevelopment as the problem. “Way overbuilding” and “We have sold our souls for cash” are examples of comments from this smaller group who say the town is on the wrong track. Sense of Community. About half the respondents indicated Vail’s “sense of community” stayed the same, with 18% saying it “improved” (up from 9% in 2010). About 16% said it had “gotten worse” (down from 26% in 2010). Like the ratings of “right direction” and “wrong track” this question suggests that there is substantial support for the general direction of Vail at this time. In a related question, the relationship between taxes and town services found a majority of respondents (61%, up from 56% in 2010) indicating satisfaction with the current level of taxes and the services provided by the town. About 15% percent said they pay too much for the services. One in ten respondents said they would be willing to pay more taxes to get more services, while 6% said they would be willing to accept service reductions if it means lower taxes, down from 10% in 2010. Clearly, economic concerns have eased somewhat but there is a call for careful management and there is a segment of residents that still believe they pay too much. Environmental Issues. There is general satisfaction (about 50 to 55%) with the amount of emphasis placed on environmental issues. Questions addressed the overall attention to forest health, enforcement of the dead tree removal ordinance, addressing energy consumption and Gore Creek water quality. More people said there’s “too little emphasis” (30-38%), than “too much” (4-16%). In new questions, residents were asked about a plastic bag initiative, and emphasis on zero waste. A ban on plastic bags in grocery stores received divided support with about 37% calling it a “priority” (4 or 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 7 5 on the five-point scale) but 37% rating it a “1” or “not a priority” on the Random Link version of the survey. Results suggest that this topic is a higher priority with year-round than with part-time residents. Events. The survey contained a series of questions concerning events in Vail. Overall, most respondents, both year-round and part-time, believe events have a positive town-wide economic impact (about 90% rate events a 4 or 5 on the five-point scale). Most also believe there are the right number of events (81%), with about 8% saying there are “too many.” The overall “quality of events” was also rated high (about 85% rating them 4 or 5). The lowest rated aspect of events, in terms of satisfaction, was parking. About 11% said they were “not at all satisfied” (“1” on the five-point scale), but 32% rated parking satisfaction a 4 or 5 during events. Cell Phone Service. Another new question this year addressed cell phone service in town. While 44% rated their service “Excellent/very good” (4-5 on the five-point scale) about 13% called it “poor” (a 1) and 12% rated it a 2 on the five-point scale. Clearly, this is an issue for a segment of the community. Results were probed by parts of town and the areas most likely to rate “poor” (all with over 20% calling service a 1) included Booth Falls and Bald Mountain Road areas; Buffehr Creek, Lionsridge and the Valley; and Vail Village. The Impacts of I-70. The survey contained a question concerning potential “big ideas” for addressing the impacts of I-70 as it passes through Vail. Based on a list of alternative actions, most residents indicated they had an opinion (92%), but ideas varied widely. The most identified action was, “Live with the condition, increasing enforcement and speed limits” (38%). Beyond this finding, there was little consensus, with all of the choices receiving between 20 and 30% of responses on the multiple choice question. The diversity of opinions was further supported by the broad ranging open-ended comments that were received on this question. An Evaluation of Town of Vail Departments and Services The survey contained a number of questions designed to evaluate services provided by the Town. In most cases the wording of these questions is identical to past surveys, permitting comparisons over time. Taken together, these ratings serve as a form of community report card. In general, the ratings of the Town services were positive this year. They were unchanged or up slightly in a number of categories. As in past years, ratings were examined by year-round and part-time resident responses. Overall, the groups are similar in their ratings, but part-time residents rate most categories slightly higher. 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 8 Consistent with the themes that are described above, most categories of ratings were up or unchanged. In rating their satisfaction with a variety of municipal services with 5 being “very satisfied,” the highest scores were given to the following categories: Table 2 Highest-Rated Town Services 2012 2010 Courtesy and helpfulness of firefighters and fire prevention staff 4.5 4.5 Snow removal on roads 4.5 4.3 Response times to basic medical emergencies 4.4 4.4 Cleanliness of the pedestrian villages 4.4 4.4 Friendliness/courtesy of library staff 4.4 4.4 Overall feeling of safety and security 4.4 4.3 Dependability of bus service 4.4 4.3 Frequency of town shuttle 4.4 4.2 Overall park maintenance 4.3 4.3 Bus driver courtesy 4.3 4.1 Cleanliness of buses 4.3 4.1 Friendliness and courteous of Public Works employees 4.2 4.1 Library story hour 4.1 4.3 Road and street maintenance 4.1 4.0 Cleanliness of public restrooms 4.1 4.0 Library website 4.0 4.1 Fire safety, awareness and education programs provided 3.7 4.0 Relatively lower rated services included: parking fees/pricing structure (average 2.7), parking availability during Ford Park events (3.1), late night bus service-ECO Regional Transit (3.1), and building permit inspections (3.1). The ratings of town departments and services also resulted in a large number of open-ended comments. These results are provided in the Attachments and have been provided to Town departments for further evaluation. Selected Takeaways from the 2012 Community Survey Key observations from the 2012 results include the following as summarized by the RRC team. The overall “mood” of the town is very favorable, measured across a number of questions. The “right direction” measure is up sharply, to a level that matched the previous high recorded in 2005. The sense of community also showed improvement and the open-ended comments provide indications of the sources of the improvement. Residents like the fiscal responsibility they feel 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 9 the Town has shown, and they also point to special events as a positive. Events like Farmers Market have reinforced the feeling of community and provided a place to gather and enjoy summer weekends. Additionally, the end of construction is also applauded (note: this is as of the survey timeframe). Again, the positive statistical results, coupled with many positives expressed in the open-ended comments, suggest a feeling of community support and a positive direction for Vail. Parking continues to be a source of complaint by some but public tolerance for parking seems to have improved based on both the statistical measures and the open-ended comments. It is unclear how much of the difference is attributable to few peak days with Frontage Road parking during the 2011/12 season. Parking is especially identified by those unsatisfied with the general direction of the town. The Council-identified priorities are generally the right priorities according to a number of respondents. The survey listed the four primary focus areas that Council will be addressing in the future: Improve economic vitality Grow a balanced community (address the current and desired demographics for the town) Improve the quality of the experience Develop future leadership Open-ended comments on these Goals and Initiatives were generally very positive and supportive. There was particular support by some for the emphasis on “leadership.” Additionally, the survey measured priority areas and the single dominant statement was in support of “Actions to improve Vail’s appeal as a well-rounded community.” Economic planning, budgeting and fiscal caution are also applauded in the comments and supported in the statistical evaluation. However, the overriding message is that all of the priorities identified by the Council, and tested in the survey, are of relatively high importance to a majority in the community – all received over 55% calling them a 4 or 5 on the five-point scale. While housing has diminished as the dominant issue that it was five or so years ago, it is still an important consideration. The survey asked about housing for both “middle income workers” and “service workers.” Both were identified as important, receiving an identical average rating of 3.5. However, housing for middle income workers was identified as the “most important” priority for 8% of respondents, compared to 4% identifying service worker housing. Clearly, the results suggest support for broadening housing efforts to include a larger segment of workers in the Town. The survey questions that evaluate the ratings of Town services (the overall “report card”) represent generally positive evaluations. Further, the overall community disposition towards services and individual departments as reflected in the comments is mostly positive and constructive. Where changes in ratings from past surveys are evident, for the most part they show improvement. 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 10 A REPORT OF SURVEY FINDINGS Vail’s “Sense of Direction.” Respondents were asked whether they felt the Town of Vail is going in the “right direction” or heading on the “wrong track.” This question has been used as one of the first questions in the community survey for a period dating back to 2003. This year the results are among the most positive ever recorded and they show a sharp reversal from 2010. As shown below, these results are consistently favorable across both versions of the survey, the Random Link and the Open Link responses. Further, while year-round resident and part-time resident responses are not identical (part- time are generally a little higher), both segments were very positive as measured by the 2012 version of the survey. Table 3 Would you say that things in the town of Vail are going in the right direction, or have they pretty seriously gotten off on the wrong track? A Note on How to Read These Tables: Tables like the one below are used throughout this report. They present a summary of su rvey results from two groups of respondents: By version of the survey that was used, and by whether they are year-round, part-time, residents, etc. For this question, results are broken out by those that feel things are going in the “right direction,” on “the wrong track” or t hey “don’t know.” The first column summarizes responses from all participants summed together. Then, each subsequent column represents responses from a particular segment or subgroup of participants. Each column sums to 100 percent. Throughout much of this report the discussion focuses on the Random Link (or Invitation Web/Paper) version of the survey responses because this group represents the “random” sample, most comparable to the phone surveys conducted in the past. The columns under “Which of the following best describes you?” include all respondents to the survey not just the Random Link responses. However, these columns do not sum to 677 (the overall “n”) because a number of respondents did not answer the question concerning “Which best describes you?” a question placed near the end of the survey. Would you say that things in the town of Vail are going in the right direction, or have they pretty seriously gotten off on the wrong track? Total All Sources Survey Version Which of the following best describes you? Random Link Open Link Year-round resident (11+ months/year) Part- time resident Employed in the Town of Vail but don't live there Get mail in the town but don't live or work there Non- resident owner of business/ commercial property Right direction 70% 70% 71% 67% 74% 73% 75% 75% Wrong track 17% 18% 15% 20% 16% 16% Don’t know 13% 13% 14% 13% 11% 11% 25% 25% n = 677 412 265 338 154 55 10 5 The open-ended comments provide additional input concerning the improved ratings of the direction of Vail as measured this year. Generally, comments were quite favorable in a number of categories with particular mention of the conclusion of construction (note: this was as of the survey timeframe). “All the construction cranes are gone and the town feels vibrant” said one year-round resident. There were also a number of favorable comments concerning town management with words like “progressive” and 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 11 “fiscally sensitive” used in the comments. Further, the use of conference center funds to “get things done” was also mentioned multiple times. While parking has diminished as the single most important issue (see later sections of this report), likely in part the result of lower peak skier visits and less powder days that tend to exacerbate parking issues, this problem was still noted by a number of the respondents that feel Vail is headed in the “wrong direction.” Also mentioned were concerns with the Vail Valley Medical Center’s involvement in redevelopment of the Vail Municipal site, as well as with “high end development.” For a complete list of comments click here: (VIEW COMMENTS). Some of the favorable and negative comments this year are presented below: Why do you feel the Town of Vail is going in the right direction, or has gotten off on the wrong track? Survey: Email / Resident Type: Year-round / Direction: Right Track All the construction cranes are gone and the town feels vibrant. All the improvements in Lionshead and around town really give Vail a much needed facelift and people feel good about coming to a place they see continually improving. Business is good, people are here, the highway is crowded. Continued Capital Upgrades Council is spending $$ to upgrade facilities at Ford Park and the golf course Curbed development and well maintained Despite the economic situation, the TOV has thrived. Development seems to be picking up. Essential services continue to be handled with priority to other goals. (capital improvements etc.) Events, maintenance, etc. Finances are in good order, good long term planning Financially secure, taking advantage of opportunities with the medical center. Generally cognizant of the national economy and the effects on our local economy but still aware that we need to plan sensitively for the future. Good job Good leadership from Town Council Growth has continued in the correct direction; however, there is still many improvements we need to look at as a community. I am very pleased with Prop 1 funds being spent to upgrade current facilities: the VNC/golf course, Ford Amphitheatre, and the Dobson Ice arena. I am also pleased to see upgrades at the library. I believe the town is well managed fiscally, and I feel the leaders have paid attention to the changes in the resort economy and responded appropriately by bringing the right events. I enjoy the activities that the TOV has helped plan. Also, I believe the upkeep of the town, such as the roads, has been done in a satisfactory manner. I feel very lucky to live in Vail. 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 12 Why do you feel the Town of Vail is going in the right direction, or has gotten off on the wrong track? Survey: Email / Resident Type: Year-Round / Direction: Wrong Track Instead of focusing on making the experience better, both the Town and Vail Resorts are focusing on 'more' and 'bigger'. It is dangerous to ski Vail mountain and buildings like Solaris and Vail Plaza are too large, out of character and offer no charm. Lost its charm. Big buildings, big bucks, big business, no style. Marketing district is a waste of money Need to keep the town SMALL. That is what is attractive about it. Upgrading buildings is one thing, but don't need the sprawling Denver effect. Over incentivizing projects, selling town land rather than leasing it, not paying enough attention to big environmental issues including carrying capacity (sustainability is more than education and recycling) Parking Parking is just a mess, the whole Ever Vail proposal, seems like moving lot of different directions at one time. Sale of town land without voter approval Selling land to the hospital, land which is not easy to come by. Spending public funds for the wrong things The 'community' is no longer its residents, but those of us who live in Vail fulltime, regularly conscripted to remind the managers, council and mayor of their fiduciary responsibility to protect our assets, which wrongly seem to be identified as developers, paying guests and corporations. These are not assets, but paying dividends if we ALWAYS invest in community. The focus has been and is on luring the rich tourist - there is nothing for locals. We need a rec center like Avon or at minimum Singletree Rec Center. The present economic philosophy and end results of said philosophy are out of touch. Sense of Community. Respondents were asked whether they feel the sense of community in the Town of Vail has improved, gotten worse or stayed the same over the past two years. This question has been asked over many years and, as shown below, there is a sharp improvement in the percentage saying Vail has gotten better, up to 18% this year, from a low of 9% in 2010 and similar to the 17% obtained in 2005. The percentage of responses saying Vail has “gotten worse” was at 16%, down substantially from the 2010 figure of 26%. This finding is consistent with the results from the “right direction” question described above. There is considerable support for the overall efforts of the Town and the open-ended comments further reinforce the positives. Residents are saying things like: Do you have any comments or suggestions regarding the sense of community within the town? Survey: Email / Resident Type: Year-Round / Direction: Worse The response from the town around the support of Red Sandstone was wonderful in regards to the Town Council . . . I believe that schools bring community. They bring children to a community so people leave their houses, hang out in the street and meet their neighbors. Without children, people drive into their garage and never enter their neighborhood. When this question is examined by year-round residents, part-time or those employed in the town, there are some differences. Not surprisingly, part-time residents are especially likely to report they have “no opinion” (22 percent); this indicates that a significant segment of the part-time residents are not involved in “sense of community.” 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 13 Interestingly, the responses from the group that is included in “other,” which is made up of Town employees, non-resident business owners and those that are employed in the town but live elsewhere, the responses were relatively positive with an overall average of 30% of Open Link respondents saying the sense of community had “improved” and just 12% saying it had “gotten worse.” Table 4 Sense of Community Over the past two years has the sense of community within the town improved, gotten worse or stayed the same? Total All Sources Survey Version Which of the following best describes you? Random Link Open Link Year- round resident (11+ months/ year) Part- time resident Employed in the Town of Vail but don't live there Get mail in the town but don't live or work there Non- resident owner of business/ commer- cial property Improved 20% 18% 23% 19% 16% 30% 25% Gotten worse 16% 16% 16% 19% 15% 12% Stayed the same 50% 50% 49% 55% 46% 49% 38% 50% Don’t know/no opinion 15% 16% 13% 7% 22% 9% 38% 50% A follow-up question further probed the responses on “sense of community” by allowing respondents to elaborate. Again, these responses may be obtained by clicking here: (VIEW COMMENTS). Community Priorities The survey included a set of questions designed to probe community issues and priorities. These were based on topics that the Vail Council has identified as important. The wording of the question was as follows: “The Vail Town Council and staff value community input to understand your priorities. For each area listed below, indicate the level of priority you believe is appropriate. (Use a 1 to 5 scale where 1=Not a Priority and 5=High Priority).” As summarized below, all of the topics are considered to have some priority with very few responses in the 1 or 2 category (“not a priority”) on the five-point scale. Overall, at least 54% of respondents considered all categories to be priorities. The four categories that were most identified based upon the percentage of respondents giving them a 4 or 5 (“high priority”) included: Budget and capital management – 86% Economic vitality – 85% Transportation needs – 80% Actions to improve Vail’s appeal as a well-rounded community (a great place to live, work and play) – 80% 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 14 Figure 1. Community Issues : Indicate the level of priority you believe is appropriate (Random Link) Highest Priority. When respondents were asked to select one area from the list that would be their “highest priority,” the topic “Actions to improve Vail’s appeal as a well-rounded community (a great place to live, work and play)” was selected twice as often as any other category (33%), compare to “Economic vitality” (15%), selected next most often. The notion of “a well-rounded community” seems to resonate with a large segment of citizens, both year-round and part-time residents. The topic of housing was addressed in two separate categories: Focus on housing for middle income workers in vital support roles (e.g. future development of Chamonix property in West Vail) - 8% Focus on housing for service workers (e.g. redevelopment of Timber Ridge) - 4% The results suggest somewhat greater support for emphasis on middle income workers than service workers at this time. Taken together, these two categories represent 12% placing housing in the upper 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 15 tier of priorities. However, these results are very different from those obtained in 2008 when housing issues were identified in a number of ways as the highest priority of many in Vail. Comparing the results from this question to a similar but not identical question in 2010, there are pronounced differences. Parking was most frequently identified as the top priority at that time with 25% of respondents identifying it, compared to 11% calling it top priority this year. “Economic vitality” received similar ratings at 15% this year, 17% in 2010. While parking remains a concern, economic issues and the idea of Vail pursuing actions to improve Vail’s appeal as a well-rounded community have taken on greater priority at this time. Figure 2. Community Issues : Indicate the level of priority you believe is appropriate (Random Link) Percent responding “High Priority” (4 or 5) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 16 A follow-up question identified the Vail Town Council’s Long Term Goals and Initiatives for 2012 through 2022: Improve economic vitality Grow a balanced community (address the current and desired demographics for the town) Improve the quality of the experience Develop future leadership The survey then asked for “comments or suggestions” concerning these priorities in an open-ended format. A few respondents expressed the opinion that “these are all important.” These and other comments suggest that the identified Council priorities are relevant in the minds of residents. Based on the comments, both year-round and part-time, residents seem to understand and generally support these priorities. There were a number of very specific comments and suggestions on priorities that were identified in this question. For a summary of comments click here: (VIEW COMMENTS). Do you have any specific comments or suggestions for the Council regarding the Long-term Goals and Initiatives for 2012 through 2022? Survey: Email / Resident Type: Year-Round People who retire naturally want to come here. To sustain a community there must be a way to bring people in for services off season. The Steadman Clinic has done a good job of that which creates jobs. Other than that it is a tourist based town. Priority should be a more balanced community Promoting summer & summer events Put in more parking solves 99% of the above Reduce the noise of I-70 The more housing for the 'middle income' workers like myself is a big goal. We are trying to buy a house but even in the current market finding something affordable is tough. The quality of the experience for whom. . .local resident, part-time local resident, or visitor? The Town should not engage in ownership of 'affordable housing'. That is the responsibility of the private sector, save for the Town utilizing incentives, tax breaks, etc., to encourage the private sector to provide employee housing.. These are all great. Develop Future Leadership should be first! Do you have any specific comments or suggestions for the Council regarding the Long-term Goals and Initiatives for 2012 through 2022? Survey: Open Link / Resident Type: Year-Round  The council needs to address environmental programs. For such a nice community, we are living in the stone age of environmental programs and it is obvious to the average citizen that the town council does not value the environment. The future of Vail falls in the summer for everyone. To build Vail is to build its summers and make it a year round sort of multi set of resorts that profit the city as well as the resort. Bringing people to the city for events from all over. Once built, it would promote growth through every business across Eagle County. The Key word is BALANCED. We have enough hotels and beds in town! Let’s focus on creating a great community ---- The VVF has cut funds on free music (and quality free music) and other 'LOCAL' based events.....The town should step in and create more free cultural events for locals- this creates a balanced demographic. 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 17 Environmental Issues The survey contained several questions that relate to Vail’s environmental policies. As summarized below, while about half of respondents think the Town’s efforts addressing environmental issues are “about right,” more respondents believe efforts are much too little or too little (1 and 2 on the five-point scale) than believe the efforts are “too much” (4 or 5 on the scale). Comparing responses in 2012 to 2010, year-round residents are significantly more likely to support giving more attention to the threat of wildfire from beetle-killed trees and the enforcement of the dead tree removal ordinance this year than two years ago. However, again, most respondents feel current efforts are “about right.” For example, 14 percent of year-round residents said the threat of wildfire gets too little attention, compared to 7% in 2010. Similarly, 14% said enforcement of tree removal deserves more attention, compared to 8% in 2010. Figure 3. Rate the amount of emphasis that is being placed on the following environmental concerns (All Respondents) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 18 The results also provide indications that the opinions of year-round and part-time residents are similar but not identical. In general, year-round residents are particularly likely to believe the town should place more emphasis on dealing with the beetle kill issue. Responses are similar on Gore Creek water quality and addressing energy consumption. The survey results permit the constituencies that place greatest priority on these types of actions to be identified and measured. Emphasis on zero waste and a plastic bag initiative were evaluated for the first time in 2012. The survey responses indicate that zero waste is a higher priority as measured by both the Random Link and the Open Link survey respondents. For example, on the Random Link, 60% of all respondents rated zero waste a “high priority” (4 or 5 on the five-point scale). This compares to 44% rating the plastic bag initiative as “high priority.” It is notable that there were about 37% of total Random Link respondents that said the plastic bag initiative was “not a priority” (1 on the five-point scale). In other words, on this issue the community is already divided with relatively few in the middle. As summarized below, responses from both the year-round and part-time respondents were somewhat similar on these questions although year-round residents are especially likely to consider both efforts to be a “high priority” (5 on the five-point scale). Figure 4. Level of priority you would like to see placed on the following (All Respondents) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 19 Events Ratings The strong majority of respondents say events create a positive experience in Vail. On the question, “In general, how would you describe the experience that events create for you and your guests?” about 85% of both permanent and part-time residents rate the experience positively, a 4 or 5 on a five-point scale. The survey asked a follow-up open-ended question on events and the comments were numerous. Generally, they offered support for events but there are a number of specific suggestions that can be taken into account as events are evaluated. As with many of the topics addressed in the survey, there are conflicting opinions with some saying the events are out of balance and others saying they represent “the right mix.” (VIEW COMMENTS) Do you have any comments on your response concerning events? Survey: Email / Resident Type:Part-Time / Response: 5-Positive I would like to see events kept family oriented and minimal expense for participants. I'm tired of smelling pot at EVERY event that I bring my family to. I don't have a problem with people using marijuana, but I don't think that the police should look the other way when 1/6 to 1/4 of the attendees at an event are smoking pot AT THE EVENT. Keep up the efforts! Let them continue if economically viable. Love the summer concerts Love them. The town and Vail Resorts do a fantastic job. More evening concerts on the weekend at the Ford Amphitheater for people in their mid 30s+ These are KEY differentiators for Vail and personally one of the reasons I chose Vail as a place to purchase a residence. There is so much to do and such diversity of activities. They are fun and world class at the same time. Wonderful! To achieve the goal is to make Vail attractive to a wide range of people. Vail events are great, really give a reason to come up to the mountains. Vibrant, energetic, quality. 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 20 Similarly, about 80% of respondents believe the “economic impact” of town-wide events is positive (50% “very positive” and 38% a 4 on the five-point scale). As shown, about 3% of year-round and no part- time residents rate the economic impacts of events negatively. Figure 5. What do you believe is the town -wide economic impact of events in Vail? (All Respondents) A series of additional questions examined other aspects of events. While most respondents feel that Vail has “about the right number of events” (81%), 12% feel there are “too few” and 8% (8% year-round and 4% part-time) say there are too many. Clearly, there is broad support for the overall approach to events in Vail at this time. More specific questions considered event quality, access, parking availability and Frontage Road express bus access during summer events. In general, residents are satisfied, particularly with “event quality” where 83% rated their satisfaction a 4 or 5 (“very satisfied”). As shown below, there is room for improvement in access to events, particularly parking. 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 21 Figure 6. Please rate your satisfaction with the following aspects of town -wide events (All Respondents) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 22 The survey also asked respondents to identify their three favorite events in Vail. Not surprisingly, the large events dominate in the totals. Overall, the most identified events included in rank order: Bravo, Fourth of July, Teva Games, Farmers Market and Taste of Vail. Many of the smaller events have strong support as “top three favorites” and even if they are not as prominent as the most identified events, they are still important to segments of the part-time and year-round residents. However, there is support for a wide variety of different events, a strong indication of the appeal of having a number of different events over the year. Table 5 What is your favorite event in Vail? Responses Bravo! Vail Valley Music Festival 15.0% Teva Games 14.1% Fourth of July 7.6% Concerts at Ford Amphitheater 6.5% Vail Farmers Market 6.5% Taste of Vail 6.3% Ski Season 4.0% Vail International Dance Festival 3.6% Street Beat Concerts 3.2% Concert Series 2.9% Spring Back to Vail 2.9% Free Concert Series 2.3% Birds of Prey World Cup Race 2.1% Holidaze 2.1% Oktoberfest 1.9% Hot Summer Nights 1.5% Vail Film Festival 1.5% Jazz Festival 1.3% Pro Challenge Bike Race 1.3% Other Events Mentioned 13.5% There were a large number of comments regarding events. While most are positive, there are some suggestions for specific areas of improvement in events that should be noted. (VIEW COMMENTS) Taxes and Fees The survey asked about satisfaction with taxes and fees as they relate to services that are provided by the Town. Most respondents (61% Random Link and 54% Open Link) are satisfied with the current level of taxes and services. This compares to 56% on the Random Link survey in 2010. Additionally, 10% of respondents in 2012 indicated “I am willing to pay more taxes to get more services” compared to 6% in 2010. And 6% said they are willing to accept service reductions for lower taxes, down from 10% in 2010. 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 23 Taken together, these responses provide additional documentation that the overall support and confidence in Town of Vail programs is positive at this time. The survey asked specifically about services people would be willing to pay more to obtain. There were a large number of suggestions but no single program or service stood out as lacking. (VIEW COMMENTS) Comparing responses on this question between year-round residents and part-time residents, year- round residents are about equally likely to say they pay too much (16% compared to 17% of part-time residents). However, it is notable that the percentage of part-time residents that say they are paying “too much” has gone down from 24% in 2010 to 17% in 2012. This is indicative of the more positive sentiment of this segment of respondents identified in this year’s survey. The part-time residents are particularly likely to mention the completion of construction and the overall favorable economic direction of Vail in their comments; results suggest that these feelings have translated into fewer part- time respondents saying they are paying too much. Figure 7. Which statement describes your op inion about the relationship between taxes/fees and the services that are provided by the town ? (All Respondents) Parking Issues Parking Pass/Value Card Ratings. About 24% of respondents this year indicated that they own a Parking Pass or Value Card, down slightly from the reported 26% in 2010. Of those that have passes the most identified is the Value Card, held by 68%, and the Blue Pass ( 20%). These results are very similar to those measured in 2010 and 2007. 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 24 Respondents were asked to rate their level of satisfaction with their Parking Pass or Value Card on a scale of “1-Not at all Satisfied” to “5-Very Satisfied.” The mean rating this year was 3.7, up from 3.4 in 2010 and from 3.3 in 2007 and 3.0 in 2005. However, as in the past, the responses varied significantly by type of pass owned. Results indicate the following average ratings for the different passes in rank order of satisfaction: Table 6 Please rate your satisfaction with your parking pass 2012 2010 Gold Pass 5.0 4.7 Blue Pass 4.3 4.1 Green Pass 3.7 3.7 Pink Pass 4.5 3.6 Value Pass 3.5 2.9 Preferred Parking Locations. The survey asked respondents where they prefer to park for shopping, work and skiing, and why. About half of all respondents favor the Village Structure for shopping (69%), followed by Lionshead (14%). For work most people cite “other” (52%) and it is usually private parking that they report using. For skiing, the Village is preferred by 35%, compared to 23% favoring Lionshead and about 3% mentioning Cascade. Together, the North Frontage Road, Donovan Park accounted for only 3%. “Other” areas were mentioned by 37% of respondents; these usually were private spaces. Various aspects of parking ratings were evaluated. The format of these questions was unchanged from 2010 and the results may be compared. As shown below, parking fees are the most negatively rated aspect of parking services by year-round and part-time residents alike. Also, it should be noted that parking during summer events was identified as a relative problem. While summer parking availability is the most positively rated item, these ratings have been trending downward in recent surveys. 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 25 Table 7 Please rate your satisfaction with parking services Satisfaction with Public Parking Services Total All Sources Survey Version Which of the following best describes you? Random Link Open Link Year- round resident (11+ months/ year) Part-time resident Employed in the Town of Vail but don't live there Get mail in the town but don't live or work there Non- resident owner of business/ commercial property Overall parking fees/pricing structure 1 NOT AT ALL SATISFIED 21% 20% 22% 21% 19% 20% 14% 25% 2 26% 27% 24% 25% 26% 30% 29% 25% 3 26% 26% 27% 25% 24% 32% 43% 25% 4 17% 17% 17% 18% 22% 7% 14% 5 VERY SATISFIED 10% 10% 11% 11% 9% 11% 25% Average 2.7 2.7 2.7 2.7 2.7 2.6 2.6 2.8 Booth attendant courtesy 1 NOT AT ALL SATISFIED 1% 1% 2% 2% 2% 2 6% 7% 6% 6% 3% 7% 14% 25% 3 23% 22% 25% 23% 21% 28% 29% 25% 4 35% 39% 27% 34% 39% 28% 57% 5 VERY SATISFIED 35% 31% 40% 35% 35% 37% 50% Average 3.9 3.9 4 3.9 4 4 3.4 3.8 Parking structure cleanliness 1 NOT AT ALL SATISFIED 3% 3% 2% 3% 2% 4% 2 12% 12% 14% 13% 12% 7% 13% 3 27% 30% 22% 28% 23% 29% 38% 4 36% 34% 39% 33% 40% 40% 25% 75% 5 VERY SATISFIED 22% 21% 23% 22% 23% 20% 25% 25% Average 3.6 3.6 3.7 3.6 3.7 3.6 3.6 4.3 Parking availability during winter periods 1 NOT AT ALL SATISFIED 12% 11% 13% 15% 8% 7% 2 19% 22% 13% 16% 24% 9% 40% 25% 3 26% 25% 29% 25% 31% 28% 4 28% 27% 29% 27% 28% 33% 60% 25% 5 VERY SATISFIED 15% 14% 16% 16% 9% 23% 50% Average 3.1 3.1 3.2 3.1 3.1 3.6 3.2 4 Parking availability during summer periods 1 NOT AT ALL SATISFIED 1% 1% 1% 2% 1% 2 5% 5% 5% 5% 5% 10% 3 15% 17% 12% 16% 13% 12% 4 30% 30% 29% 25% 37% 34% 63% 50% 5 VERY SATISFIED 49% 47% 52% 52% 44% 44% 38% 50% Average 4.2 4.2 4.3 4.2 4.2 4.1 4.4 4.5 Parking availability during Ford Park events 1 NOT AT ALL SATISFIED 10% 10% 9% 11% 6% 8% 14% 2 18% 20% 14% 15% 19% 27% 14% 3 32% 30% 36% 32% 38% 22% 50% 4 24% 24% 24% 23% 25% 24% 57% 5 VERY SATISFIED 16% 16% 17% 18% 12% 19% 14% 50% Average 3.2 3.2 3.3 3.2 3.2 3.2 3.4 4 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 26 Figure 8. Please rate your satisfaction with public parking services in Vail (Random Link) Percent responding “Very Satisfied” (4 or 5) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 27 Any comments on your satisfaction with public parking services in Vail? Survey: Email / Resident Type: Year-Round Build some more parking! Charge year round Clean and wash and paint the parking structures more frequently. Concern: 1. High parking fees discourage skier-visits and decrease overall TOV revenue. 2. High parking fees actually decrease the Town's revenue. Politicians: 'Don't be so selfish, Town-centered, and greedy!' Costs too high for all day events I refuse to pay for parking! I usually use the structures off season and off hours. I know everyone complains about parking fees, but they should see the fees people pay in metro areas. They should also understand that some of our high-end guests now pay for parking in the glitzy hotels in which they stay If Ford park parking is full, notify drivers before they reach entrance to Vail Village parking structure. If we have more parking, we have less open space. The pricing is high - but it does drive people to use alternative transport. If you are a Vail resident you should get a discount on parking when you exit by showing your ID because sometimes you have to park in the structure and $25 is really steep. To view all comments click here: (VIEW COMMENTS) RATINGS OF SATISFACTION—DEPARTMENTS Community Development The Community Development Department was used by 21% of respondents, down slightly from the 23% reported in 2010 and 26% in 2007. As summarized in the graphs below, the ratings of Community Development are based on that segment of the community that has used the services of the department. Ratings have shown some declines from 2010 but gains over years prior to 2010. In general, about half the respondents rate the department a 4 or 5 (“Satisfied” or “Very Satisfied”). As in past surveys, the building permit review process remains a relative source of weakness. In a new question, the “Timeliness of response (to telephone calls, inspections, question/inquiries, plan review, etc.” was asked. Results show about 49% rate service a 4 or 5 and 24% call it a 1 or 2. Similar to past years, the part-time residents that used the services of Community Development tended to be slightly to significantly more negative toward the services. This finding may merit some attention in that only a small proportion of part-time residents typically use the services but this is an area of relative negativity toward the Town. The open-ended comments provide additional insights on the ratings. (VIEW COMMENTS) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 28 Figure 9. Please rate your satisfaction with the following aspects of the Community Development Department (Random Link) Percent responding “Very Satisfied” (4 or 5) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 29 Table 8 Please rate your satisfaction with Community Development Department Community Development Department Total All Sources Survey Version Which of the following best describes you? Random Link Open Link Year-round resident (11+ months/year) Part-time resident Employed in the Town of Vail but don't live there Get mail in the town but don't live or work there Non- resident owner of business/ commercial property Availability of information (e g , public records) 1 NOT AT ALL SATISFIED 5% 5% 5% 4% 13% 2 5% 8% 4% 4% 3 34% 36% 32% 40% 26% 17% 50% 4 29% 28% 31% 24% 35% 50% 100% 5 VERY SATISFIED 26% 23% 31% 28% 22% 33% 50% Average 3.7 3.6 3.8 3.7 3.5 4.2 4 4 Overall service and efficiency 1 NOT AT ALL SATISFIED 8% 8% 8% 7% 19% 2 15% 15% 14% 15% 19% 3 20% 26% 10% 24% 7% 14% 4 30% 28% 34% 25% 37% 43% 100% 50% 5 VERY SATISFIED 27% 23% 34% 29% 19% 43% 50% Average 3.5 3.4 3.7 3.5 3.2 4.3 4 4.5 Timeliness of response (to telephone calls, inspections, questions/inquiries, plan review, etc ) 1 NOT AT ALL SATISFIED 7% 9% 5% 8% 4% 2 16% 15% 17% 18% 8% 14% 3 22% 26% 16% 21% 36% 50% 4 24% 24% 23% 21% 20% 43% 100% 50% 5 VERY SATISFIED 31% 26% 38% 33% 32% 43% Average 3.6 3.4 3.7 3.5 3.7 4.1 4 3.5 Building permit review and inspections 1 NOT AT ALL SATISFIED 12% 15% 5% 7% 33% 2 19% 14% 28% 24% 14% 3 21% 32% 3% 22% 19% 25% 4 23% 23% 23% 18% 24% 50% 100% 50% 5 VERY SATISFIED 25% 16% 40% 29% 10% 25% 50% Average 3.3 3.1 3.6 3.4 2.6 4 4 4.5 Courtesy and attitude/helpfulness 1 NOT AT ALL SATISFIED 7% 10% 2% 5% 16% 2 4% 10% 4% 14% 3 26% 32% 16% 26% 28% 100% 50% 4 25% 26% 22% 22% 28% 43% 5 VERY SATISFIED 38% 31% 49% 42% 28% 43% 50% Average 3.8 3.7 4.1 3.9 3.5 4.1 3 4 Knowledge/ ability to answer questions 1 NOT AT ALL SATISFIED 2% 2% 2% 1% 8% 2 7% 5% 10% 7% 8% 3 26% 31% 17% 26% 32% 17% 4 34% 35% 33% 33% 24% 50% 100% 50% 5 VERY SATISFIED 31% 26% 38% 33% 28% 33% 50% Average 3.8 3.8 3.9 3.9 3.6 4.2 4 4.5 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 30 Public Works Ratings for Public Works remained high this year, ranging from an average of 4.5 for “snow removal” and 4.4 for “cleanliness of the pedestrian villages,” to 4.0 for “appearance and condition of Town-owned buildings.” At least 73% of respondents rated each Public Works service a 4 or 5 - “Very Satisfied,” up from 71% in 2010 and 63% in 2007. The average rating for snow removal was up 0.1 point with the percent of Random Link respondents rating snow removal very satisfactory (a 4 or 5) at 90% - up slightly from 2010 (86%). Again this year the lowest-rated aspect of Public Works was “appearance of Town- owned buildings;” the lowest rated category in 2007, as well. The high ratings of all aspects of public works delivery remain notable, with little evidence of dissatisfaction in any aspect of these operations. Figure 10. Rate your satisfaction with Public Works services in the Town of Vail (Random Link) Percent responding “Very Satisfied” (4 or 5) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 31 Table 9 Please rate your satisfaction with Public Works Public Works Services Total All Sources Survey Version Which of the following best describes you? Random Link Open Link Year-round resident (11+ months/year) Part-time resident Employed in the Town of Vail but don't live there Get mail in the town but don't live or work there Non- resident owner of business/ commercial property Snow removal on roads 1 NOT AT ALL SATISFIED 0% 1% 0% 0% 2 1% 1% 1% 1% 1% 3 8% 9% 8% 9% 7% 7% 25% 4 31% 29% 34% 32% 26% 31% 71% 25% 5 VERY SATISFIED 59% 60% 58% 58% 65% 62% 29% 50% Average 4.5 4.5 4.5 4.5 4.5 4.6 4.3 4.3 Road and street maintenance by the Town of Vail (potholes, sweeping, drainage, etc ) 1 NOT AT ALL SATISFIED 2% 2% 2% 3% 0% 2% 2 4% 4% 3% 6% 1% 3 16% 15% 16% 17% 15% 5% 13% 4 42% 43% 40% 39% 44% 55% 75% 50% 5 VERY SATISFIED 37% 36% 38% 36% 40% 39% 13% 50% Average 4.1 4.1 4.1 4 4.2 4.3 4 4.5 Overall park maintenance 1 NOT AT ALL SATISFIED 0% 0% 1% 0% 0% 2 2% 1% 2% 3% 3 11% 12% 8% 12% 10% 7% 25% 4 38% 40% 35% 36% 41% 42% 71% 5 VERY SATISFIED 49% 46% 53% 49% 49% 51% 29% 75% Average 4.3 4.3 4.4 4.3 4.4 4.4 4.3 4.5 Appearance and condition of Town-owned buildings 1 NOT AT ALL SATISFIED 1% 1% 1% 1% 0% 2 5% 4% 6% 6% 3% 2% 3 22% 22% 21% 26% 16% 18% 13% 4 41% 44% 36% 38% 45% 48% 50% 75% 5 VERY SATISFIED 31% 29% 35% 29% 35% 32% 38% 25% Average 4 4 4 3.9 4.1 4.1 4.3 4.3 Friendliness and courteous attitude of Public Works employees 1 NOT AT ALL SATISFIED 1% 0% 2% 1% 1% 2 2% 2% 1% 2% 2% 3 18% 19% 16% 17% 20% 17% 20% 25% 4 32% 36% 27% 31% 37% 26% 60% 25% 5 VERY SATISFIED 47% 43% 54% 49% 40% 57% 20% 50% Average 4.2 4.2 4.3 4.3 4.1 4.4 4 4.3 Cleanliness of pedestrian villages 2 2% 0% 4% 3% 2% 3 9% 10% 6% 10% 6% 7% 4 35% 37% 32% 33% 35% 38% 63% 25% 5 VERY SATISFIED 55% 52% 58% 54% 59% 53% 38% 75% Average 4.4 4.4 4.4 4.4 4.5 4.4 4.4 4.8 Cleanliness of public restrooms 1 NOT AT ALL SATISFIED 1% 1% 1% 1% 2% 2 3% 3% 4% 3% 4% 5% 3 16% 18% 12% 19% 14% 10% 4 40% 41% 39% 39% 40% 33% 63% 67% 5 VERY SATISFIED 40% 37% 45% 38% 42% 50% 38% 33% Average 4.1 4.1 4.2 4.1 4.2 4.2 4.4 4.3 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 32 Bus Service Respondents remain largely satisfied with Town of Vail bus service, with over 84% of respondents rating dependability of bus service, frequency of in-town shuttle, driver courtesy and cleanliness of buses a 4 or 5 – “Very Satisfied.” Crowding on buses is a relative area of weakness with only 52% saying they are “very/somewhat satisfied,” up slightly from 47% in 2010. The late night bus service of the town is rated better than the ECO Regional Transit (55% satisfied compared to 32%), but these both remain areas of relative weakness. Figure 11. Please rate your satisfaction with bus service (Random Link) Percent responding “Very Satisfied” (4 or 5) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 33 As illustrated in the past, the neighborhood location of the survey respondent within Vail is closely associated with the ratings of local buses. Shown below, there is a wide spread in average ratings by neighborhood (that is, the distance between the highest and lowest points on the vertical axis). For example, crowding on the buses is not identified as a problem from respondents that live in the Booth Creek area, where the ratings of satisfaction are high; the ratings are lowest, or least satisfactory, from Intermountain residents, and there are significant differences of opinion indicated by the wide range of responses. In contrast, the frequency of in-town shuttles is rated high by all respondents and there is relative agreement (a narrow spread) on this question. Figure 12. Please rate your satisfaction with bus service By Neighborhood (All Respondents) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 34 Table 10 Please rate your satisfaction with bus service Satisfaction with Bus Service Total All Sources Survey Version Which of the following best describes you? Random Link Open Link Year-round resident (11+ months/year) Part-time resident Employed in the Town of Vail but don't live there Get mail in the town but don't live or work there Non- resident owner of business/ commercial property Frequency of in-town shuttle 1 NOT AT ALL SATISFIED 1% 1% 2% 2% 0% 2 2% 3% 1% 2% 1% 2% 3 11% 12% 9% 12% 9% 14% 13% 4 31% 30% 32% 32% 29% 33% 38% 50% 5 VERY SATISFIED 55% 55% 55% 53% 60% 50% 50% 50% Average 4.4 4.4 4.4 4.3 4.5 4.3 4.4 4.5 Frequency of outlying service 1 NOT AT ALL SATISFIED 3% 2% 4% 3% 4% 4% 2 9% 10% 7% 9% 7% 8% 3 21% 23% 19% 19% 23% 32% 33% 4 31% 32% 30% 32% 30% 28% 67% 5 VERY SATISFIED 35% 32% 40% 37% 35% 28% 100% Average 3.9 3.8 4 3.9 3.9 3.7 3.7 5 Bus driver courtesy 1 NOT AT ALL SATISFIED 1% 1% 1% 1% 0% 2% 2 3% 3% 2% 4% 1% 3 11% 12% 8% 13% 9% 5% 4 33% 32% 34% 34% 29% 37% 50% 33% 5 VERY SATISFIED 53% 52% 54% 48% 60% 56% 50% 67% Average 4.3 4.3 4.4 4.2 4.5 4.4 4.5 4.7 Dependability of bus service 1 NOT AT ALL SATISFIED 0% 0% 1% 1% 2 2% 2% 3% 2% 2% 2% 3 11% 12% 9% 12% 8% 12% 25% 4 29% 29% 29% 30% 29% 20% 25% 33% 5 VERY SATISFIED 57% 57% 59% 55% 60% 66% 50% 67% Average 4.4 4.4 4.4 4.4 4.5 4.5 4.3 4.7 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 35 Table 10 (cont.) Please rate your satisfaction with bus service Satisfaction with Bus Service Total All Sources Survey Version Which of the following best describes you? Random Link Open Link Year-round resident (11+ months/year) Part-time resident Employed in the Town of Vail but don't live there Get mail in the town but don't live or work there Non- resident owner of business/ commercial property Cleanliness of buses 2 3% 3% 3% 3% 2% 2% 3 11% 11% 12% 14% 6% 12% 13% 4 35% 38% 29% 33% 40% 33% 25% 50% 5 VERY SATISFIED 51% 48% 56% 50% 52% 53% 63% 50% Average 4.3 4.3 4.4 4.3 4.4 4.4 4.5 4.5 Level of crowding on buses 1 NOT AT ALL SATISFIED 5% 5% 6% 6% 6% 2 12% 14% 9% 11% 17% 10% 3 29% 29% 28% 30% 29% 27% 25% 4 36% 37% 36% 36% 32% 46% 38% 100% 5 VERY SATISFIED 18% 15% 22% 18% 16% 17% 38% Average 3.5 3.4 3.6 3.5 3.4 3.7 4.1 4 Late night bus service - Town of Vail 1 NOT AT ALL SATISFIED 4% 5% 3% 5% 3% 2 11% 12% 10% 15% 6% 6% 3 28% 28% 28% 27% 29% 44% 4 28% 30% 25% 29% 27% 25% 67% 5 VERY SATISFIED 28% 25% 34% 24% 35% 25% 33% 100% Average 3.6 3.6 3.8 3.5 3.8 3.7 4.3 5 Late night bus service - ECO Regional Transit 1 NOT AT ALL SATISFIED 16% 14% 19% 22% 3% 17% 2 15% 21% 7% 15% 16% 17% 3 34% 33% 35% 32% 40% 39% 4 15% 12% 19% 16% 10% 17% 50% 5 VERY SATISFIED 21% 21% 20% 16% 31% 11% 50% 100% Average 3.1 3.1 3.1 2.9 3.5 2.9 4.5 5 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 36 Fire Services About 15 percent of respondents indicated that they had used fire services within the past 12 months, identical to 2010 and down from the 22 percent reported in 2007. As in the past, ratings of fire services are based on the relatively small part of the community that used services. Fire services continue to be rated relatively high compared to most other departments and services provided by the Town. Courtesy and helpfulness and response times are rated especially favorably (about 90% 4 or 5). As shown below, plan check times and fire safety awareness receive relatively lower ratings but overall responses are favorable. The fire safety, awareness and education ratings are pulled down slightly by a large segment that rates these services a 3 (38%) and not by a large number calling these services a 1 or 2. There were no 1 ratings and 8% of responses were a 2. The open-ended comments concerning the Fire Department are found by clicking here. (VIEW COMMENTS) Figure 13. Please rate your satisfaction with the following aspects of Fire Services in the Town of Vail (Random Link) Percent responding “Very Satisfied” (4 or 5) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 37 Table 11 Please rate your satisfaction with the following aspects of Fire Services in the Town of Vail Public Safety Total All Sources Survey Version Which of the following best describes you? Random Link Open Link Year- round resident (11+ months/ year) Part-time resident Employed in the town of Vail but don't live there Non- resident owner of business/ commerci al property Response times to basic medical emergencies and fires 1 NOT AT ALL SATISFIED 2% 3% 3% 3 7% 9% 9% 4 31% 31% 35% 31% 11% 50% 5 VERY SATISFIED 59% 58% 65% 56% 89% 50% Average 4.5 4.4 4.7 4.4 4.9 4.5 . Courtesy and helpfulness of firefighters and fire prevention staff 1 NOT AT ALL SATISFIED 2% 2% 2% 2 1% 1% 6% 3 5% 7% 7% 4 22% 21% 25% 24% 6% 33% 5 VERY SATISFIED 70% 68% 75% 67% 88% 67% 100% Average 4.6 4.5 4.8 4.5 4.8 4.7 5 Timely plan-check and fire inspection systems on remodeled or new construction 1 NOT AT ALL SATISFIED 4% 7% 4% 10% 2 4% 2% 7% 4% 10% 3 15% 19% 7% 16% 10% 100% 4 28% 31% 22% 36% 10% 17% 5 VERY SATISFIED 49% 41% 63% 40% 60% 83% Average 4.1 4 4.4 4 4 4.8 3 Fire safety, awareness and education programs provided 2 5% 8% 4% 25% 3 25% 38% 27% 40% 4 31% 27% 41% 38% 10% 100% 5 VERY SATISFIED 38% 27% 59% 31% 50% 75% Average 4 3.7 4.6 4 4.1 4.3 4 Police Services Police service ratings were similar to 2010 and mostly up from 2007 and 2005. In the categories of feeling of safety and security (with 85% “very/somewhat satisfied”) and quality of service (78%), the strong majority of Vail residents are satisfied with the police services they are receiving. Ratings remain similar in 2012 for the three new questions that were added in 2010 to explore new aspects of policing services. As illustrated on the graph below, managing parking and traffic control issues is a source of relative dissatisfaction with 64% satisfied, but this is up from 58% in 2010. Appropriate presence of police on foot/vehicle patrol and crime prevention also received relatively lower marks, but this category was also up with 72% satisfaction ratings. Open-ended comments provide some additional insight into the police ratings. (VIEW COMMENTS) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 38 Figure 14. Please rate your satisfaction with the following aspects of Police Services in the Town of Vail (Random Link) Percent responding “Very Satisfied” (4 or 5) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 39 Table 12 Please rate your satisfaction with the following aspects of Police Services in the Town of Vail Police Services Total All Sources Survey Version Which of the following best describes you? Random Link Open Link Year- round resident (11+ months/ year) Part-time resident Employed in the Town of Vail but don't live there Get mail in the town but don't live or work there Non- resident owner of business/ commercial property Overall feeling of safety and security 1 NOT AT ALL SATISFIED 0% 0% 1% 1% 2 2% 1% 4% 3% 0% 5% 3 12% 13% 9% 14% 9% 9% 33% 4 32% 33% 30% 31% 35% 27% 71% 33% 5 VERY SATISFIED 54% 53% 56% 51% 55% 59% 29% 33% Average 4.4 4.4 4.4 4.3 4.5 4.4 4.3 4 Appropriate presence of police on foot/vehicle patrol 1 NOT AT ALL SATISFIED 3% 3% 4% 4% 2% 5% 2 5% 6% 4% 6% 4% 5% 3 20% 20% 20% 23% 16% 19% 13% 4 33% 33% 34% 32% 38% 33% 50% 67% 5 VERY SATISFIED 39% 39% 38% 36% 41% 38% 38% 33% Average 4 4 4 3.9 4.1 4 4.3 4.3 Friendliness and approachability of Vail police department employees 1 NOT AT ALL SATISFIED 3% 2% 4% 3% 1% 5% 2 7% 7% 8% 10% 3% 7% 3 15% 16% 14% 14% 17% 17% 25% 33% 4 28% 28% 30% 27% 32% 32% 25% 33% 5 VERY SATISFIED 46% 47% 45% 46% 48% 39% 50% 33% Average 4.1 4.1 4 4 4.2 3.9 4.3 4 Overall quality of service 1 NOT AT ALL SATISFIED 3% 3% 3% 3% 1% 7% 2 3% 2% 4% 4% 1% 2% 3 16% 17% 15% 18% 18% 10% 4 36% 34% 40% 36% 33% 40% 50% 67% 5 VERY SATISFIED 42% 44% 39% 39% 47% 40% 50% 33% Average 4.1 4.1 4.1 4 4.3 4 4.5 4.3 Crime prevention 1 NOT AT ALL SATISFIED 3% 3% 2% 4% 3% 2 6% 5% 9% 8% 3% 3% 3 20% 22% 15% 20% 22% 15% 17% 100% 4 34% 32% 38% 31% 36% 48% 67% 5 VERY SATISFIED 37% 38% 36% 37% 39% 33% 17% Average 4 4 4 3.9 4.1 4.1 4 3 Managing parking and traffic control issues 1 NOT AT ALL SATISFIED 7% 6% 7% 9% 3% 5% 2 9% 9% 10% 11% 8% 7% 3 21% 21% 22% 22% 22% 17% 29% 4 34% 35% 32% 30% 41% 32% 43% 67% 5 VERY SATISFIED 29% 29% 29% 27% 27% 39% 29% 33% Average 3.7 3.7 3.7 3.6 3.8 3.9 4 4.3 Visibility of police foot/vehicle patrol 1 NOT AT ALL SATISFIED 4% 4% 5% 5% 3% 5% 2 8% 7% 10% 9% 7% 5% 3 22% 25% 18% 22% 24% 19% 13% 50% 4 32% 31% 33% 31% 31% 36% 50% 50% 5 VERY SATISFIED 33% 33% 34% 32% 35% 36% 38% Average 3.8 3.8 3.8 3.8 3.9 3.9 4.3 3.5 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 40 Library Library ratings were generally positive and comparable to past years. About 63% of respondents report holding a library card. Differences are evident in card-holding among year-round residents (71%) and part-time residents (52%). While most respondents report that it is the “materials (including books, magazines, audio CD’s and DVD’s)” that bring them to the library (90%), the technology including computers (15%) and wireless access (10%) are also important. Children’s hour (11%) and programs for adults/families (9%) are also rated as important by about one in 10 respondents. The friendliness of staff is rated particularly well this year, at an all-time high of 87%. The Library Collection, a primary reason for using the Vail Library, was rated favorably at 80%, unchanged from 2010. Databases (a new question in 2010) showed significant decline (to 68% satisfied down from 80% in 2010), and several other areas of evaluation also deserve attention because of apparent declines in ratings (summer reading program, the website and the story hour). The open-ended comments provide additional insight on the library, with specific praise, criticism and suggestions for improvements. A first question asked, “What do you like best about your experiences at the library?” This question yielded many favorable comments. The staff can use this input to identify the attributes and services that are most valued by constituents, both year-round and part-time. (VIEW COMMENTS) Additionally, the survey asked about other comments. This question yielded some specific insights, including the lack of knowledge of some aspects of the library such as the new “app.” (VIEW COMMENTS) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 41 Figure 15. Please rate your satisfaction with the following at the library (Random Link) Percent responding “Very Satisfied” (4 or 5) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 42 Table 13 Please rate your satisfaction with the following at the library Satisfaction with Library Total All Sources Survey Version Which of the following best describes you? Random Link Open Link Year-round resident (11+ months/year) Part-time resident Employed in the Town of Vail but don't live there Get mail in the town but don't live or work there Non- resident owner of business/ commercial property Library collection (including magazines, books, audio and visual media) 1 NOT AT ALL SATISFIED 1% 0% 1% 1% 2% 2 1% 2% 1% 2% 3 16% 18% 12% 15% 17% 17% 100% 4 39% 41% 36% 43% 32% 25% 50% 5 VERY SATISFIED 43% 39% 50% 41% 46% 58% 50% Average 4.2 4.2 4.3 4.2 4.2 4.4 4.5 3 Library Story Hour 1 NOT AT ALL SATISFIED 1% 1% 1% 2 2% 1% 4% 2% 11% 3 23% 26% 19% 28% 22% 4 30% 33% 25% 29% 29% 22% 33% 100% 5 VERY SATISFIED 44% 38% 52% 39% 49% 67% 67% Average 4.1 4.1 4.3 4 4.3 4.4 4.7 4 Summer Reading Program 2 2% 2% 3% 3% 3 31% 31% 31% 32% 31% 33% 4 35% 37% 32% 37% 31% 33% 100% 5 VERY SATISFIED 32% 30% 35% 28% 38% 33% 100% Average 4 3.9 4 3.9 4.1 4 4 5 Databases 1 NOT AT ALL SATISFIED 1% 1% 1% 2 1% 1% 1% 3 28% 30% 25% 30% 25% 15% 100% 4 36% 35% 37% 36% 37% 38% 50% 5 VERY SATISFIED 35% 32% 38% 32% 38% 46% 50% Average 4 4 4.1 4 4.1 4.3 4.5 3 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 43 Table 13 (cont.) Satisfaction with Library Total All Sources Survey Version Which of the following best describes you? Random Link Open Link Year-round resident (11+ months/year) Part-time resident Employed in the town of Vail but don't live there Get mail in the town but don't live or work there Non- resident owner of business/ commercial property Friendliness/ courtesy of library staff 1 NOT AT ALL SATISFIED 2% 1% 4% 3% 4% 2 3% 2% 4% 3% 1% 11% 3 9% 10% 8% 10% 11% 4 25% 27% 23% 27% 22% 19% 33% 50% 5 VERY SATISFIED 60% 60% 61% 56% 66% 67% 67% 50% Average 4.4 4.4 4.3 4.3 4.5 4.3 4.7 4.5 Library news releases 1 NOT AT ALL SATISFIED 2% 1% 2% 2% 2 2% 3% 1% 3% 3 26% 28% 24% 27% 26% 25% 50% 4 36% 38% 34% 35% 38% 60% 50% 5 VERY SATISFIED 34% 31% 39% 33% 36% 40% 25% 50% Average 4 3.9 4 3.9 4.1 4.4 4 4 Library website 1 NOT AT ALL SATISFIED 1% 1% 1% 1% 1% 2 1% 1% 1% 3 31% 33% 27% 34% 26% 23% 17% 4 33% 33% 33% 31% 31% 54% 50% 50% 5 VERY SATISFIED 35% 34% 37% 34% 41% 23% 33% 50% Average 4 4 4 4 4.1 4 4.2 4.5 Library mobile app 1 NOT AT ALL SATISFIED 1% 2% 2% 2 5% 4% 7% 4% 25% 100% 3 51% 53% 48% 54% 61% 25% 4 20% 18% 25% 20% 9% 50% 50% 5 VERY SATISFIED 22% 23% 20% 20% 30% 50% Average 3.6 3.5 3.6 3.5 3.7 3.3 4.5 2 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 44 SOURCES OF LOCAL INFORMATION Respondents were once again asked about how they receive information about the Town. Newspapers were highest rated with 84% citing this source. Online sources were also important (54%), followed by television (23%) and radio (9%). As summarized below, the differences in sources of information between year-round and part-time residents are evident. While both groups are generally similar, year-round residents are especially likely to cite the newspaper, while part-time residents are especially apt to identify online sources and television. Clearly, these results have implications for Vail’s media strategies. Table 14 How do you typically receive information about the Town of Vail that may be of interest to you? (Random Link Respondents) 2012 Newspaper 84% Online 54 Television 23 Other 11 Radio 9 When the information sources used are viewed by resident type, the findings are as follows: Table 15 How do you typically receive information about the Town of Vail that may be of interest to you? (Overall Sample – Year-Round vs. Part-Time Residents) Year-Round Part-Time Newspaper 87% 79% Online 56 65 Television 20 29 Other 11 13 Radio 10 7 The data show that there are differences in use of media sources by age group. Newspaper and television use increase with age and social media use decreases with age. Table 16 How do you typically receive information about the Town of Vail that may be of interest to you? (Overall Sample – By Age Group) 18-34 35-44 45-54 55-64 65 or older Newspaper 77% 82% 81% 84% 92% Online 72 59 63 59 50 Television 11 18 20 25 27 Other 10 7 14 9 5 Radio 10 7 14 9 5 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 45 About one in five respondents say they subscribe to “e-services” provided by the Town. This figure is higher among year-round residents (28%) than part-time (20%). Notably, about 250 survey respondents indicated they wanted to be added to the Town’s email list, a side benefit of the survey process. Satisfaction levels with the e-services are high – 82% are satisfied, 4 or 5 on the five-point scale. The survey suggests that citizens, and especially part-time residents, are especially likely to be subscribing to news releases and special event information (60% or more). These e-services are an especially good way to reach the entire community, both year-round and part-time. Another question concerning communications evaluated cell phone service in the Town. About one in four (25%) of Random Link respondents report poor service (1 or 2 on the five-point scale). About half are in the positive category (4 or 5) with 24% rating service a 5. The reported ratings of phone access are generally similar between year-round and part-time residents. Virtually all respondents (99%) indicated they have a cell phone. 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 46 The ratings of cell phone service vary significantly by part of Town as shown by the graph below. Relative problems are most evident in the three areas shown on the left side of the graph: Booth Falls and Bald Mountain Road areas; Buffehr Creek, Lionsridge, and the Valley; and Vail Village. Figure 16. How would you rate cell phone service at your residence or business in town? (All Respondents) There were a number of comments on cell phone service issues. In general, they reflect considerable frustration among residents, both year-round and part-time alike. The service from AT&T was called out specifically in a number of the comments and there were numerous requests to attend to this problem. The comments may be found by clicking here. (VIEW COMMENTS) 22% 18% 27% 0% 13%11%12%13% 10%9% 0% 5% 2% 17% 26% 13% 0% 16% 11% 12% 5%9% 7% 35% 7% 7% 2.82 2.90 2.98 3.00 3.16 3.22 3.38 3.41 3.44 3.46 3.55 3.86 3.92 2 3 4 5 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Bu f f e h r C r e e k , L i o n s r i d g e , t h e V a l l e y Bo o t h F a l l s a n d B a l d M o u n t a i n R o a d a r e a s Va i l V i l l a g e Bo o t h C r e e k / A s p e n L a n e Ea s t V a i l Va i l C o m m o n s / S a f e w a y a r e a Ot h e r Ma t t e r h o r n , G l e n L y o n We s t V a i l ( n o r t h o f I 7 0 ) Li o n s h e a d Go l f C o u r s e Po t a t o P a t c h , S a n d s t o n e In t e r m o u n t a i n Percent Responding "2" Percent Responding "1" Average 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 47 THE IMPACTS OF I-70 The survey contained a new question designed to gather some feedback on the impacts of I-70 and some preferences in terms of alternative actions. The question included some background information, followed by a specific set of actions. The wording was as follows: As you may be aware, a “big idea” has been periodically suggested that would attempt to address the impacts of I-70 as it passes through Vail. Recognizing that this idea has received no serious study to date and that any efforts to deal with the impacts will take many years, and would likely involve major costs (including the potential for a property tax increase), please provide some initial input to local decision makers. To eliminate or reduce traffic noise from I-70, which of the following long-term solutions do you support for exploratory consideration? (Check all that apply) Extensive sound walls to contain Interstate noise Covering portions of I-70 (also known as “cut and cover” solution) A combination of sound walls and covering I-70 Relocating I-70 in a tunnel, removing it altogether from the community Live with the condition, increasing enforcement of speed limits No opinion The survey found that most respondents had an opinion (92%) about the choices for dealing with I-70. Interestingly, the responses from year-round and part-time residents and on the Random Link and Open Link versions of the survey were similar. The most identified action was “Live with the condition, increasing enforcement of speed limits” (38%). There is little consensus on which other specific solutions should be pursued, with all of the choices receiving support of between 20 and 30% on the multiple choice question. The diversity of opinions on this topic suggests that for any particular action to emerge as a priority with broad support, considerable additional study will be needed. This conclusion is further borne out by the open-ended comments. (VIEW COMMENTS) 2/4/2014 Town of Vail Community Survey 2012 RRC Associates 48 Figure 17. To eliminate or reduce traffic noi se from I -70, which of the following long -term solutions do you support for exploratory consideration? (All Respondents) Table 17 I-70 Solutions To eliminate or reduce traffic noise from I-70, which of the following longer-term solutions do you support for exploratory consideration? Total All Sources Survey Version Which of the following best describes you? Random Link Open Link Year- round resident (11+ months/ year) Part- time resident Employed in the Town of Vail but don't live there Get mail in the town but don't live or work there Non- resident owner of business/ commercial property Live with the condition, increasing enforcement of speed limits 37% 38% 37% 36% 40% 40% 25% 50% A combination of sound walls and covering I-70 29% 30% 29% 30% 32% 21% 38% 25% Covering portions of I-70 (also known as cut and cover solution) 28% 28% 27% 29% 25% 30% 38% Extensive sound walls to contain Interstate noise 23% 21% 27% 24% 27% 19% Relocating I-70 in a tunnel, removing it altogether from the community 23% 27% 18% 25% 25% 12% 13% No opinion 8% 8% 10% 8% 7% 12% 13% 25% 2/4/2014 1 Community Survey 2012 SUMMARY OF RESULTS: RANDOM LINK First, a few questions about the general state of Vail… 1. Would you say that things in the town of Vail are going in the right direction, or have they pretty seriously gotten off on the wrong track? 2012 (n=412) 2010 (n=521) 2007 (n=397) 2005 (n=404) 70% 58% 58% 70% Right direction 18 28 30 19 Wrong track 13 14 12 10 Don’t know In a few words, why do you feel that way?_____________________________________________________________________ (Please attach an additional sheet of paper with your comments if needed on any survey question.) 2. Over the past two years has the sense of community within the town improved, gotten worse or stayed the same? 2012 (n=411) 2010 (n=369) 2007 (n=400) 2005 (n=404) 18% 9% 14% 17% Improved 16 26 36 21 Gotten worse 50 54 45 53 Stayed the same 16 11 5 8 Don’t know/no opinion Do you have any comments or suggestions on your response?_____________________________________________________ 2/4/2014 2 COMMUNITY ISSUES 3. The Vail Town Council and staff value community input to help understand your priorities. For each area listed below, indicate the level of priority you believe is appropriate. (Use a 1 to 5 scale where 1=Not a Priority, 3=Somewhat, 5=High Priority.) The Vail Town Council’s Long-Term Goals and Initiatives for 2012 through 2022 focus on four primary areas: • Improve economic vitality • Grow a balanced community (address the current and desired demographics for the town) • Improve the quality of the experience • Develop future leadership Do you have any specific comments or suggestions for the Council regarding these goals? ______________________________________________________________________________________________ 2/4/2014 3 EVENTS Vail has developed a wide variety of events in all seasons that have become part of our community culture. Our events now include concerts, festivals, athletic events and other activities. 4. In general, how would you describe the experience that events in Vail create for you and your guests? VERY VERY NEGATIVE NEUTRAL POSITIVE mean n 2 2 12 27 57 4.4 379 Do you have any comments on your response concerning events? _______________________________________________________________________________________________ 5. What are your three favorite events in Vail? _____________________________________________ _____________________________________________ _____________________________________________ 6. Please rate your satisfaction with the following aspects of town-wide events. Quantity of events – are there: 12% Too few events 81 About the right number 8 Too many events n=353 NOT AT ALL VERY SATISFIED SATISFIED mean n The overall quality of events in Vail 1% 3 13 46 36 4.1 355 Ease of access to event venues (Ford Park Fields, Gerald R. Ford Amphitheater, Vail Village, Lionshead, Dobson Arena) 4 11 25 34 26 3.7 364 Parking availability during special events 12 24 33 21 11 3.0 349 Frontage Road express bus to transport event-goers between Lionshead, Vail Village and Ford Park in the summer 6 7 26 29 32 3.7 283 How do you typically access events in Vail? 30% Public transportation 26 Walking or cycling 44 Driving n=366 Do you have any further comments on events in Vail?_____________________________________________________ 7. What do you believe is the town-wide economic impact of events in Vail? VERY VERY NEGATIVE NEUTRAL POSITIVE mean n 0% 2 9 38 50 4.4 352 FEES AND TAXES 8. Which statement below best describes your opinion about the relationship between taxes/fees and the services that are provided by the Town of Vail? 61% I am satisfied with the current level of taxes and services 10 I am willing to pay more taxes to get more services 15 I feel that I pay too much for the services I receive 6 I am willing to accept service reductions if it means lower taxes 8 I have no opinion n=371 (If satisfied or willing to pay more) Are there specific types of services, programs or amenities you would like to see expanded or improved?____________________________ ____________________________________ 2/4/2014 4 THE ENVIRONMENT 9. Please rate the amount of emphasis that is being placed on the following in Vail. (Use a scale from 1 to 5 where 1 means “Much Too Little Emphasis” and 5 means “Far Too Much Emphasis.”) MUCH TOO ABOUT FAR TOO LITTLE RIGHT MUCH mean n Overall attention to the threat of wildfire from beetle-killed trees through forest management such as cutting and removing trees, and forest regeneration 15% 27 54 3 1 2.5 330 Enforcement of the dead tree removal ordinance to address the beetle infestation 17 26 51 4 1 2.4 304 Addressing energy consumption 5 25 53 8 8 2.9 300 Gore Creek water quality 11 27 55 6 1 2.6 286 10. Please indicate the level of priority you would like to see placed on the following: NOT A HIGH PRIORITY NEUTRAL PRIORITY mean n Emphasis on “zero waste” (composting/recycling, etc.) at community events 12% 10 21 29 29 3.5 357 A plastic bag initiative to ban the bags in grocery stores (restrictions would apply at 2 grocery stores and shoppers could bring their own bags and/or would have an option to purchase a paper bag for 20 cents) 37 9 17 16 21 2.8 362 Any comments on your responses to Questions 9 and 10?______________________________________________________ ___________________________________________________________________________________________________ TOWN SERVICES The Community Development Department provides planning, design review, environmental programs, and building and restaurant inspection services. 11. Have you used the services of the Community Development Department within the past 12 months? 21% Yes 79 No (GO TO Q. 14) n=360 12. (IF YES) How did you access their services? (Check all that apply) n=76 23% Website 43 Telephone 62 Walk in to office 19 Attend a meeting 12 Other:______________________________________ 2/4/2014 5 13. Please rate your satisfaction with the following aspects of the Community Development Department. Any comments on your response?_____________________________________________________________________ 2/4/2014 6 The Public Works Department provides maintenance of public areas including parks, buildings, roads and village areas. 14. Rate your satisfaction with Public Works services in the Town of Vail: Any comments on your response?____________________________________________________________________ 2/4/2014 7 Public Safety 15. Have you utilized Vail Fire for any service, inspection or emergency within the past 12 months? n=354 15% Yes 85 No (GO TO Q. 17) 16. Please rate your satisfaction with the following aspects of Fire Services in the town of Vail. Any comments on your response?_____________________________________________________________________ 2/4/2014 8 17. Please rate your satisfaction with the following aspects of Police Services in the town of Vail. Any comments on your response?______________________________________________________________________ 2/4/2014 9 Parking and Bus Service 18. When you visit Vail Village/Lionshead, what is your first choice for parking for the following purposes? (Check one only for each, as applicable) FOR SHOPPING FOR WORK FOR SKIING I PREFER I PREFER I PREFER Lionshead Parking Structure 14% 18% 23% Vail Village Parking Structure 69 28 35 Cascade Area 1 3 North Frontage Road in West Vail (Safeway area) 4 2 2 Donovan Park 1 1 Other: ______________________ 12 52 37 n=341 258 320 19. Why do you prefer that location to enter the mountain for skiing? n=325 3% Variety of shops and restaurants 9 Overall experience 13 Ski lockers 20 Shorter walking distance 28 Gets to parts of the mountain I prefer to ski 28 Other: _________________________ 20. Do you own a parking pass or value card this season? 76% No (GO TO Q. 22) 24 Yes: 4% Gold pass 20 Blue pass 4 Green pass 4 Pink pass 68 Value card 21. How satisfied are you with the benefits of your pass this year? NOT AT ALL VERY SATISFIED SATISFIED mean n= 5% 8 29 25 33 3.7 80 Any comments on your response?______________________________________________________________________ 2/4/2014 10 22. Please rate your satisfaction with public parking services in Vail. Any comments on your response?_______________________________________________________________________ 23. How many times per month do you use TOV bus service? 15.3 times per month in winter, n=330 7.7 times in summer, n=309 Are there any specific concerns or considerations that reduce your use of bus services? _________________________________________________________________________________________________ 2/4/2014 11 24. Please rate your satisfaction with bus service. Any comments on your response?________________________________________________________________ Library Services The Vail Public Library offers access to information resources of many types to serve the needs of Vail's guests, residents, businesses and schools. 25. Do you hold a library card in the Town of Vail? n=356 63% Yes 37 No 26. What typically brings you to the library? (Check the two most important categories) n=257 90% Materials (books, magazines, audio CDs, DVDs) 15 Computers 10 Wireless access 11 Children’s story hours/programs 9 Programs for adults/families 27. How frequently do you use the library? 2.5 times per month, n=304 2/4/2014 12 28. What do you like best about your experiences at the library?___________________________________________________ 29. Please rate your satisfaction with the following: Any comments on your response?___________________________________________________________________________ 2/4/2014 13 SOURCES OF LOCAL INFORMATION 30. How do you receive information about the Town of Vail that may be of interest to you? (Check all that apply) n=348 54% Online 84 Newspaper 9 Radio 23 Television 11 Other 31. Do you subscribe to e-services provided by the Town of Vail? n=61 81% No (GO TO Q. 33) 19 Yes (which ones?) 62% Special event info 63 News releases 23 Sales tax info 26 Library updates 17 Art in Public Places 29 Community Development Department updates 33 Meeting agendas 10 Twitter 5 Other__________________________________________ 32. How satisfied are you with the e-services provided by the Town of Vail? NOT AT ALL VERY SATISFIED SATISFIED mean n 2% 2 14 40 42 4.2 61 33. As you may be aware, a “big idea” has been periodically suggested that would attempt to address the impacts of I-70 as it passes through Vail. Recognizing that this idea has received no serious study to date and that any efforts to deal with the impacts will take many years, and would likely involve major costs (including the potential for a property tax increase), please provide some initial input to local decision makers. To eliminate or reduce traffic noise from I-70, which of the following long-term solutions do you support for exploratory consideration? (Check all that apply) n=349 21% Extensive sound walls to contain Interstate noise 28 Covering portions of I-70 (also known as “cut and cover” solution) 30 A combination of sound walls and covering I-70 27 Relocating I-70 in a tunnel, removing it altogether from the community 38 Live with the condition, increasing enforcement of speed limits 8 No opinion Do you have any additional comments on this topic? __________________________________________________________ Please provide the following demographic information. Remember that all responses remain strictly confidential and are reported only in group format. 34. What is the ZIP code of your primary residence? _________________________________ 35. Which of the following best describes you? n=354 53% Year-round resident (11+ months/year) 37 Part-time resident (what is the ZIP Code of your primary residence? ___________________) 6 Employed in the town of Vail but don’t live there 2 Get mail in the town but don’t live or work there 1 Non-resident owner of business/commercial property 2/4/2014 14 36. Which of the following best describes your employment status? n=355 41% Work 8 months or more a year in the local area (Vail Valley) 6 Work 7 or fewer months a year in the local area (Vail Valley) 22 Currently employed outside of the local area (work on Front Range, out of state, etc.) 21 Not employed: retired 1 Not employed: unemployed and/or looking for work 3 Not employed: homemaker 6 Other:____________________________________________________ 37. Is your residence (either year-round or seasonal) within the town of Vail? n=354 82% Yes 18 No If yes, where? n=289 25% East Vail 2 Booth Falls and Bald Mountain Road areas Booth Creek/Aspen Lane 3 Golf Course 8 Vail Village 6 Lionshead 14 Potato Patch, Sandstone 6 Buffehr Creek, Lionsridge, the Valley 2 Vail Commons/Safeway area 17 West Vail (north of I-70) 4 Matterhorn, Glen Lyon 8 Intermountain Not a resident of the town of Vail 5 Other______________________________ 38. Do you own or rent your residence? n=346 87% Own 12 Rent 1 Other (specify)_________________________________________ 39. How would you rate cell phone service at your residence or business in town? POOR AVERAGE EXCELLENT mean n 13% 12 29 21 23 3.3 343 OR 1% Service not available Don’t have a cell phone Any comments on your response?__________________________________________________________________________ 40. How long have you lived within the town of Vail (or owned property if a non-resident)? n=280 3% Less than 1 year 13 1-5 years 25 6-15 years 52 More than 15 years 8 Not applicable 41. (IF RESIDENT) Do you own or operate a business within the town of Vail? 16% Yes 84 No n=280 42. Are you a registered voter in Vail? 51% Yes 49 No n=338 43. Which of these categories best describes your household status? n=352 19% Single, no children 24 Couple, no children 24 Household with children living at home 32 Empty-nester, children no longer at home 44. Are you: n=347 52% Male 48 Female 45. In what year were you born? Average age=55.6, n=330 THANK YOU FOR YOUR PARTICIPATION IN OUR CONTINUING EVALUATION PROGRAM. If you would like to receive updates and information from the Town of Vail, please include your email address: _________________________________________________________________________________________________ 2/4/2014 • E v a l u a t e y o u r s a t i s f a c t i o n w i t h t r a n s i t , p a r k i n g , s n o w p l o w i n g a n d o t h e r t o w n s e r v i c e s . • S h a r e y o u r t h o u g h t s a n d i d e a s a b o u t t h e m o s t i m p o r t a n t i s s u e s f a c i n g V a i l . By p a r t i c i p a t i n g i n t h e C o m m u n i t y Su r v e y , y o u ’ l l b e e l i g i b l e f o r a pr i z e d r a w i n g w o r t h $ 5 0 0 toward your choice of a 2 0 1 2 - 1 3 s e a s o n p a r k i n g p a s s , a n E P I C s k i p a s s o r a g i f t c e r t i f i c a t e t o a V a i l b u s i n e s s . He r e ’ s H o w t o P a r t i c i p a t e : G o t o ht t p : / / w w w . t o v s u r v e y . c o m / 2 0 1 2 OR Re q u e s t a p a p e r v e r s i o n o f t h e q u e s t io n n a i r e b y c a l l i n g 9 7 0 - 4 7 9 - 2 1 1 5 . Pl e a s e r e s p o n d w i t h i n 1 0 d a y s t o b e s u r e y o u r r e s p o n s e s a r e i n c l u d e d . We i n v i t e y o u t o ma k e y o u r v o i c e he a r d ! Ta k e P a r t i n t h e T o w n o f V a i l Co m m u n i t y S u r v e y i n a Co n v e n i e n t O n - L i n e F o r m a t 2/4/2014 c/ o R R C A s s o c i a t e s P. O . B o x 1 7 8 8 0 Bo u l d e r , C O 8 0 3 0 8 Ev e r y o n e ’ s i n v i t e d t o t a k e p a r t i n th e T o w n o f V a i l C o m m u n i t y S u r v e y ! • F u l l - t i m e r e s i d e n t s • P a r t - t i m e r e s i d e n t s • E m p l o y e e s • B u s i n e s s o w n e r s • G u e s t s , t o o He r e ’ s H o w t o P a r t i c i p a t e : Go t o ht t p : / / w w w . t o v s u r v e y . c o m / 2 0 1 2 O R re q u e s t a p a p e r v e r s i o n o f t h e q u e s t i o n n a i r e (s e e o t h e r s i d e ) . Pl e a s e r e s p o n d w i t h i n 1 0 d a y s . Pa s s c o d e : xxxxx Pa s s c o d e : xxxxx 2/4/2014 VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: February 4, 2014 ITEM/TOPIC: Discussion on Registration of Pesticide Applicators. The purpose of this presentation is to discuss the merits of requiring registration of some pesticide applicators operating within the Town of Vail, similar to current ordinances requiring registration of general contractors and private snowplow operators. PRESENTER(S): Gregg Barrie ACTION REQUESTED OF COUNCIL: Staff is requesting the Town Council consider whether this is an ordinance that should be implemented, and to provide feedback to staff. If Council determines it is, staff will return with a draft ordinance for review in March. BACKGROUND: On January 7, 2014, town staff presented a framework for developing a Gore Creek Water Quality Strategic Action Plan to address Gore Creek’s listing on the Colorado Department of Public Health and Environment 303(d) List of Impaired Waters. The presentation outlined the three categories of causes for the impairment and discussed five strategies for addressing them. In addition, a list of specific actions was provided for implementation or further discussion. Gore Creek was placed on the 303(d) list due to low counts of aquatic macro-invertebrates (aka bugs) based on what is termed the Multi-metric Index. Failing bug scores are indicative of stressors affecting the long-term health of Gore Creek. One cause of the impairment includes pollutants associated with land use activities. These pollutants include pesticides. And one of the strategies for addressing the causes is Regulatory Measures, which includes ordinances. See the attached Memorandum for additional information. STAFF RECOMMENDATION: Staff recommends this ordinance is worth implementing as a way to better manage and understand the possible impacts associated with insecticide applications. The ordinance could have immediate impacts to the health of Gore Creek if implemented prior to the 2014 spraying season. ATTACHMENTS: Memorandum 2/4/2014 To: Vail Town Council From: Departments of Community Development and Public Works Date: February 4, 2013 Subject: Discussion on Registration of Insecticide Applicators I. PURPOSE The purpose of this memorandum and Council presentation is to discuss the merits of requiring registration of some pesticide applicators operating within the Town of Vail, similar to current ordinances requiring registration of general contractors and private snowplow operators. This item is an action of the draft Strategic Action Plan. II. BACKGROUND On January 7, 2014, town staff presented a framework for developing a Gore Creek Water Quality Strategic Action Plan to address Gore Creek’s listing on the Colorado Department of Public Health and Environment 303(d) List of Impaired Waters. The presentation outlined the three categories of Causes for the impairment and discussed five Strategies for addressing them. (Please see Appendix A for a review of Causes and Strategies.) In addition, a list of specific Actions was provided for implementation or further discussion. Gore Creek was placed on the 303(d) list due to low counts of aquatic macro-invertebrates (aka bugs) based on what is termed the Multi-metric Index (MMI). Failing MMI scores are indicative of stressors affecting the long-term health of Gore Creek. As indicated in Appendix A, one of the three causes of the impairment includes pollutants associated with land use activities. These pollutants include pesticides. And one of the strategies for addressing the causes is Regulatory Measures, which includes ordinances. III. PESTICIDES 101 The term pesticide is a general term for a product used to control a pest. Pesticides encompass insecticides, herbicides, fungicides, etc. where insecticides are used to control bugs, herbicides are used to control plants, and so on, generally for the benefit of humans. Pesticides are regulated by the U.S. Department of Agriculture and each approved pesticide includes a label that describes its intended use, allowed applications rates, methods and specific warnings. In Colorado, commercial pesticide applicators are required to be licensed by the Colorado Department of Agriculture, and there are various levels, endorsements and specialties depending on the circumstances of the applicator. Use of a pesticide other than intended by the label is illegal, and a licensed applicator could lose his/her license for not following the label. As they say in the industry, “The Label is the Law.” 2/4/2014 Town of Vail Page 2 In general, the use of pesticides is with good intent. For instance, the use of herbicides to manage noxious weeds protects native plants and habitats, including riparian areas along stream banks. Likewise, a failure to treat spruce trees for a pine needle scale infestation will ultimately result in the loss of the tree. And, many of the trees along Gore Creek are century-old spruce trees, many currently infested with scale. Loss of those trees results in bank erosion and reduced shade on the creek – both of which affect water quality and habitat. However, it is important to balance the use of pesticides and to explore other management methods for protecting resources. In Vail, there are numerous types of pesticide applications occurring. Examples include:  Homeowner’s applying or hiring commercial applicators to apply “weed and feed” type herbicides to eliminate dandelions and other lawn pests  Public and private noxious weed management  Turf maintenance in public facilities such as parks, playing fields and the golf course  Public and private insecticide applications on lodgepole pines, spruce, aspens and cottonwoods to control mountain pine beetle, pine needle scale, aspen and oyster scales, aphids and other pests IV. BEST MANAGEMENT PRACTICES When reviewing the labels of common pesticides used in Vail, some products specifically indicate that they can be harmful to aquatic insects, which makes sense considering that insecticides are intended to eliminate insects. When coupled with the fact that significant spraying has occurred over the past fifteen years to battle infestations of mountain pine beetle and pine needle scale, it is possible that spraying has affected aquatic life. With that in mind, the town has implemented changes in its application of insecticides over the past two years in response to water quality concerns. Changes include:  Elimination of spraying for mountain pine beetle. The town now uses verbenone packs attached to the trees. This pheromone signals potential invaders that a tree is already full of other beetles and to move on.  Elimination of foliar spraying on most trees in town, especially near Gore Creek and tributaries, and substituting a low impact insecticide applied to tree trunks instead  Elimination of soil injection for insecticides near waterways or in wet areas  Application of fertilizers to recovering trees to reduce stress and boost immunity so they can fend off the next infestation without insecticides  Simple removal of highly infested trees with the idea of replanting with a variety of species in the near future to provide biodiversity These practices will be evaluated over time and other practices implemented as needed to continue tree recovery while reducing environmental impacts. V. REGISTRATION OF COMMERCIAL SPRAYERS While any pesticide is potentially harmful, it is the application of insecticides that has the highest potential for impacting aquatic insects in Gore Creek. This is due to the fact that many trees being treated are in close proximity to waterways, with the intent of controlling insects. Incorrect application methods, application during windy conditions and disregard for product warning labels have all been observed in Vail. 2/4/2014 Town of Vail Page 3 Staff is proposing that the Town Council consider that all commercial insecticide applicators (those who are licensed by the state and hired to apply insecticides) be required to register with the Town in order to operate within town limits. There are two main reasons for this proposal: 1) To educate spraying contractors regarding the impairment of Gore Creek and the town’s best management practices 2) To understand the extent of spraying that is occurring in town Similar to the town’s ordinance requiring snow plow operators to register (Ordinance 33, Series 1980, attached), an applicator would provide the following: 1) Applicator license from Colorado Department of Agriculture 2) Certificate of Insurance 3) A list of clients Advantages 1) Easy distribution of educational information 2) Ability to respond to complaint calls 3) Provides additional motivation to operate according to the label 4) Provides further public knowledge of products being applied in Vail Staff Impacts 5) Requires someone to process applications a. Minimal, as there are approximately a dozen applicators at this time b. Can be rolled into plowing registration but performed in spring instead of fall 6) Potential enforcement efforts from code enforcement or the police department Does not… 7) Require the town to “license” applicators as that is handled by the state 8) Require testing or other oversight VI. ACTION REQUESTED BY COUNCIL Staff is requesting that the Town Council consider whether this is an ordinance that should be implemented, and to provide feedback to staff. If Council determines it is, staff will return with a draft ordinance for review in March. VII. STAFF RECOMMENDATION Staff recommends that this ordinance is worth implementing as a way to better manage and understand the possible impacts associated with insecticide applications. The ordinance could have immediate impacts to the health of Gore Creek if implemented prior to the 2014 spraying season. 2/4/2014 Town of Vail Page 4 Appendix A Staff has defined the following terms to be used in the Strategic Action Plan, based on the Key Findings and Recommendations of the Gore Creek Water Quality Improvement Plan (WQIP):  Cause – one of the three main reasons for water quality decline in Gore Creek as defined in the WQIP  Strategy – one of five general approaches to be used for addressing the Causes  Action – specific measures under each Strategy to be considered for implementation Listed below are the Causes of the decline in water quality in Gore Creek as defined by the WQIP, as well as the Strategies defined to address the Causes. Causes 1) Riparian Buffer/Habitat Degradation 2) Impacts of Impervious Cover and Urban Runoff 3) Pollutants Associated with Land Use Activities and Urban Runoff Strategies 1) Regulatory Measures 2) Education 3) Site Specific Projects 4) Best Management Practices 5) Monitoring/Study 2/4/2014 2/4/2014 2/4/2014 2/4/2014 2/4/2014 2/4/2014 2/4/2014 2/4/2014 2/4/2014 2/4/2014 2/4/2014 2/4/2014 VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: February 4, 2014 ITEM/TOPIC: Appoint Members of Council to the Guest Enhancements Committee: Pedestrian Ways, Bus Stops, directories PRESENTER(S): Pam Brandmeyer 2/4/2014 VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: February 4, 2014 ITEM/TOPIC: Information Update: 1) December Revenue Highlights; 2) December Sales Tax; 3) 2014 Parking Equipment Replacement Memorandum; ATTACHMENTS: Decemeber Revenue Highlights December 2013 Sales Tax 2014 Parking Equipment Memorandum 2/4/2014 - 1 - TOWN OF VAIL REVENUE HIGHLIGHTS January 30, 2014 Sales Tax Upon receipt of all sales tax returns, December collections are estimated to be $3,417,353 up 14.9% from last year and up 11.8% compared to amended budget. Year to date collections of $21,958,197 are up 9.5% from last year and up 5.0% from amended budget. Inflation as measured by the consumer price index was up 1.5% for the year. Real Estate Transfer Tax (RETT) RETT collections through December total $4,633,055 down 15.0% from this time last year, but exceeding the annual budget of $3,871,000. Of current collections, 12.8% is from major redevelopment projects including Manor Vail, Four Seasons, Ritz Carlton Residences, Solaris, and Lions Square Lodge North. Collections not related to major redevelopment projects currently total $4,037,754 down 4.3% from prior year. Construction Use Tax Use Tax collections total $1,360,585 year-to-date compared to the amended budget of $1.35 million. Construction use Tax is up 11.3% from prior year. Parking Revenue Season to date: Pass sales from November through January 28 total $612,840, up 9.9% from prior winter season. Daily sales from the parking structures total approximately $1.5 million, up 12.9% from the prior winter season. Summary Across all funds, year-to-date total revenue of $49.9 million is up 4.3% compared to budget and up 1.9% from prior year, with increased sales tax collections helping to offset decreases in RETT. Construction Use Tax was previously down from prior year, but has now surpassed 2012 collections due to several new residential homes underway. **Total revenues not final for 2013** 2/4/2014 MEMORANDUM January 30, 2014 To: Vail Town Council Stan Zemler Pam Brandmeyer Judy Camp From: Sally Lorton Re: December Sales Tax I estimate Vail will collect another $23,000 in December sales tax to bring December collections to $3,417,353. If so, we will be up 11.8% or $360,208 from the amended budget and up 14.9% or $443,527 from December 2012. Year to date would be up 9.7% or $1,934,743 from 2012. The year to date and full year budgets have been amended by $822,000 to reflect additional collections earlier in the year. Year to date revenue would be up 9.4% or $1,881,197 from the original budget and 5.1% or $1,059,197 from the amended budget. This is a record for the month of December and year to date. The previous record for December was in 2011 and year to date was in 2012. Year to date increased from the record in 2012 by 9.7%. 2/4/2014 % Change % Change 2013 Budget from from Month 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Budget Collections Variance 2012 Budget January 1,997,091 2,225,841 2,275,967 2,597,985 2,783,306 2,976,655 2,619,673 2,564,383 2,795,688 2,855,524 3,143,593 3,145,618 2,025 10.16%0.06% February 2,111,163 2,362,825 2,429,377 2,527,130 2,718,643 3,071,615 2,588,889 2,577,360 2,803,136 2,994,580 3,265,186 3,267,349 2,163 9.11%0.07% March 2,372,942 2,344,178 2,785,101 2,852,954 2,986,446 3,327,304 2,504,567 2,685,004 3,143,418 3,185,859 3,647,404 3,650,154 2,750 14.57%0.08% April 871,468 992,157 915,554 1,280,324 1,330,740 1,098,918 1,235,941 1,156,934 1,191,690 1,183,087 1,068,077 1,069,959 1,882 -9.56%0.18% May 428,919 411,595 458,770 449,283 545,874 622,103 516,150 421,925 473,292 487,739 560,955 563,530 2,575 15.54%0.46% June 742,755 732,113 834,913 805,362 953,017 918,061 717,233 873,765 895,951 963,143 1,014,352 1,021,716 7,364 6.08%0.73% July 1,075,532 1,128,514 1,166,183 1,255,243 1,265,781 1,397,842 1,121,860 1,228,767 1,481,329 1,573,499 1,462,209 1,652,616 190,407 5.03%13.02% August 1,029,446 994,445 993,985 1,055,614 1,162,746 1,349,795 1,068,391 1,147,352 1,310,471 1,380,710 1,322,533 1,506,955 184,422 9.14%13.94% September 679,208 757,033 795,807 832,549 908,318 834,569 753,754 761,425 889,945 978,037 913,727 989,220 75,493 1.14%8.26% October 508,092 532,537 566,173 614,396 688,519 662,767 581,033 594,362 623,420 644,577 676,408 750,800 74,392 16.48%11.00% November 591,269 623,646 713,117 799,582 747,877 719,109 651,873 701,075 788,430 825,873 790,411 945,927 155,516 14.54%19.68% December 2,171,098 2,362,095 2,549,032 2,771,258 2,821,871 2,652,628 2,553,974 2,963,763 3,184,645 2,973,826 3,057,145 3,394,353 337,208 14.14%11.03% Total 14,578,983 15,466,979 16,483,979 17,841,680 18,913,138 19,631,366 16,913,338 17,676,115 19,581,415 20,046,454 20,922,000 21,958,197 1,036,197 9.54%4.95% Town of Vail Sales Tax Worksheet 1/30/2014 2/4/2014 To: Town Council From: Public Works Date: February 4, 2014 Subject: 2014 Parking Equipment Replacement Project I. SUMMARY & PURPOSE The purpose of this memo is to outline the process the Town of Vail will pursue in replacement of the town’s parking equipment. The town has budgeted $650,000 in the 2014 budget for this project. At the April 2, 2013, Council work session, staff and the town’s parking operations consultant presented a detailed analysis of Transaction Rates & Equipment, concluding that the current methodology, equipment configuration modifications, along with some Pay-On- Foot machines, is the appropriate methodology of transactions for Vail. II. BACKGROUND Staff has worked with Carl Walker Parking Consultants to review the most current parking technology and equipment that may be applicable to the Vail parking structures. The purpose was to review the town’s existing parking operations and review the technology and equipment options available. The discussion revolved around current operation methodologies, parking lot control and revenue collection options. The Vail parking structures’ equipment currently varies from 7-12 years old and will be replaced. Advancements in parking equipment, and more importantly guest expectations when using public paid parking, have changed, allowing the town to review more efficient guest experience with regard to entering and exiting the parking garages. The town’s parking garages experience extremely high transaction rates, especially at peak entry and exit periods. A typical holiday period or weekend will see an average of 1800 transactions per day at the Lionshead structure and 3300 per day at the Vail Village structure, with up to 30% of those transactions occurring within the peak afternoon exit period. Peak times around Christmas and New Years can bring in over 2200 transactions per day at the Lionshead structure and over 3800 transactions per day at the Vail Village structure. Over the course of the five month winter season, both structures combine to see an average of 580,000 transactions equaling, a total revenue of $3.5 - $4.0 million. Over the 2/4/2014 Town of Vail Page 2 seven summer months, the combined see an equally impressive 600,000 transactions but with no revenue. Both parking structures have conventional equipment that use tickets and or passes to track and verify the parked time of each of our guests. Upon exiting, a guest may choose to either pay by cash or credit, or exit by use of a pass or verified free ticket (2 Hour Free or Free after Three). They also may choose to exit via a manned booth or automated pay lane. Each structure has 4 exit lanes. Each has the capability to have up to three (3) manned booths, with all lanes having the ability to be used as automated pay lanes. Both the manned booths and pay lanes accept cash, credit, passes and verified free tickets. The town has an intricate parking policy that includes multiple pay rates, multiple pass types and available free periods. In order to successfully operate the two parking structures, it requires a coordinated effort between the town’s parking, finance and IT Departments. Many of the challenges the parking staff sees on a day-to-day basis include:  Lost tickets and false claims by guests  Wet or destroyed tickets  2 Hour Free parking abuse by ‘Looping’  Congestion at exit lanes due to high volume, as well as previously stated issues  Congestion at Frontage Road intersections  Guest mindset – absent minded, distracted, “vacation” mindset  Lionshead structures circuitous exiting flow  Climatic factors – cold and snow  24 hour staffing demands with major fluctuations of volumes at peak times  Equipment issues due to high use and climatic factors After initial review, staff recommends the town move forward with a hybrid option that moves toward automation. It was recommend providing the following at each structure;  One to two (1-2) manned booths at exit: Provides the ability for our guests to have a personal interaction with a cashier upon exit: maintains status quo for many: and provides the ability to provide immediate assistance at the exit for anyone with issues upon exiting.  Multiple (3-4) unmanned exit lanes with ticket verifiers & proximity pass readers: Provides faster exiting for those using passes and verified tickets (free or pre-paid at a Pay on Foot station) and may provide secondary exiting from Lionshead.  Two (2) Pay on Foot (POF) stations at each structure: Provides guest with the ability to use Pay on Foot station and exit more quickly  Increase Value Pass usage (Pre-paid Debit Cards): Provides frequent users with the fastest entering and exiting. Based on the 2012 citizen survey 76% of respondents did not have a parking pass, yet almost all respondents would qualify for some type of pass. This option is recommended to provide the town with flexibility as we move toward automation. Based on past experience, we do not believe that our guest is totally prepared to make the move to a fully automated Pay on Foot system. Having the option to pay at a 2/4/2014 Town of Vail Page 3 manned booth is an expectation of some of our guest and it provides immediate assistance to those guests that may have issues similar to the challenge issues presented above in section 2. The flexibility of having two booths allows us to staff or not staff as needed depending on how fast we can educate our guests on the use of Pay on Foot, the purchase of value/debit passes, etc. Currently, we have four booths at Lionshead; this can be reduced to two. This option would utilize all of the current exit lane methodologies (1-5 as listed in section 4) and add Pay on Foot. III. PARKING EQUIPMENT VENDOR SELECTION PROCESS The purpose of today’s work session is to update the Council to provide a better understanding of the parking equipment replacement project in 2014. The parking division of Public Works will solicit proposals for the replacement of parking equipment at the Village and Lionshead structures, Ford Park and the soccer field. In addition, vendors will provide pricing for the following additional upgrades.  Pay on foot equipment for both structures  Automation of the summer special event parking to improve revenue control  Programs to enable customers to add value to cards via the internet  License plate recognition (LPR)  Parking stall location designator system IV. PROPOSAL REVIEW A review team, with representatives from parking, IT, and finance, as well as support from the town’s parking consultant, will review the proposals and interview vendors. Selection criteria  Reliability of equipment to function with the Town of Vail high use and environment  Accounting reconciliation/banking support  Technical support  Training and startup  Successful project implementation  Warranty  Expandability and flexibility for the future  User friendliness  Report and statistics ease  Ability to interface with other parking management systems such as space availability  Completeness and understanding of the Town of Vail parking operations and needs  Project costs 2/4/2014 Town of Vail Page 4 Upon completion of interviews, a proposal will be selected and a contract will be brought to the Town Council for award. IV. NEXT STEPS The next steps for the Parking Equipment Replacement Project are as follows: Complete RFP February 5 -10 Advertise RFP February 7,14,21 Vendor Mandatory Pre-Proposal Site visit Feb 24 Bids submitted March 14 Vendor interview April 1 - 11 Award contract May 6 Equipment installation: Village Structure, Ford Park and the soccer lots September Begin equipment installation Lionshead Structure October Installation, staff training and testing complete November 1 V. STAFF RECOMMENDATION Staff recommends moving forward with the parking equipment replacement project vendor selection process based on the recommendations of the town staff and direction of the Town Council at the April 2, 2013, meeting. VI. ATTACHMENTS A. April 2, 2013 Staff Memo B. Carl Walker Parking Operational Methodologies Report 2/4/2014 5136 Lovers Lane, Suite 200, Kalamazoo, MI 49002 Tel: 269.381.2222 Fax: 269.349.4656 | carlwalker.com Preliminary Operational Methodologies for the Lionshead Parking Structure (03/22/13) NOTE: According to information provided by the city, the facility processes approximately 375 exiting vehicles per hour during peak conditions (based on actual hourly exit lane counts). However, since exiting traffic is not spread out evenly over the peak hour, actual exit lane capacity needs are likely higher than 375 vehicles per hour. For example, if a large portion of vehicles leave at the same time (perhaps after the ski lifts shut down) more exit lanes would be required to minimize vehicle queues and provide a high level of service. Assuming vehicles leaving during the peak hour do so within the same 30-minute period, exit lane capacity needs would be roughly double those where exits are more evenly disbursed throughout the hour. Option #1 – Current Operational Methodology with Improvements The basic operational methodology currently used at the parking structure could be maintained. However, improvements would be needed to increase exit lane capacities, improve customer service, address concerns about abuse of the two hour time limit, and improve revenue control. The current operational methodology is common of many parking structures across the country. Transient (hourly) parkers pull a ticket at entry and pay the appropriate parking fee at exit (to either a cashier, a Pay-in-Lane machine, or an exit verifier). Customers can also pay for parking using the credit-in/credit-out feature of the parking access and revenue control system. Parking discounts or validations are available for certain customers to help reduce parking fees. Facility customers with monthly or seasonal privileges use access cards to enter and exit the facility. However, a couple of improvements would be necessary to address the challenges identified by the city and the project team. Potential improvements could include (but would not be limited to):  Increasing the Exiting Capacity of the Structure – This would involve two primary improvements: o First, two exit lanes would be added to the facility. These new exit lanes could be added to the existing entry/exit plaza or they could be separate and flow to a different street. One new lane would be cashiered and the second could be a credit card only lane. o Second, the existing Pay-in-Lane machine in Lane S-X would be removed in favor of an exit verifier that would process credit cards only. The addition of two new exit lanes would increase peak hour exiting capacity to approximately 660 vehicles per hour (to handle peak exiting load within the peak hour), and removing the Pay-in-Lane machine would increase exiting capacity in Lane S-X. 2/4/2014 Preliminary Operational Methodologies for the Lionshead Parking Structure (UPDATED DRAFT) March 26, 2013 2 Advantages to maintaining the current operational methodology, with necessary improvements, would include:  As this methodology is already in use, it is familiar to most parkers.  There is a human response to problems and equipment malfunctions in the exit lanes.  There is a person to answer questions and provide directions in most exit lanes.  There is a cashier to process parking tickets that have become unreadable.  Parking customers would not be required to take their tickets with them after they park (unlike a Pay-on-Foot or Central Cashier approach). Therefore, less signage would be needed.  Provides customers with the option to pay using the cashier or an exit verifier (device that can process the parking ticket and collect payment using a credit/debit card).  This methodology can provide a perceived higher level of customer service.  The equipment costs for this option are typically lower than those of a fully automated system.  There is usually a higher level of flexibility in dealing with special parking needs or other situations that may arise (e.g., special day only discounts or parking passes).  Using cashiers allows for the use of non-machine readable passes, discount cards, or validations (although passes/discounts/validations not processed through the revenue control system can create auditing and reconciliation concerns). Automated options, such as Pay-on-Foot (POF) will require the use of machine readable passes, discount cards, and validations.  Customers would be able to park as long as they like without having to make another payment to a multi-space meter (Pay-by-Space or Pay-and-Display).  Existing discount and/or validation programs can be continued. These programs can be difficult or impossible to offer if multi-space meters are used (Pay-by-Space or Pay-and- Display).  Less parking enforcement would be required for this option than for a gateless solution (Pay-by-Space or Pay-and-Display). Disadvantages to utilizing an improved version of the current methodology could include:  As this methodology requires more staff than automated solutions, labor costs can be higher.  Increased supervision of parking staff is required.  Cashiered operations typically have higher management and administrative costs.  Cashiers require more auditing than automated solutions to ensure sufficient revenue control is provided. 2/4/2014 Preliminary Operational Methodologies for the Lionshead Parking Structure (UPDATED DRAFT) March 26, 2013 3  Even with increased exit lane capacity, exiting traffic conditions may not be improved if all of the traffic is directed to the frontage road.  Accepting payment of parking fees in exit lanes is inherently slower than verifying pre- paid tickets. The service rate of a cashiered exit lane is approximately 95 to 135 vehicles per hour (26.7 to 38.0 seconds per vehicle). The service rate of an exit lane that validates parking tickets paid to a central cashier or Pay-on-Foot (POF) machine is approximately 360 vehicles per hour (10.0 seconds per vehicle).  More exit lanes would be required to sufficiently handle peak exiting conditions than a central cashier or POF solution. Option #2 – Pay-On-Foot Methodology Pay-on-Foot (POF) machines can provide the quickest parker exit times, as payment is taken away from the exit lanes. This equipment allows patrons to pay for parking before they get to their vehicles and enter an exit lane. Patrons would take a parking ticket from a ticket dispenser as they enter the facility. Then, they would take the ticket with them, instead of leaving it in their vehicle. When they are ready to leave, they must first insert their parking ticket into a POF machine. The machine(s) would be located in or very near the facility, adjacent to pedestrian entrances (e.g. southwest corner of the structure). The machine would compute the parking fee, collect payment (cash or credit/debit), and then return the ticket to the parker. The parker will then have a set amount of time to exit the parking facility before additional parking fees are assessed. At exit, the parker simply inserts their parking ticket into an exit verifier and they leave the facility. The exit verifiers would be configured to accept credit cards if the patron fails to pay at the POF machine. Parkers leaving within the two hour free parking period could exit the facility directly. This equipment costs approximately $50,000 to $80,000 per machine, depending on the equipment options selected (not including the cost for a centralized system management, exit verifiers, other equipment, or installation). Each POF machine can process approximately 75 to 100 customers per hour (approximately 36.0 to 48.0 seconds per customer). As credit card transactions can be processed more quickly than cash, and approximately 58% of all payment transactions are credit/debit, some of the POF machines could only process credit/debit cards. This would help reduce equipment costs as credit/debit card only machines are much less expensive ($20,000 to $30,000). It would be recommended to purchase and install at least six POF machines; three would process both cash and credit/debit and three would process only credit/debit cards. A roaming parking attendant would be available to help customers use the equipment, answer questions, and provide directions. The POF machines should be located in a climate controlled location. In addition, notification signage is required to alert parkers to take their tickets with 2/4/2014 Preliminary Operational Methodologies for the Lionshead Parking Structure (UPDATED DRAFT) March 26, 2013 4 them. This signage would be installed throughout the structure (e.g., on columns, walls, near stairs and elevators, and at each entry lane). Advantages to utilizing POF machines include:  Labor costs are reduced as less staff is needed.  POF machines provide a 24-hour automated cashiering capability.  A POF methodology can provide greater exit lane service levels. As most payments are processed away from the exit lanes, exit lane throughput can be approximately three times greater. The construction of additional exit lanes may not be necessary.  As fee collection would be controlled by the automated system, cashier mistakes/thefts are less likely. Revenue control and reconciliation can be better using an automated solution.  Provides customers with the option to pay using a POF machine or an exit verifier.  Customers would be able to park as long as they like without having to make another payment to a multi-space meter (Pay-by-Space or Pay-and-Display).  Existing discount and/or validation programs can be continued. These programs can be difficult or impossible to offer if multi-space meters are used (Pay-by-Space or Pay-and- Display).  Less parking enforcement would be required for this option than for a gateless solution (Pay-by-Space or Pay-and-Display). Disadvantages of pay-on-foot could include:  POF can be more difficult for some customers to use. The implementation of a POF solution would require a significant customer education effort and additional staffing/hosts at the onset for a period of time  POF may not be guest friendly to those who have just come off the mountain and are walking in ski boots, handling skis, poles, wearing gloves, and corralling a family. It may be perceived as an inconvenience to a weary end of day skier.  POF equipment can be more expensive than either a tradition exit cashier methodology or a multi-space meter solution (depending on the size of the operation). However, reduced on-going staffing expenses can offset initial equipment costs in a relatively short amount of time (again, depending on the size of the operation).  Customers would be required to take their parking tickets with them after they park.  Some customers may forget to take their parking tickets with them after they park. This would mean that customers must go to their vehicle to retrieve their ticket and then walk back to the POF machine or they will have to pay in the exit lane using a credit card.  The automated equipment may not be able to process tickets that have become wet or damaged. 2/4/2014 Preliminary Operational Methodologies for the Lionshead Parking Structure (UPDATED DRAFT) March 26, 2013 5  There may be a lack of direct human response to customer questions or concerns. This disadvantage could be reduced through the use of roaming parking attendants; however, labor expense savings would be reduced.  There is no attendant presence in exit lanes. This could mean an increased response time to exit lane equipment malfunctions. However, intercoms in the exit lanes would help reduce response times.  There may be less flexibility to address special needs than a cashiered option, such as special parking needs or other situations that may arise (e.g., special day only discounts or parking passes).  All parking passes, discount cards, and validations must be machine readable (although this would provide improved revenue control).  Incorporating LPR with an automated solution would be more challenging. There would not be a cashier in the exit lane to verify the license plate of the vehicle leaving.  Additional signage is required to remind customers to take their tickets with them after they park (increasing implementation costs). Option #3 – Central Cashier Methodology The same type of equipment used for exit cashiering could be configured in a central cashier format. In this situation, instead of paying a cashier at exit, customers would pay at a central cashier point before walking to their vehicles. For this to work, parkers must keep their parking tickets with them so they can pay at the central cashier station. This setup works similarly to the POF machine option, except the customer would pay a cashier instead of a machine. At exit, the customer would insert their paid ticket into an exit verifier machine that would confirm the fee has been properly paid. If the fee has not been paid, the customer would either be asked to pay at the central cashier station or could be asked to insert a credit card for payment. The cost of implementing this method of operation would be similar to the traditional exit cashiering option, although additional equipment would be necessary. The cost of providing exit verifiers in each lane would be approximately $15,000 to $20,000 per exit verifier (plus shipping, handling and installation). It would be recommended to purchase and install equipment for at least six central cashiers. A roaming parking attendant would be available to deal with exit lane equipment issues. The central cashier methodology would require the construction of a small building in which the cashiers will work. A covered or climate controlled area could also be constructed for customers. In addition, notification signage is required to alert parkers to take their tickets with them. This signage would be installed throughout the structure (e.g., on columns, walls, near stairs and elevators, and at each entry lane). 2/4/2014 Preliminary Operational Methodologies for the Lionshead Parking Structure (UPDATED DRAFT) March 26, 2013 6 Central cashiering advantages can include:  There is a human response to problems and equipment malfunctions.  There is a person to answer questions and provide directions.  There is a cashier to process parking tickets that have become unreadable.  Central cashiering can provide a higher level of perceived customer service compared to automated equipment (POF or multi-space meters).  The central cashiering approach typically has lower initial equipment costs than a POF methodology.  Provides customers with the option to pay using a centralized cashier or an exit verifier.  A central cashier methodology can provide greater exit lane service levels. As most payments are processed away from the exit lanes, exit lane throughput can be approximately three times greater. The construction of additional exit lanes may not be necessary.  There is usually a higher level of flexibility in dealing with special parking needs or other situations that may arise (e.g., special day only discounts or parking passes).  Using cashiers allows for the use of non-machine readable passes, discount cards, or validations (although passes/discounts/validations not processed through the revenue control system can create auditing and reconciliation concerns). Automated options, such as Pay-on-Foot (POF) will require the use of machine readable passes, discount cards, and validations.  Customers would be able to park as long as they like without having to make another payment to a multi-space meter (Pay-by-Space or Pay-and-Display).  Existing discount and/or validation programs can be continued. These programs can be difficult or impossible to offer if multi-space meters are used (Pay-by-Space or Pay-and- Display).  Less parking enforcement would be required for this option than for a gateless solution (Pay-by-Space or Pay-and-Display). Disadvantages to central cashiering could include:  As this methodology requires more staff than automated solutions, labor costs can be higher.  Increased supervision of parking staff is required.  Cashiered operations typically have higher management and administrative costs.  The central cashiering approach typically has higher initial equipment costs than a traditional exit cashier methodology. 2/4/2014 Preliminary Operational Methodologies for the Lionshead Parking Structure (UPDATED DRAFT) March 26, 2013 7  There is no attendant presence in exit lanes. This could mean an increased response time to exit lane equipment malfunctions. However, intercoms in the exit lanes would help reduce response times.  Customers would be required to take their parking tickets with them after they park.  Some customers may forget to take their parking tickets with them after they park. This would mean that customers must go to their vehicle to retrieve their ticket and then walk back to the central cashier station or they will have to pay in the exit lane using a credit card.  Incorporating LPR with a central cashier solution would be more challenging. There would not be a cashier in the exit lane to verify the license plate of the vehicle leaving.  Additional signage is required to remind customers to take their tickets with them after they park (increasing implementation costs). Option #4 – Hybrid Approaches: Central Cashier with POF, Exit Cashiering with POF, or Central Cashiering with Exit Cashiering Instead of relying on a single approach, a hybrid approach could be employed. This could include central cashier with POF or exit cashiering with POF. Either approach could provide a flexible alternative while addressing the various advantages and disadvantages of each option. However, there are some downsides to mixing cashier and automated solutions:  Equipment costs and/or staffing costs could negate any potential savings. For example, savings in staffing costs related to POF would be reduced if more staff is included (increasing equipment payback timeframes). Equipment costs for POF would offset any cashiered equipment savings.  Customers may gravitate toward one option more than another. For example, the majority of customers may decide to bypass central cashiers and pay in the exit lane instead. This would reduce exit lane service levels and could necessitate constructing additional exit lane capacity. Conversely, more customers could decide to pay at the central cashier station instead of paying in the lane. This would result in longer lines at the central cashier station and underutilized exit lane cashiers. It would be difficult to predict which option the majority of customers will use.  Customers could become confused as to which option to use. Signage in the facility may remind them to take their ticket with the when it isn’t necessary if they use an exit cashier.  Customers are not able to predict which option is best. For example, a customer may see a small line at the POF machines or central cashier station and decide to pay at exit – only to find much longer lines at the exit cashier booths. For these reasons, hybrid approaches are sometimes not recommended. Of the potential hybrid alternatives, the option with the least challenges would be the combination of central cashiering and POF. The combination of these alternatives would address some of the potential 2/4/2014 Preliminary Operational Methodologies for the Lionshead Parking Structure (UPDATED DRAFT) March 26, 2013 8 drawbacks of each while improving exit lane capacities. This hybrid approach would also be easier for customers to use, provide more predictability, and be more flexible. Option #5 – Multi-Space Meter Methodology (Pay-by-Space, Pay-and-Display, or Traditional Pay-by-License Plate) Multi-space parking meters are often used in situations where the visitor parking area consists of on-street spaces or a set number of parking spaces in a lot (although they can be used in any type of parking facility). These machines are placed with a convenient walking distance of all parking spaces, and customers pay their fees to the machine after parking their vehicles. For example, after a customer has parked his/her vehicle, they walk up to a pay machine. They pay for the amount of parking they think they will need by inserting the payment into the machine. Payment could be accepted using coins, debit, credit, or some other prepaid card. The difference between the three machine configurations is simple. Pay-and-Display machines require parkers to take a receipt from the machine after making payment and put it on the dashboard of their vehicle to prove they paid. Pay-by-Space machines require parkers to note which space number they parked in before walking to the pay machine. They then enter the space number into the machine and pay their fee. Parkers using a Pay-by-Space machine are not required to display a receipt in their vehicle. Pay-by-License Plate is similar to Pay-by-Space. However, customers using Pay-by-License Plate will enter their license plate number into the multi-space meter instead of a space number. Additional parking meter technologies could include cell phone payment options and warning notices before overtime parking occurs. Multi-space meter advantages include:  Simple setup and management (although consistent parking enforcement is needed).  They can accept multiple forms of payment.  They can provide flexibility in setting parking rates.  Can be less expensive than other parking equipment options (depending on the number of spaces covered and machines needed). Systems range from $12,000 to $15,000 per unit.  They don’t require parking control gates. Therefore, entry and exit lane capacity is maximized.  They can incorporate other features, such as pay-by-cell phone. Multi-space meter disadvantages include: 2/4/2014 Preliminary Operational Methodologies for the Lionshead Parking Structure (UPDATED DRAFT) March 26, 2013 9  Requires sufficient parking enforcement to ensure customers pay for parking. Can result in more parking citations, citation appeals, and customer complaints than gated options.  Mentally limits customer stays, as they have to either leave when their time has expired or pay at the machine again. This can be very inconvenient for some longer term parkers.  Pay-and-Display machines require patrons to go back to their vehicles to display receipts.  Pay-by-Space machine could result in patrons having to go back to their vehicles if they did not note their space number.  Pay-by-License Plate machines require customers to remember their license plate numbers. If they forget, or don’t check their plate number before walking to a machine, they will have to return to their vehicle.  Additional signage would be required to help patrons park properly.  Providing parking discounts or validations can be more difficult or impossible.  Providing a limited amount of free parking (e.g., first two hours free) can be more challenging. More enforcement would be required. Also, customers would have to go back to the structure to pay for parking if they are going to overstay the two-hour time limit.  As the control gates would be removed, access for monthly/season pass parkers would be uncontrolled. This would require the use of parking permits and sufficient enforcement.  The use of these technologies may prove cumbersome for large parking facilities.  If a machine malfunctions, customers must walk a greater distance to find a machine.  This methodology cannot incorporate lane-based LPR. Mobile LPR could be used to enforce time limits and long-term parking restrictions.  There is a lack of direct human responses to questions or concerns. This disadvantage could be reduced through the use of roaming parking attendants; however, labor expense savings would be reduced. While this option could help improve entry and exit lane capacities, there are a significant number of challenges to overcome. This option is not recommended for additional consideration. Option #6 – Advanced LPR (License Plate Recognition). This option would use LPR to track vehicles at entry and exit. Transient parkers would pull into an entrance lane where the LPR camera(s) would read and record the license plate. The transient parker would not be required to pull a ticket from a ticket dispenser. To pay for parking, the transient parker would pay at the conclusion of their stay at the exit lane. At the exit, the LPR 2/4/2014 Preliminary Operational Methodologies for the Lionshead Parking Structure (UPDATED DRAFT) March 26, 2013 10 system would verify each vehicle license plate, determine length of stay, and payment would need to occur (cashier or automated transaction) prior to opening the exit gate. Pass holders would also pull into an entrance lane where their plates would be read by the LPR system. At entry, the LPR system would read the pass holder’s plate, verify parking privileges, and then open the control gate. If the pass holder does not have valid parking privileges, the system could prompt them to pay for parking as a transient guest would. License plate verification would also occur in the exit lanes. Pass holder license plates would be entered into the system when they purchase their parking passes. Pass holders could use AVI tags or proximity cards to enter and exit the facility instead of using the LPR system (if desired). Option #6 advantages include:  Labor costs are reduced as less staff is needed.  As fee collection would be controlled by the automated system, cashier mistakes/thefts are less likely. Revenue control and reconciliation can be better using an automated solution.  Provides the option to incorporate a POF machine, Central Cashier or an exit verifier.  Customers would be able to park as long as they like without having to make another payment to a multi-space meter.  Existing discount and/or validation programs can be continued. These programs can be difficult or impossible to offer if multi-space meters are used.  Less parking enforcement would be required for this option than for a gateless solution.  Parking tickets would not be needed, so there is no concern about tickets becoming damaged or lost. Also, customers would not have to keep their parking tickets with them.  Parking passholders would not need a credential (card or tag) to enter or exit the facility.  The LPR system would help monitor vehicle durations to help curb abuse of the two-hour free parking time limit and eliminate opportunities to switch parking tickets (in order to avoid long-duration stays). Option #6 disadvantages include:  LPR system may have difficulty reading license plates during periods of inclement weather (e.g., license plates are covered with snow, salt, or dirt/mud).  Incorporating LPR with an automated solution would be more challenging. There would not be a cashier in the exit lane to verify the license plate of the vehicle leaving.  If the system misreads a license plate, customers could be stuck in entry or exit lanes.  Entry and exit lane service rates (number of vehicles processed per hour) may be slower than some of the other options. Entry lane service rates may be slower than taking a 2/4/2014 Preliminary Operational Methodologies for the Lionshead Parking Structure (UPDATED DRAFT) March 26, 2013 11 ticket or presenting a credential. Exit lane service rates may be similar to exit cashiering (or slower if payment is made in the lane). Service rates will depend on the LPR technology selected.  Current LPR systems are not perfect. There will be a percentage of plate misreads each day (could be between 2% and 15% depending on a number of variables and the equipment used).  This operating methodology would be relatively new. Therefore, there will likely be a number of issues that arise during installation, testing, and day-to-day operations. Option #7 – Pay on Entry Instead of processing payments at exit (e.g., using exit cashiers, central cashiers, POF, or Pay-in- Lane), parking fees could be collected when vehicles enter the facility. This operating methodology is common in facilities that experience a high volume of vehicles entering or exiting at the same time (e.g., event and sports venues). Cashiers would be stationed in the entry lanes and a flat fee would be collected at entry. Payment could be made using cash or credit/debit. Parking control gates could be used to force vehicles to stop and pay fees. At exit, vehicles would be able to freely exit the facility (no need to stop and pay a fee or present a prepaid or validated ticket). Parking passholders would use a credential (e.g., a proximity card or AVI tag) to enter/exit the facility. The advantages of a pay on entry methodology would include:  Since there is no payment of any kind required at exit, this methodology can provide greater exit lane capacities than exit cashiering, central cashier, POF, and Pay-in-Lane.  As less parking access and revenue control equipment is needed, this option can be the least expensive to implement.  As less equipment is used, equipment malfunctions are less of a concern. Also, there is no worry about lost or unreadable tickets.  This option can be simple to set up and implement.  Cashiers are in the entry lanes to welcome visitors, collect fees, answer questions, provide directions, and close the facility when it is full.  Customers would pay for parking before they are carrying ski gear or shopping bags. Customers would not have to stop at a POF machine or central cashier on their way back to the facility. Disadvantages of a pay on entry methodology would include:  Entry lane capacities would be reduced. Paying parking fees would take longer than pulling a ticket from a ticket dispenser. Additional entry lanes could be needed. Instead of the current condition of delays at exit, there could be delays at entry. 2/4/2014 Preliminary Operational Methodologies for the Lionshead Parking Structure (UPDATED DRAFT) March 26, 2013 12  Charging a flat fee would not allow for reduced parking rates for short-term stays. All customers would pay the same rate.  Higher parking fees for short-term stays could discourage some visitors from using the facility or visiting the area.  Providing a limited amount of free parking (e.g., two hours) or offering a parking validation would not be practical.  Charging a flat fee could encourage longer duration stays (reducing space turnover).  Collecting parking fees at entry would require a more manual operation. This would require more supervision, reconciliation, and auditing. A system of revenue control can be provided to help reconcile activities (e.g., vehicle counts); however, auditing would be more difficult than the other options.  This operating methodology requires more staff than an automated solution (e.g., POF).  As the parking fee is paid at entry, it would be more challenging to stop people from parking for multiple days. Parking enforcement would be needed to stop people from parking overnight or to charge them for overnight parking. Other Alternatives to Consider In order to further improve facility operations and management, the following additional technologies should be considered:  Automatic Vehicle Identification (AVI) for Monthly/Season Pass Access – AVI uses radio frequency identification tags and readers to provide access to monthly/season parkers. As the monthly/season parker approaches the entry/exit lane, the AVI reader sends a signal that detects the tag (typically placed on the lower driver-side portion of the vehicle windshield), with the tag responding with the necessary identifying information. The system then determines the validity of the tag and performs the necessary functions (e.g., open entry/exit gates). The main advantages of AVI technology are increased entry/exit throughput and better customer service (e.g. customers don’t have to roll down their windows and present a card, faster entry/exit, etc.). However, the installation of an AVI system can be more costly than the other access card technologies and the cost of access tags can be significantly higher than proximity cards.  Incorporating a Counting System and Signage – For some people, searching for parking in parking structures can be challenging. In order to make finding parking easier, many parking facility operators and owners are installing count systems, parking guidance systems, and Variable Message Signs (VMS) to help people drive directly to areas with available parking spaces. For example, VMS signs could be installed at each parking structure entrance that display the number of parking spaces available by level (or a simple open/full message could be displayed). This information would help visitors and cardholders drive directly to the level with available parking. 2/4/2014 Preliminary Operational Methodologies for the Lionshead Parking Structure (UPDATED DRAFT) March 26, 2013 13 The following count and guidance alternatives are available: o Utilize the Count Features of the Centralized Parking Access and Revenue Control Software:  A facility count system utilizing the centralized control software would generally consist of magnetic loops installed in each facility entrance and exit lane (as well as on each ramp for level-by-level counts), vehicle detectors, ramp controllers (for level- by-level counts) and VMS signs.  The same software package that controls the lane equipment can provide vehicle counts. Also, the same magnetic loops and detectors installed with the equipment would be used for counts.  Counts can be provided for the overall facility and/or by level.  The centralized control software can activate/deactivate lot full or VMS signs. Lot full signs would be located in facility entrance lanes and VMS signs can be located inside and/or outside of the parking structure.  This option provides a substantially lower cost count/control option than single-space sensor systems.  Parking count systems that rely on magnetic loops are less accurate than systems that use single-space sensors (e.g., ultrasonic sensors or vehicle recognition cameras). Parking staff will need to verify system counts on a daily or weekly basis by conducting occupancy counts during off-peak hours (e.g., late evenings). o Advanced Parking Guidance Systems:  More advanced systems use individual space sensors and can accurately direct parkers to an exact space. Vehicle counts and guidance can be provided for the overall facility, by level, by row/aisle, and/or by space.  Vehicle sensors would be installed above individual spaces (typically ultrasonic sensors), or space sensors could be installed over drive aisles to 2/4/2014 Preliminary Operational Methodologies for the Lionshead Parking Structure (UPDATED DRAFT) March 26, 2013 14 cover multiple spaces (could be ultrasonic sensors or vehicle identification cameras).  Advanced parking guidance systems typically include guidance lights that are installed over each space. Red lights would show that the space is occupied and green lights would identify available spaces.  The cost of a count system will vary depending on the system selected, options purchased, equipment needed, power and electrical conduit needed, and VMS sign quantities. Systems using space sensors are far more expensive than magnetic loop systems. Space sensor systems can cost between $400 and $600 per space for equipment and installation. o Single-space sensors are far more accurate than magnetic loop systems. o Since these systems can direct parkers to individual spaces, they can provide faster parking search times and result in less vehicle emissions. 2/4/2014 To: Town Council From: Public Works Date: April 2, 2013 Subject: Lionshead Parking Structure Entry Improvements-Parking Equipment Options 1. Summary & Purpose This past December the Town awarded the design contract for the Lionshead Parking Structure (LHPS) Entry Improvements project to Zehren and Associates. The purpose of the LHPS Entry project is to improve the operational efficiency, safety and aesthetics of the Lionshead Parking Structure Entry. As identified in the previous Council discussion the Lionshead Parking Structure has three primary issues; 1. Transaction Rates & Equipment: With peak exit volumes of 375-450 vehicles per hour, efficiency is critical at the exit booths. 2. Circuitous Route to Exit and Layout: Multiple levels of parking exiting from the bottom up via a spiraling exit ramp that has up to 5 merge points before one gets to the exit lanes. 3. Frontage Road Traffic Flow: At peak exiting and entering periods the Frontage Roads are also at their peak, making entering and exiting difficult and slow, backing up into the exit lanes and parking structure. Council directed staff to come back with a discussion on options for parking equipment and technology to better understand whether the majority of the problems could be solved with parking equipment. Therefore the focus of this worksession will be on parking equipment and transaction rates. Subsequent discussions will address routing, layout and Frontage Road traffic flow. Staff has worked with the design team, including Carl Walker Parking Consultants, to review the most current parking technology and equipment that may be applicable to the Vail parking structures. The purpose of today’s worksession is to review the Town’s existing parking operations and review the technology and equipment options available. The purpose today is not to select specific manufacturer of parking equipment, but to discuss operation methodologies, parking lot control, and revenue collection options. 2/4/2014 Town of Vail Page 2 Our focus will be on the Lionshead parking structure; however since the Lionshead Entry improvements have been integrated with the 2014 budgeted Vail parking equipment replacement program, staff has also reviewed the Vail Village parking structure equipment as well. All options reviewed are applicable to both parking structures. The parking equipment replacement project is intended to replace the aging parking structure ticketing and gate equipment within both Lionshead and Vail Village Parking Structures. This equipment replacement includes; entry and exit gates, entry ticket spitters, exit ticket verifiers, exit automatic and manned pay stations, software and additional hardware. 2. Background The Vail parking structures’ equipment currently varies from 7-12 years old and are up for replacement. Advancements in parking equipment and more importantly guest expectations when using public paid parking have changed, allowing the town to review more efficient guest experience with regards to entering and exiting the parking garages. The town’s parking garages experience extremely high transaction rates, especially at peak entry and exit periods. A typical holiday period or weekend will see an average of 1800 transactions per day at the Lionshead structure and 3300 per day at the Vail Village structure, with up to 30% of those transactions occurring within the peak afternoon exit period. Peak times around Christmas and New Years can bring in over 2200 transactions per day at the Lionshead structure and over 3800 transactions per day at the Vail Village structure. Over the course of the five month winter season both structures combine to see an average of 580,000 transactions equaling a total revenue of $3.5 - $4.0 million; over the seven summer months they combined see an equally impressive 600,000 transactions but with no revenue. Both parking structures have conventional equipment that use tickets and or passes to track and verify the parked time of each of our guests. Upon exiting a guest may choose to either pay by cash or credit, or exit by use of a pass or verified free ticket (2 Hour Free or Free after Three). They also may choose to exit via a manned booth or automated pay in lane. Each structure has 4 exit lanes. Each has the capability to have up to three (3) manned booths, with all lanes having the ability to be used as automated pay in lanes. Both the manned booths and pay in lanes accept cash, credit, passes, and verified free tickets. The Town has an intricate parking policy that includes multiple pay rates, multiple pass types, and available free periods. In order to successfully operate the two parking structures it requires a coordinated effort between the town’s parking, finance and IT Departments. Many of the challenges the parking staff sees on a day to day basis include;  Lost tickets and false claims by guests  Wet or destroyed tickets 2/4/2014 Town of Vail Page 3  2 Hour Free parking abuse by ‘Looping’  Congestion at exit lanes, due to high volume as well as previously stated issues  Congestion at Frontage Road intersections  Guest mindset – absent minded, distracted, “vacation” mindset  Lionshead structures circuitous exiting flow  Climatic factors – cold and snow  24 Hour staffing demands with major fluctuations of volumes at peak times.  Equipment issues due to high use and climatic factors. 3. Existing Parking Structure Data Collection In order to better understand the needs of the Vail parking structures, town staff and the design team, reviewed the past three years of ski season parking data. We were able to extract and evaluate every transaction that occurred each day and determine; daily and hourly transaction counts, times and frequency of peak transactions, how each transactions is made, whether it’s a free transaction, pass transaction, or what increment of cash/credit was paid. This data analysis provides us with average and peak daily lot counts, the type of transactions that are occurring at peak times, and what type of transaction our average user uses. In general the average holiday and weekend day during the winter ski season will see the following transactions; ( A more detailed breakdown is attached)         Winter  Average   Average Average Average Average Average Season Hldy/Wknd Peak Free Pass $10  $15  $25   Total Transactions Transactions Transactions Transactions Transactions Transactions Transactions Transactions Per Day Per Day Per Day Per Day Per Day Per Day Per Day  Lionshead  205,000 1800 2200 43% 17% 5% 3% 32%  Vail Village 370,000 3300 3800 58% 11% 5% 3% 23%  Of the two different types of transactions, Free/Pass and Payment transactions, the Free/Pass transaction are the most efficient, as there is no exchange of payment at the entry or exit gate, the parking ticket or pass is simply verified. Based on the above data the majority of the average transactions are free or pass, providing the potential to have an extremely efficient transaction rate. However this data is misleading as this trend is different during the peak exit period between 3:30 and 5:30 pm. During the peak exit period 60%-75% pay upon exit and only 25%-40% use passes or a free verified ticket. This trend of high payment transactions at peak times causes less efficient transaction rates at the exit gates. This information can provide insight into how best to accommodate our guests. Some assumptions that can be made based on this data;  The afternoon exiting is our design constraint due to the high amount of exit payment transactions; with peak exiting at greater than 450 vehicles per hour, and the 15th busiest hour at ~375 vehicles per hour. The majority of our exit transactions occur within these two peak afternoon hours and most are paying by 2/4/2014 Town of Vail Page 4 cash or credit at the exit gates, slowing transaction rates. So providing alternate pay locations, other than at the exit gates (i.e. pre-paid debit card passes, pay on foot, or pay and display) may be beneficial; however, this would require significant re-education of our guests.  Pass usage, specifically Value Pass usage, can be incentivized much more to provide our guests with a faster entering and exiting experience. An average of only 14% of our guests use passes, it is in the best interest of the guest and the town if that number was significantly higher.  The free periods are used heavily. It may be to the town’s best interest to investigate a more balanced free period schedule. The average fee per transaction collected during the 2012/13 season to date is $3.39 in Lionshead and $3.68 at Vail Village. 4. Parking Equipment and Technology Parking equipment and technology has evolved significantly over the past 20 years. The current state of parking equipment includes;  Entry ticket spitters for verification of entry time  Manned exit booths to receive tickets and process transaction with Cash or credit  Automated Pay in Lane that verify tickets and process cash and/or only credit  Credit In/Credit Out reads a credit card upon entry for verification of entry time and reads the same credit card at the exit for verification of exit time and takes payment simultaneously eliminating the need for a ticket.  Pass Proximity Reader allows the guest to enter using a pass; i.e. debit pre-paid pass like Vail’s Value Pass, or pre-paid passes like Vail’s Gold, Silver, Blue, Green, or Pink passes. This eliminates the need for a ticket or exit payment since each pass would be pre-paid.  Pay on Foot (POF) which allows the guest to take a ticket at entry, hold onto that ticket, and then pay on their own, using cash or credit prior to leaving, at convenient automated locations other than the exit lanes.  Central Cashiering, which is similar to POF except the guest pays at one central location that is manned.  Pay by Space/ Pay and Display/Pay by License Plate Number allows a guest to enter without taking a ticket and exit without going thru a pay lane or a gate. The guest pre pays on location at a convenient automated location for an estimated amount of time. The guest either enters a dedicated space number where there vehicle is parked (Pay by Space); or receives a receipt for payment and displays this receipt in their vehicle (Pay and Display); or enters their license plate number (Pay by License Plate Number). The operator (the town) then enforces payment with parking enforcement personnel. If a guest extends their stay beyond the initial estimated amount of time, they must return and add more time; or, there are know technologies that will allow a guest to add more time by phone/credit card. 2/4/2014 Town of Vail Page 5  License Plate Recognition (LPR) allows the guest to enter without taking a ticket and pay upon exit based on their license plate number which is read at entry and exit, eliminating the need for a ticket. Exit payment can be made by some of the options above.  Pay on Entry requires the guest to pay a set flat fee upon entry regardless of the time they will spend within the parking structure. This eliminates the need for a ticket and any exit payment or enforcement.  Hybrids- A combination of any of the above to create a preferred system. Currently the town uses the first five methodologies of the above list. As parking equipment has evolved over the past 20 years the town has been at times at the cutting edge, sometimes too cutting edge. In early 1990’s the town installed Pay on Foot machines; and more recently the town installed a Pay and Display system in both parking structures for “shopper” parking serving over 100 spaces in each structure. Both of these types of equipment met with much criticism regarding use, user friendliness and enforcement. They were subsequently uninstalled. Though these types of parking equipment have been in use since then at other public parking structures, and have become more readily available and familiar to guests, it is still critical that any parking equipment and/or technology used is familiar to all or most of our guests and can be easily used in our resort ski environment. This includes its user friendliness in the cold and snow, potentially with gloves on, holding skis and poles (or set aside close by), in ski boots, and friendly to the weary skier and family at the end of the day. Other available technologies that can or may be incorporated into a parking system include;  Automated Vehicle Identification(AVI) allows the guest to enter using a RFid Tag within the car (i.e. C-470). This eliminates the need for a ticket or exit payment since each AVI would be pre-paid or automatically billed.  Automated counting systems that provide information to the arriving guest of how many spaces are available. The system could be detailed enough to tell guests where in the structure, by level, that the most available spaces are.  Advanced parking guidance systems provide a similar technology but are detailed down to the exact space location and can direct vehicles to an exact space instead of an area or level.  Combination RFid passes. It is possible to combine a parking pass with any other type of pass a guest may be holding, i.e. an Epic Pass. However this type of combination would require coordination and cooperation of both pass operators; tracking the payments and having the rights to pre-paid accounts and/or credit card information can get very complicated. Each of these options are discussed more thoroughly with pros and cons in the attached memo provided by Carl Walker Parking Consultants and then summarized in the attached reference matrix. A cost estimate will be provided once parking equipment has been narrowed down or selected and the installations, quantities, and locations are known. 2/4/2014 Town of Vail Page 6 5. Staffing Each of the above described options requires similar type staffing, with some having more emphasis on various staffing needs. Each will require parking attendants/hosts, equipment technicians, parking supervisors, enforcement, finance and IT staff. Our existing operations requires 141 parking staff man hours per day, not including overtime as needed on peak days, along with another 25 hours per day behind the scene man hours from Finance and IT. For relative comparison purposes we estimate the options presented above may require the following approximate staffing levels; Vail Parking Structure Staffing Man Hours  Parking System  Total MH  Per Day  Cashiers  Equipment  Technician Supervisor Traffic  Control  Host Enforcement Finance/IT VTC LH  Existing 166 36 36 10 21 28 10 25  Pay on Foot 124‐174 12‐24 12‐24 16 21 28‐54 10 25  Central Cashier 164‐176 35 35 10 21 28‐40 10 25  Pay and Display 155‐175 0 0 16 24 42‐62 48 25  Pay on Entry 133 32 32 10 12 10 10 25  LPR 172 36 36 16 21 28 10 25  AVI 112 24 24 10 19 12 10 25  The estimates above are based on the assumption that a significant amount of host assistance would be needed at peak times with any type of guest controlled payment, i.e. Pay on Foot or Pay and Display; and that a Pay and Display type system would require a significant amount of enforcement and “meter readers”. Over time these types of guest controlled pay options may require less assistance as guests become more accustomed to the new system hence the given staffing ranges. The personnel estimates did not go beyond this level to include possible increase in court time, ticket revenue recovery, or warrant issuance, etc… Any Hybrid of these systems would change the staffing levels and would most likely be similar to the staffing levels we have today or potentially exceed today’s level. Based on these assumptions the only two options that provide a potential significant savings in staffing are going to either a full Pay on Entry or full Pass/AVI system. However it would be impossible to implement a full Pass/AVI system as that would require all guests to have a pass of some form. 2/4/2014 Town of Vail Page 7 7. Recommendations After initial review staff recommends the town move forward with a Hybrid option that moves toward automation. We recommend providing the following at each structure;  One to Two (1-2) manned booths at exit: Provides the ability for our guests to have a personal interaction with a cashier upon exit, maintains status quo for many, and provides the ability to provide immediate assistance at the exit for anyone with issues upon exiting.  Multiple (3-4) unmanned exit lanes with ticket verifiers & proximity pass readers: Provides faster exiting for those using passes and verified tickets (Free or pre- paid at a Pay on Foot station), and may provide secondary exiting from Lionshead.  Two (2) Pay on Foot (POF) stations at each structure: Provides guest with the ability to use Pay on Foot station and exit more quickly  Increase Value Pass usage (Pre-paid Debit Cards): Provides frequent users with the fastest entering and exiting. Based on the 2012 citizen survey 76% of respondents did not have a parking pass yet almost all respondents would qualify for some type of pass. This option is recommended to provide the town with flexibility as we move toward automation. Based on past experience we do not believe that our guest is fully prepared to make the move to a fully automated Pay on Foot system. Having the option to pay at a manned booth is an expectation of some of our guest and it provides immediate assistance to those guests that may have issues similar to the challenge issues presented above in section 2. The flexibility of having two booths allows us to staff or not staff as needed depending on how fast we can educate our guests on the use of Pay on Foot, the purchase of value/debit passes, etc… Currently we have four booths at Lionshead, this can be reduced to two. This option would utilize all of the current exit lane methodologies (1-5 as listed in section 4) and add Pay on Foot. Once the type of equipment is selected an RFP will be distributed to manufacturers for proposals, and then evaluation as to which specific manufacturer meets the Town’s requirements. This hybrid option may exceed the current parking equipment replacement budget as a result of the purchase of POF machines. However once layout concepts are fully vetted we will have a better understanding of whether or not the combined project will be on or over budget and by how much. We will provide that information at that time. The other options were discarded for the following primary reasons;  Pay-on-Foot Only; this system may be difficult for our end of day skier guests, ski gear (gloves, boots, skis, poles) complications, the guest having to keep ticket on them and not losing or damaging it, exit gates would be unmanned so we would be unable to provide immediate resolution to issues, the number of POF stations to install for high volume hours, the re-Education of guest 2/4/2014 Town of Vail Page 8  Central Cashiering; this is very similar to POF, however it is more restricted on location of a central cashier which requires a heated office space to function.  Pay by Space/ Pay and Display/Pay by License Plate Number; this system is less flexible with pay rates and passes, it is onerous on the guest to return to their vehicle potentially multiple times, requires the guest to guesstimate how much time they will spend parked, leads to many times more disputed charges, and from past experience was not well received. It also may encourage less turnover by meter feeding.  License Plate Recognition; this technology is limited to a clean license plate. In our climate there would be far too many misreads or non-recognition of plates due to snow, icepack, dirt, grime, and debris on license plates. The accuracy under normal conditions is 85%, that means at least 15% of misreads (300-500 on our typical holiday/weekend day), meaning potential lost revenue, poor guest experience, and disputes on charges.  Pay By Entry; Although this option is the most widely used for ski resorts since it is simple and has reduced staffing implications; this system would require the town to change our rate structure to a flat rate, and provide separate areas for 2 hour free parking. It allows the guest to stay as long as they like for the one flat rate, minimizing space turnover and limiting the capacity of each structure over the course of a day. If the flat rate is set too low we may fill every day and be on the Frontage Road too often, too high of a rate and we would not be catering to the many uses and needs of our guests. This system however has been suggested as the preferred method for any type of paid summer parking. 7. Next Steps Based on the discussion and direction by Council, staff and the design team will develop more detailed concept solutions that include the recommended equipment program with improved locations and geometric layouts. Lionshead Entry Improvement Project Schedule Concept Design: April-May 2013 Schematic Design: June-July 2013 Design Development and Entitlements: August-September 2013 Final Design and Construction Documents: September 2013-January 2014 Construction & Equipment Installation: April-June; Sept-Nov 2014 2/4/2014 Da t e E n t r y E x i t E n t r y E x i t E n t r y E x i t P a s s * ‐ $               15 . 0 0 $             20 . 0 0 $             25 . 0 0 $                 OtherPass‐$         15.00$     20.00$     25.00$    OtherLHVV 12 / 2 7 / 2 0 1 2 1 7 8 5 1 7 7 5 3 1 9 5 3 1 4 0 3 9 3 3 6 9 1 2 / 2 7 / 2 0 1 2 6 6 % 6 % 3 % 2 4 % 0 % 7 5 % 5 % 3 % 1 7 % 0 % 7 . 5 8 $       5.67$        12 / 2 8 / 2 0 1 2 2 2 4 5 2 2 0 3 3 2 9 2 3 2 2 1 5 2 4 5 2 5 1 2 / 2 8 / 2 0 1 2 5 9 % 7 % 5 % 2 8 % 0 % 7 0 % 6 % 3 % 2 1 % 0 % 9 . 2 2 $      6.73$       12 / 2 9 / 2 0 1 2 2 2 0 9 2 2 1 9 3 0 1 7 2 9 9 8 5 7 3 5 6 7 1 2 / 2 9 / 2 0 1 2 6 2 % 9 % 4 % 2 6 % 0 % 6 9 % 5 % 3 % 2 3 % 0 % 8 . 4 0 $      7.03$       12 / 3 0 / 2 0 1 2 1 8 8 8 1 8 9 9 2 9 0 3 2 9 6 8 4 9 2 5 0 3 1 2 / 3 0 / 2 0 1 2 6 0 % 9 % 4 % 2 7 % 0 % 7 0 % 6 % 3 % 2 1 % 0 % 8 . 8 9 $      6.70$       12 / 3 1 / 2 0 1 2 2 0 4 2 1 7 8 5 3 2 0 8 2 9 7 4 5 5 3 5 4 3 1 2 / 3 1 / 2 0 1 2 6 4 % 7 % 4 % 2 5 % 0 % 7 2 % 7 % 3 % 1 7 % 0 % 8 . 0 6 $      5.97$       01 / 0 1 / 2 0 1 3 1 6 6 7 1 9 0 5 2 7 3 4 3 0 7 4 4 7 1 4 7 9 0 1 / 0 1 / 2 0 1 3 6 2 % 7 % 4 % 2 7 % 0 % 6 8 % 8 % 3 % 2 0 % 1 % 8 . 5 4 $      6.83$       01 / 0 2 / 2 0 1 3 1 6 9 8 1 6 9 5 2 7 2 4 2 7 0 2 3 8 4 3 8 3 0 1 / 0 2 / 2 0 1 3 6 1 % 6 % 5 % 2 7 % 0 % 7 0 % 6 % 3 % 2 0 % 0 % 8 . 6 6 $      6.59$       01 / 0 3 / 2 0 1 3 1 7 2 3 1 7 2 3 2 7 2 8 2 7 4 0 4 0 7 4 0 6 0 1 / 0 3 / 2 0 1 3 6 3 % 5 % 4 % 2 8 % 0 % 7 1 % 6 % 3 % 2 0 % 0 % 8 . 5 0 $      6.43$       01 / 0 4 / 2 0 1 3 1 7 9 1 1 7 6 6 2 9 4 1 2 8 4 2 4 6 3 4 5 3 0 1 / 0 4 / 2 0 1 3 6 3 % 5 % 4 % 2 7 % 0 % 7 0 % 6 % 3 % 2 1 % 0 % 8 . 3 8 $      6.76$       01 / 0 5 / 2 0 1 3 2 0 1 0 2 0 1 2 2 8 3 7 2 8 6 3 6 7 6 6 7 4 0 1 / 0 5 / 2 0 1 3 5 7 % 6 % 5 % 3 2 % 0 % 6 5 % 4 % 4 % 2 8 % 0 % 9 . 7 7 $      8.37$       01 / 1 8 / 2 0 1 3 1 5 9 9 1 5 7 3 2 5 6 4 2 3 7 9 3 1 8 3 1 8 0 1 / 1 8 / 2 0 1 3 6 7 % 3 % 3 % 2 6 % 0 % 7 7 % 4 % 2 % 1 6 % 0 % 7 . 6 8 $      5.11$       01 / 1 9 / 2 0 1 3 1 6 3 0 1 6 4 0 3 0 6 7 3 0 2 0 5 7 4 5 8 3 0 1 / 1 9 / 2 0 1 3 6 9 % 5 % 3 % 2 4 % 0 % 7 6 % 4 % 2 % 1 8 % 0 % 7 . 2 0 $      5.40$       01 / 2 0 / 2 0 1 3 1 6 6 9 1 6 8 5 2 4 0 9 2 5 9 9 4 2 6 4 2 3 0 1 / 2 0 / 2 0 1 3 5 2 % 7 % 4 % 3 6 % 1 % 6 4 % 5 % 3 % 2 6 % 1 % 1 0 . 8 3 $    7.99$       02 / 0 1 / 2 0 1 3 1 7 4 6 1 7 1 0 2 5 2 2 2 4 0 9 4 7 7 4 7 4 0 2 / 0 1 / 2 0 1 3 4 5 % 2 % 3 % 5 0 % 0 % 6 1 % 3 % 4 % 3 2 % 0 % 1 3 . 3 7 $    9.30$       02 / 0 2 / 2 0 1 3 1 8 0 6 1 8 1 8 2 7 0 2 2 6 7 0 6 5 1 6 5 0 0 2 / 0 2 / 2 0 1 3 4 3 % 3 % 2 % 5 2 % 0 % 6 1 % 3 % 2 % 3 3 % 1 % 1 3 . 7 9 $    9.24$       02 / 0 8 / 2 0 1 3 1 8 7 7 1 8 2 9 3 2 4 9 3 1 0 3 5 6 9 5 4 2 0 2 / 0 8 / 2 0 1 3 7 0 % 4 % 2 % 2 5 % 0 % 7 5 % 3 % 2 % 1 9 % 0 % 7 . 0 8 $      5.67$       02 / 0 9 / 2 0 1 3 1 9 2 2 1 9 3 0 3 0 2 4 3 0 4 2 9 0 1 9 3 7 0 2 / 0 9 / 2 0 1 3 5 0 % 4 % 3 % 4 3 % 0 % 6 8 % 3 % 2 % 2 6 % 0 % 1 1 . 9 5 $    7.45$       02 / 1 6 / 2 0 1 3 1 7 6 4 1 7 4 8 2 8 9 3 2 8 1 0 4 8 8 4 8 2 0 2 / 1 6 / 2 0 1 3 5 8 % 7 % 2 % 3 3 % 0 % 6 5 % 4 % 2 % 2 8 % 0 % 9 . 6 9 $      8.06$       02 / 1 7 / 2 0 1 3 1 4 8 6 1 5 2 7 2 5 1 5 2 6 8 0 3 9 4 4 2 5 0 2 / 1 7 / 2 0 1 3 5 7 % 5 % 3 % 3 5 % 1 % 6 8 % 4 % 3 % 2 5 % 0 % 1 0 . 0 7 $    7.36$       02 / 1 8 / 2 0 1 3 1 3 8 3 1 3 9 1 2 3 5 1 2 4 2 5 2 8 3 2 8 0 0 2 / 1 8 / 2 0 1 3 5 9 % 5 % 3 % 3 3 % 0 % 6 7 % 5 % 3 % 2 5 % 1 % 9 . 5 4 $      7.38$       03 / 0 1 / 2 0 1 3 2 1 9 3 2 1 0 4 2 7 9 4 2 6 8 3 6 6 8 6 4 1 0 3 / 0 1 / 2 0 1 3 6 6 % 2 % 2 % 3 0 % 0 % 6 8 % 3 % 2 % 2 7 % 0 % 8 . 2 1 $      7.60$       03 / 0 2 / 2 0 1 3 1 8 8 8 1 8 7 2 2 8 4 7 2 7 8 4 8 3 7 8 3 8 0 3 / 0 2 / 2 0 1 3 4 5 % 3 % 3 % 4 8 % 0 % 6 4 % 3 % 2 % 3 0 % 1 % 1 3 . 1 0 $    8.45$       03 / 0 9 / 2 0 1 3 1 8 9 8 1 9 1 3 2 5 9 2 2 5 4 9 5 6 5 5 5 9 0 3 / 0 9 / 2 0 1 3 6 1 % 3 % 3 % 3 2 % 1 % 6 5 % 3 % 3 % 2 9 % 0 % 9 . 2 4 $      8.36$       03 / 1 0 / 2 0 1 3 1 6 8 2 1 7 3 5 2 4 2 6 2 5 9 8 4 7 6 4 8 5 0 3 / 1 0 / 2 0 1 3 5 6 % 6 % 4 % 3 3 % 1 % 6 2 % 4 % 3 % 3 0 % 1 % 9 . 9 7 $      8.70$       Av e r a g e 1 8 1 7 1 8 1 1 2 8 1 4 2 8 0 3 5 2 3 5 2 2 A v e r a g e 1 7 % 4 3 % 5 % 3 % 3 2 % 0 % 1 1 % 5 8 % 5 % 3 % 2 3 % 0 % 9.49$      7.21$       Av g  Ve h i c l e s 2 9 9 7 7 0 9 7 6 1 5 8 0 4 3 0 8 1 6 2 1 1 3 2 7 9 6 5 3 1 1 Av g  Ca s h i e r d *I n  Ta b l e  Pa s s  & Fr e e  ar e  co m b i n e d  as  $0  tr a n s a c t i o n s ;  In  Av e r a g e s  th e  Pa s s  av e r a g e  is subtracted from Pass & Free percentage Pe a k  Ho u r  on  Av e r a g e  Da y  4p m ‐5p m 4 p m ‐5pm on 12/30/12 12 / 3 0 / 2 0 1 2 9 2 4 0 1 2 1 9 3 0 1 4 6 2 9 1 8 2 2 5 0 Ca s h i e r e d Pe a k  10 t h  Hr  Ba s e d  on  la s t  3 ye a r s  is  ~3 7 5 ~ 4 0 0  on 12/27/12 02 / 0 2 / 2 0 1 3 7 4 9 2 2 8 9 0 19734191841 Ca s h i e r e d Average Fee Per Transaction Lo t  Co u n t s 272 238 30 0 Fe e  Fr e q u e n c y Da t e Li o n s h e a d V a i l  Village (Includes Upper Deck) 74 2 24 5 875 Va i l  Vi l l a g e  Up p e r   Va i l  Vi l l l a g e Li o n s h e a d 2/4/2014 St a f f e d  Bo o t h P a y  in  La n e P a y  in  La n e P a y ‐On ‐Fo o t C e n t r a l  Ca s h i e r Mu l t i  Pa y P a y ‐On‐EntryProximity VerifyerAVIEntry Ticket Spitter Pa y m e n t / C o n t r o l  Me t h o d Ca s h / C C / P a s s  at  Ex i t C a s h / C C / P a s s  at  Ex i t C C / P a s s  at  Ex i t V e r i f i e r  at  Ex i t V e r i f i e r  at  Ex i t V e r i f i e r  at  Ex i t C a s h / C C / P a s s  at EntryPass Verifier at ExitRfid Reader at ExitEntry Ticket De f i n i t i o n St a f f e d  pa r k i n g  bo o t h  th a t   is  ab l e  to  ta k e  al l   tr a n s a c t i o n s  & ha s    Ve r i f i e r  & Pr o x i m i t y   Ve r i f i e r Au t o  pa y  st a t i o n  th a t  ca n   ta k e  al l  tr a n s a c t i o n s  & ha s    ve r i f i e r  & Pr o x i m i t y  Ve r i f i e r Au t o  pa y  st a t i o n  th a t  ca n   on l y  ta k e  CC  or  pa s s e s  or   fr e e  ti c k e t s  & ha s  Pa s s   Pr o x i m i t y  Ve r i f i e r Pa y  st a t i o n  lo c a t e d  at   co n v i e n e n t  lo c a t i o n s  fo r   se l f  pa y .    Pr o v i d e s  30   mi n u t e s  gr a c e  pe r i o d  to   ge t  to  ca r  an d  ge t  ou t .    Pa y  st a t i o n  lo c a t e d  at   co n v i e n e n t  si n g l e   lo c a t i o n  to  pa y  on  fo o t   at  ca s h i e r . Pa y  st a t i o n  lo c a t e d  at  co n v i e n i e n t  lo c a t i o n  that  re q u i r e s  gu e s t s  to  pre pay  fo r  pa r k i n g  an d  di s p l a y  a  ti c k e t  wi t h i n  th e i r  vehicle.  Pay upon entry of parking structure at a pay station. No exit gate required.Verifier that allows a guest to waive a pass within a few inches of the verifier.Overhead Rfid reader that reads a pass as a vehicle drives byAuto ticket spitter for entry time documentation 95 ‐13 5  VP H 8 0 ‐10 0  VP H 8 0 ‐11 0  VP H 3 0 0 ‐36 0  VP H 3 0 0 ‐36 0  VP H F r e e  Fl o w 1 3 5 ‐200 VPH at Entry600 VPH800 VPH400 VPH 75 ‐10 0  PP H  at  St a t i o n 11 5 ‐17 5  PP H  at  Ca s h i e r 75 ‐10 0  PP H  at  St a t i o nFree Flow at Exit Ex i s t i n g  In f r a s t r u c t u r e  LH 1‐3 1 3 0 0 0 0 4 0 3 Ex i s t i n g  In f r a s t r u c t u r e  VV 1‐3 2 1 0 0 0 0 4 0 5 Re c o m m e n d e d  In f r a s t r u c t u r e  LH 1‐20 3 ‐42 0 0 0 4 ‐603 Re c o m m e n d e d  In f r a s t r u c t u r e  VV 1‐20 3 ‐42 0 0 0 4 0 5 Pr o s Hu m a n  in t e r a c t i o n  at  ex i t P r o v i d e s  al l  tr a n s a c t i o n s   wi t h o u t  ma n n e d  bo o t h Pr o v i d e s  al m o s t  al l   tr a n s a c t i o n s  wi t h o u t   ma n n e d  bo o t h Fa s t  ex i t  tr a n s a c t i o n  ti m e ,   si n c e  gu e s t  ha s  al r e a d y   pa i d  an d  ne e d s  on l y  to   ve r i f y  ex i t i n g Fa s t  ex i t  tr a n s a c t i o n   ti m e ,  si n c e  gu e s t  ha s   al r e a d y  pa i d  an d  ne e d s   on l y  to  ve r i f y  ex i t i n g Fa s t e s t  en t r y  ex i t  ti m e   si n c e  gu e s t  pa y s  af t e r   pa r k i n g Fastest  exit time since guest pays upon entryFaster entry and exit transaction, since pass is prepaidFaster entry and exit transaction, since pass is prepaid Ab l e  to  de a l  wi t h  is s u e s   im m e d i a t e l y  (l o s t  ti c k e t s ,   we t  ti c k e t s ,  DU I ' s ,  et c … ) Cu r r e n t  St a n d a r d ‐  No   le a r n i n g  cu r v e Fa s t e r  tr a n s a c t i o n s  th a n   Pa y  in  La n e  wi t h  Ca s h ,   si n c e  no  ca s h  is  fe d  in t o   ma c h i n e s Hu m a n  in t e r a c t i o n  at   Ca s h e i r Human interaction at entryLimited issues to occurLimited issues to occur Cu r r e n t  St a n d a r d ‐  No   le a r n i n g  cu r v e Cu r r e n t  St a n d a r d ‐  No   le a r n i n g  cu r v e Reduce staff in afternoonsReduce StaffingReduce Staffing Current Standard‐ No learning curveNo need for customers to stop and present access  Co n s Sl o w e r  Pr o c e s s  Ti m e S l o w e s t  Pr o c e s s  Ti m e S l o w e r  Pr o c e s s  Ti m e R e q u i r e s  gu e s t  to  pa y   pr i o r  to  ex i t i n g Re q u i r e s  gu e s t  to  pa y   pr i o r  to  ex i t i n g Re q u i r e s  gu e s t  to   gu e s s t i m a t e  pe r i o d   ne e d e d  fo r  pa r k i n g  or  re t u r n / c a l l  to  ex t e n d Requires all periods to be paid at consistent rate.  Requires all guest to purchase a pass ahead of timeRequires all guest to purchase a pass ahead of time Co s t  of  ma n n i n g  bo o t h s N o  Hu m a n  in t e r a c t i o n N o  Hu m a n  in t e r a c t i o n N o  hu m a n  in t e r a c t i o n R e q u i r e s  le a r n i n g  cu r v e N o  hu m a n  in t e r a c t i o n R a t e s  must change to flat rate.No human interactionNo human interaction Un a b l e  to  de a l  wi t h  is s u e s   im m e d i a t e l y  at  th e  ga t e No  Ca s h R e q u i r e s  gu e s t  to  ei t h e r   go  ba c k  to  ca r  to  ge t   ti c k e t  or  ha v e  it  on  th e m Re q u i r e s  gu e s t  to  ei t h e r   go  ba c k  to  ca r  to  ge t   ti c k e t  or  ha v e  it  on  th e m Re q u i r e s  gu e s t  to  ei t h e r   go  ba c k  to  ca r  to  di s p l a y   ti c k e t  or  me m o r i z e  space  nu m b e r  be f o r e  le a v i n g   ca r 2 Hour Free would have to be provided in separate lot Re q u i r e s  cl e a n  dr y  ti c k e t R e q u i r e s  cl e a n  dr y  ti c k e t M a y  be  di f f i c u l t  to  de a l   wi t h  au t o m a t e d  st a t i o n   wh e n  ar m s  ar e  fi l l e d  wi t h   sk i  ge a r / f a m i l y Ca s h i e r  lo c a t i o n  ma y  no t   be  in  co n v i e n e n t   lo c a t i o n  fo r  al l  gu e s t s Ma y  be  di f f i c u l t  to  deal  wi t h  au t o m a t e d  st a t i o n   wh e n  ar m s  ar e  fi l l e d  with  sk i  ge a r / f a m i l y Reduces turnover and potentially capacity Un a b l e  to  de a l  wi t h  is s u e s   im m e d i a t e l y  at  th e  ga t e Re q u i r e s  cl e a n  dr y  ti c k e t U n a b l e  to  de a l  wi t h   is s u e s  im m e d i a t e l y  at   ga t e Al l  sp a c e s  ne e d  to  clearly  la b e l e d .    Th i s  wi l l  be  an  is s u e  on  to p  de c k s  for  nu m b e r i n g  an d  cl e a r   st r i p i n g Re q u i r e s  le a r n i n g  cu r v e R e q u i r e s  le a r n i n g  cu r v e Un a b l e  to  de a l  wi t h  is s u e s   im m e d i a t e l y  at  ga t e Un a b l e  to  de a l  wi t h  issues  im m e d i a t e l y  at  th e  gate Di ff ic u lt to  pr o v i de  cu r r e n t  ra t e  st r u c t u r e   wi t h  Fr e e  pe r i o d s Re q u i r e s  co n s i s t e n t   en f o r c e m e n t Ca p a c i t y Pa r k i n g  Eq u i p m e n t  Co m p a r i s o n  Ma t r i x 2/4/2014 VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: February 4, 2014 ITEM/TOPIC: Matters from the Mayor, Council and Committee Reports 2/4/2014 VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: February 4, 2014 ITEM/TOPIC: Executive Session, pursuant to: 1) C.R.S. §24-6-402(4)(b)(e) - to receive legal advice on specific legal questions; and to determine positions, develop a strategy and instruct negotiators, Regarding: update on pending litigation. PRESENTER(S): Kendra Carberry 2/4/2014 VAIL TOWN COUNCIL AGENDA MEMO MEETING DATE: February 4, 2014 ITEM/TOPIC: Adjournment (4:00 p.m.) NOTE: UPCOMING MEETING START TIMES BELOW (ALL ARE APPROXIMATE DATES AND TIMES AND SUBJECT TO CHANGE) -------------------- THE NEXT REGULAR VAIL TOWN COUNCIL REGULAR WORK SESSION WILL BEGIN AT APPROXIMATELY 12:30 P.M. (or TBD), TUESDAY, FEBRUARY 18, 2014 IN THE VAIL TOWN COUNCIL CHAMBERS FUTURE AGENDA ITEMS: Ongoing agenda items TBD: DRB/PEC updates - Warren - WS - 15 min.; Information Updates Attachments: WS - 15 min.; Executive Session items: 30 min.; Consent Agenda: 5 min.; Town Manager Report: 5 min. FUTURE AGENDA ITEMS: Resolution No. 2 CDOT Simba Run Underpass IGA - ES - 2/18- Tom Amended FHU Contract - ES - 2/18 - Tom Lionshead Medians Design Update - 2/18 - Tom I-70 Underpass Design Update - 60 min. - WS - 2/18 - Tom Village Information Center Design Update 30 min. - WS - 2/18 - Greg 2015 VVF Council Update - ES - 2/18 Timeline for Council Goals Discussion - WS - 2/18 RRC Attendance Survey - WS - 30 min. - 2/18 Eagle County Open Space Coordinator Toby Sprunk 30 min - ES - 2/18 Wall Street Call-Up - WS & ES - 2/18 Commercial Ski Storage Ordinance 1st reading - ES - 3/4 Commercial Ski Storage Ordinance 2nd reading - ES - 3/18 AIPP Board Member Interviews and Appointments - WS & ES - 3/18 2nd Budget Supplemental - ES - 3/18 Clean Up Title 12 Ordinance - TBD NEPA and Uniformed Relocation Act - 30 min. - ES - Mike Vanderhoff - TBD Plastic bags - TBD Village Information Center - Greg - TBD Fee Schedule changes - George - TBD Neighborhood Speed Control - TBD - Greg/Dwight Housing Strategic Plan - George - TBD Beaver policy update - Kristen - WS - TBD Vail Valley Medical Center Master Plan Update - 60 min - ES - George - TBD 2015 WAC construction restrictions discussion - 30 min - WS- George - TBD Sister City discussion - TBD Discussion of future of RSES - TBD Streaming PEC & DRB - TBD 2015 Expectations/Legacy Piece - TBD 2015 Town-wide fulfillment - TBD VLMD Term limits - TBD Marijuana policy discussion - WS - Matt - TBD 2/4/2014