HomeMy WebLinkAbout2018-07-17 Agenda and Supporting Documentation Town Council Afternoon AgendaVAIL TOWN COUNCIL REGULAR MEETING
Agenda
Town Council Chambers
12:30 PM, July 17, 2018
TOWN Of 4IAJt
Notes:
Times of items are approximate, subject to change, and cannot be relied upon to determine what time Council will
consider an item.
Public comment on any agenda item may be solicited by the Town Council.
1. Site Visits
1.1. Site Visit to Town Owned Properties (2018 Open Lands Plan Review)
Presenter(s): Chris Neubecker, Interim Community Development Director
Action Requested of Council:
As part of the review of the Draft 2018 Open Lands Plan Update, Town
Council will tour six (6) properties in Vail:
Action Item #4 - West Vail Parcels Along Chamonix Lane (2179, 2159 and
2139 Chamonix Lane)
Action Item #7 - Old Roost Lodge (1783 N. Frontage Rd. West) Action
Item #9 - Hotel Talisa Tennis Courts (1494 S. Frontage Rd. West)
Action Item #18 — Vail Valley Drive (1278 Vail Valley Drive)
Action Item #23 — CDOT Parcel (4313 Spruce Way)
Action Item #28 - CDOT/Bighorn Parcel (North of 5147 Gore Circle)
2. Vail Local Marketing District Meeting
2.1. Vail Local Marketing District Meeting - see separate agenda for meeting
details
Presenter(s): Mia Vlaar, and VLMDAC members
3. Presentations / Discussion
3.1. USFS Front Ranger Program Update
Presenter(s): Greg Clifton, Town Manager, Aaron Mayville, USFS
Action Requested of Council: Obtain input on the county -wide initiative to
collectively fund a Front Country Ranger Program on the local Forest
Service District.
Background: Greg Clifton and Aaron Mayville will present an update about
the Front Rangers Program. Eagle County Commissioners and the Mayors
and Managers group have been working with Aaron Mayville from the
USFS to look at the possibility of funding a Front Country Ranger Program
to support staffing and work at local, high -use, accessible trailheads and
camping areas. Aaron and members of the Mayors and Managers group
will be presenting to all town councils and municipalities prior to budget
season to present the program and answer any questions.
60 min.
30 min.
30 min.
3.2. Review Scorecards for 2019 CSE Event Funding Process 30 min.
July 17, 2018 - Page 1 of 145
Presenter(s): Barry Davis, Chairman, Commission on Special Events
Action Requested of Council: No action requested.
Background: The CSE refined portions of the scoring criteria for both 2019
RFP cycle scorecards. Purpose of discussion is to review updated
scorecards with council.
3.3. Town of Vail Compensation Study 30 min.
Presenter(s): Dr. Robert Greene, Pontifex Consulting Group and Krista
Miller, Human Resources/Risk Director
Action Requested of Council: The Town Council is asked to provide input
on a compensation philosophy informed by the current conditions and the
presentation of the compensation study. This will provide the information
needed to assess final recommendations on salary ranges and provide an
analysis of any fiscal impacts for the upcoming budget discussion.
Background: The Town Council authorized an independent review of the
town's compensation plan for 2018, and Pontifex Consulting Group, LLC
was selected following an RFP earlier this year. Dr. Bob Greene, Pontifex
Consulting Group, will present the compensation study report.
4. DRB / PEC Update
4.1. DRB / PEC Update 5 min.
Presenter(s): Chris Neubecker, Interim Director of Community
Development
5. Information Update
5.1. Future Town Council Meeting Agenda Topics
5.2. VEAC Minutes from the July 10, 2018 meeting.
5.3. 2019 Proposed Budget Calendar
6. Matters from Mayor, Council and Committee Reports
6.1. Matters from Mayor and Council and Committee Updates
Presenter(s): Dave Chapin, Mayor
7. Executive Session
7.1. Executive Session, pursuant to: CRS 24-6-402(4)(a)(b) and (e) — to
discuss the purchase or acquisition of real estate, and to develop a strategy
and instruct negotiators regarding the 6 West Housing development; and to
receive legal advice on specific legal questions regarding a stream tract
compliance update and use of neighborhood electric vehicles.
Presenter(s): Matt Mire, Town Attorney
8. Recess
8.1. Recess est. 4:45 p.m.
15 min.
45 min.
July 17, 2018 - Page 2 of 145
Meeting agendas and materials can be accessed prior to meeting day on the Town of Vail website
www.vailgov.com. All town council meetings will be streamed live by High Five Access Media and available for
public viewing as the meeting is happening. The meeting videos are also posted to High Five Access Media
website the week following meeting day, www.highfivemedia.org.
Please call 970-479-2136 for additional information. Sign language interpretation is available upon request with 48
hour notification dial 711.
July 17, 2018 - Page 3 of 145
TOWN OF 1 X41
VAIL TOWN COUNCIL AGENDA MEMO
ITEM/TOPIC:
Site Visit to Town Owned Properties (2018 Open Lands Plan Review)
PRESENTER(S): Chris Neubecker, Interim Community Development Director
ACTION REQUESTED OF COUNCIL:
As part of the review of the Draft 2018 Open Lands Plan Update, Town Council will tour six (6)
properties in Vail:
Action Item #4 - West Vail Parcels Along Chamonix Lane (2179, 2159 and 2139 Chamonix Lane)
Action Item #7 - Old Roost Lodge (1783 N. Frontage Rd. West) Action Item #9 - Hotel Talisa
Tennis Courts (1494 S. Frontage Rd. West)
Action Item #18 — Vail Valley Drive (1278 Vail Valley Drive)
Action Item #23 — CDOT Parcel (4313 Spruce Way)
Action Item #28 - CDOT/Bighorn Parcel (North of 5147 Gore Circle)
ATTACHMENTS:
Description
2018 Open Lands Plan - Map of Site Visits
July 17, 2018 - Page 4 of 145
Open Lands Plan Site Visits
7/17/18 Town Council
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Route Map Directions:
1. Action Item #4 —Three parcels (1.53 acres) currently zoned Two Family Primary/Secondary Residential. Steep terrain on north half of these parcels.
2. Action Item #7 —1.76 acres with Special Development District approval for a hotel and affordable housing project.
3. Action Item #9 — 3 acres which could allow the expansion of Donovan Park.
4. Action Item #18 — Portion of Vail Valley Drive that is outside town jurisdiction. Property owned by US Forest Service.
5. Action Item #23 — Property owned by Colorado Department of Transportation (CDOT). Property has potential for development. Property is bisected by Bighorn Creek.
6. Action Item #28 — Property owned by CDOT and contains a portion of Bighorn Road.
July 17, 2018 - Page 5 of 145
Open Lands Plan Site Visits
7/17/18 Town Council
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Route Map Directions:
1. Action Item #4 —Three parcels (1.53 acres) currently zoned Two Family Primary/Secondary Residential. Steep terrain on north half of these parcels.
2. Action Item #7 —1.76 acres with Special Development District approval for a hotel and affordable housing project.
3. Action Item #9 — 3 acres which could allow the expansion of Donovan Park.
4. Action Item #18 — Portion of Vail Valley Drive that is outside town jurisdiction. Property owned by US Forest Service.
5. Action Item #23 — Property owned by Colorado Department of Transportation (CDOT). Property has potential for development. Property is bisected by Bighorn Creek.
6. Action Item #28 — Property owned by CDOT and contains a portion of Bighorn Road.
July 17, 2018 - Page 6 of 145
Open Lands Plan Site Visits
7/17/18 Town Council
Route Map Directions:
1. Action Item #4 —Three parcels (1.53 acres) currently zoned Two Family Primary/Secondary Residential. Steep terrain on north half of these parcels.
2. Action Item #7 —1.76 acres with Special Development District approval for a hotel and affordable housing project.
3. Action Item #9 — 3 acres which could allow the expansion of Donovan Park.
4. Action Item #18 — Portion of Vail Valley Drive that is outside town jurisdiction. Property owned by US Forest Service.
5. Action Item #23 — Property owned by Colorado Department of Transportation (CDOT). Property has potential for development. Property is bisected by Bighorn Creek.
6. Action Item #28 — Property owned by CDOT and contains a portion of Bighorn Road.
July 17, 2018 - Page 7 of 145
TOWN OF 1 X41
VAIL TOWN COUNCIL AGENDA MEMO
ITEM/TOPIC: Vail Local Marketing District Meeting - see separate agenda for meeting details
PRESENTER(S): Mia Vlaar, and VLMDAC members
ATTACHMENTS:
Description
VLMDAC Creative Update
July 17, 2018 - Page 8 of 145
VAIL LOCAL MARKETING DISTRICT
MEETING'
JULY 17201
July 17, 2018 - Page 9 of 145
AGENDA /
• 2018 Summer Strategy
• New Creative
• Budget Shifts
VAIL Like nothing on earth:
July 17, 2018 - Page 10 of 145
2018 SUMMER STRATEGY
July 17, 2018 - Page 11 of 145
The essence of strategy is
choosing what not to do.
VAIL Like nothing on earth:
July 17, 2018 - Page 12 of 145
2018 VLMD STRATEGIES /
• Brand: Strengthen Vail's position by constantly
elevating our brand and expanding our strategies
and tactics to be more ambitious and aspirational
• Storytelling: Develop consumer -centric storytelling
approach with amplified clarity to tell inspirational
stories that support the consumer ecosystem
• Data: Leverage summer data and research to
increase engagement and consideration
• Personas: Focus on core personas that are most
interested in a mountain destination vacation
VAIL Like nothing on earth:
July 17, 2018 - Page 13 of 145
OBJECTIVES /
ArIncrease
community-
wide
tourism
revenue
• Increase occupancy especially for shoulder,
events and mid week
• Increase length of stay
• Increase average daily spend (ADS)
VAIL Like nothing on earth:
July 17, 2018 - Page 14 of 145
BEST PROSPECTS /
Primary: Destination Families w/ Older Kids Secondary: Destination + FR Super Boomers
Tertiary: Front Range
VAIL Like nothing on earthT:
July 17, 2018 - Page 15 of 145
DESTINATION DYNAMIC FAMILIES WITH KIDS 13-17 /
RRC, 2017
/N
s/
• Tend to stay longer, bring more people and in turn
spend more for lodging and activities.
• 84% stay 3+ nights
• Most likely to have 8+ people
• Experience is catered towards older children and
there is a strong affinity for Vail amongst this
audience
• Reported a higher NPS
• Most likely to return of all audiences
• Children aged 13-17 are also a targetable audience
• Competitors are not marketing to this audience
• 7.5M U.S. target audience VAIL Like nothing on earth:
July 17, 2018 - Page 16 of 145
DESTINATION AND FRONT RANGE SUPER BOOMERS /
RRC, 2017; AARP 2017
/N
s/
• Most likely destination travelers that stay longer.
• 81% were overnight visitors from out of state
• Slightly ahead of families in terms of length of
stay
• Travel during off peak times to take advantage of
value and Tess crowds
• Baby boomers prefer to travel during spring or
summer, with fall only slightly less
• Retirees have the luxury of traveling when they
can find a good rate
• Top digital media performer for Fall and mid week in
2017
VAIL Like nothing on earth:
July 17, 2018 - Page 17 of 145
FRONT RANGE EVENTS (ALL PERSONAS) /
RRC, 2017
/N
s/
• 70% of summer visitation is from the Front Range
• Event marketing provides a reason to drive urgency
• General awareness keeps Vail top of mind
VAIL Like nothing on earth:
July 17, 2018 - Page 18 of 145
MEDIA CADENCE /
Dest Families
w/ Teens
Dest. + FR
Super Boomers
Front Range
May
June
July Aug Sept Oct
VAIL Like nothing on earth:
July 17, 2018 - Page 19 of 145
MEDIA/
TOTAL MEDIA ALLOCATIONS
BY TARGET
• Destination Families with
Older Kids
• Super Boomers (FR +
Dest)
Front Range (All
Audiences)
VAIL Like nothing on earth:
July 17, 2018 - Page 20 of 145
PAID MEDIA ECOSYSTEM /
TV
cfp
Influencer
A, A 4,
Digital Video
%IP (3(
Social Media
O
Streaming
Radio
Mobile Artificial
Intelligence
•
VAIL Like nothing on earth:
July 17, 2018 - Page 21 of 145
CREATIVE
July 17, 2018 - Page 22 of 145
SITUATION /
Creative needs to deliver universally emotive/human
stories that draw consumers in.
• Act like the industry leader
• Position Vail as the ideal canvas for these stories to take
place
• Cast characters (not props) and thoughtful details to
communicate authentic stories
Creative needs to also be highly effective.
• Differentiation from competitive set
• Relevant to target audience(s)
• Inspire/encourage travel
VAIL Like nothing on earth:
July 17, 2018 - Page 23 of 145
LIKE NOTHING ON EARTH / CREATIVE PLATFORM
A feeling. The collected input from all of your senses, that set off chain
reactions of chemicals that trigger emotions. Vail is a sensory experience.
From the feel of the cool mountain air, to the warmth of the sun, to the scent
of the pines, to the sound of the streams, to the breathtaking views. When
all of these work in concert, the experience of Vail is a mainline to emotion,
and the emotions you feel here will forever be with you.
Feeling. Like Nothing On Earth.
VAIL Like nothing on earth:
July 17, 2018 - Page 24 of 145
BRAND VIDEOS
VAIL Like nothing on earth:
July 17, 2018 - Page 25 of 145
July 17, 2018 - Page 26 of 145
July 17, 2018 - Page 27 of 145
July 17, 2018 - Page 28 of 145
July 17, 2018 - Page 29 of 145
July 17, 2018 - Page 30 of 145
SOCIAL
VAIL Like nothing on earth:
July 17, 2018 - Page 31 of 145
SOCIAL VIDEOS / :08 PARENT
7-
iiirompin
July 17, 2018 - Page 32 of 145
SOCIAL VIDEOS / :08 TEEN
.• -
j
July 17, 2018 - Page 33 of 145
PRINT
VAIL Like nothing on earth:
July 17, 2018 - Page 34 of 145
PRINT ADS / OUTDOOR + CROSS -SEASONAL
FromYipline% to Mountain bikingfind
�- dveawn a4und;every cornerthls sure
n Val. Dise.o4 the groat outdoors arts aY'o.'
Il Vail has to gffer at Vail. corn'. ;g
"VAIL Like nothing on cal ix:
ADVENTURE
I5 ALWAYS
IN SEASON.
Take your fairlily to neiI'onforgett4le hhights •
this Summar at Vail. From world-class gwuntai n
biking and hiking trails to breathtaking ziplines,
discovor all Vail has to offer at Val com
"NAIL Like nothing on earth:
TOWN OF VAIL
With 343 rn:la of mountain biking end 166 rnlle_of hik ,g rral�• eco.or-
July 17, 2018 - Page 35 of 145
PRINT ADS / TOWN
TAKE
. RELAXATION
0 NEW1EI1,G
Recharge and reconnectas you di,cover world-class
shopping and dining options in a sorting Like Nothing
on Earth. Discover all Vail has to offer at Vu I.com.
VAIL Like nothing on earth'
TOWN OF VAll9
In Vail. adventure is everywhere you tum.
Treat yourself to endless: hopping and
dining options in an unforgettable setting.
Discover all Vail haste offer at Vaitcom.
•VAIL Like nothing on earth'
TOWN OF VAIL
With nearly 150 shop_, 10 spas. and more than 75 restaurant, thenis always something exciting to experience in Vail. Nearly 150 shops 754• bars and restaurants_ 509 miles of trails Unlimited adventure_
July 17, 2018 - Page 36 of 145
INFLUENCER
VAIL Like nothing on earth:
July 17, 2018 - Page 37 of 145
ACTIVE PROFESSIONALS
2018 INFLUENCERS /
@instaramholgado
@mikobowen
@vacationwolf
@onlygirl4boyz
@acouplesworldtour @the_essentialist_
@christinexploring
VAIL Like nothing on earth:
July 17, 2018 - Page 38 of 145
BUDGET SHIFTS
July 17, 2018 - Page 39 of 145
BUDGET SHIFTS /
• $11,000 from Influencer to Content Contributor
• $10,000 from Front Range media and Calendar production to digital media efforts
• $34,000 from SITE photo/video line item into Cactus digital media and brand shoot production efforts.
2018 1st 2018 Budget 2018
Budget Supplemental Amended Shifts Forecast
Income
Lodging Tax 3,200,000 3,200,000 3,200,000
Interest Income 2,000 2,000 2,000
Total Income 3,202,000 3,202,000 - 3,202,000
Expense
Destination 1,182,548 1,182,548 34,000 1,216,548
International 235,052 235,052 235,052
Front Range 222,000 222,000 (10,000) 212,000
Groups and Meetings 756,375 756,375 756,375
Public Relations Expenses 85,200 85,200
Content/Influencer Strategy 100,000 100,000 (11,000)
Photography/Video 112,000 112,000 (24,000)
Research 84,365 84,365
Web Site 50,000 50,000
Admin Miscellaneous 8,000 8,000
Email Marketing 6,500 6,500
Branding 98,000 98,000
11,000
85,200
89,000
88,000
84,365
61,000
8,000
6,500
98,000
Professional Fees
Vail App
Legal and Accounting
Advertising
Advertising Agent Fees
Marketing Coordination-TOV
Marketing Coordination-VVP
Professional Fees - MYPR
Ft Range Promotion Fees
Total Professional Fees
Special Event Funding
Special Event Funding- Colorado Classic
Event Liason
Total Special Events
Total Expense
Net Income
2018 1st 2018 Budget 2018
Budget Supplemental Amended Shifts Forecast
35,000
25,000
48,000
45,000
95,000
40,000
124,960
22,000
35,000
25,000
48,000
45,000
95,000
40,000
124,960
22,000
35,000
25,000
48,000
45,000
95,000
40,000
124,960
22,000
434,960
25,000
25,000
434,960 434,960
200,000 200,000
25,000
225,000
200,000
25,000
225,000
3,400,000 r
r
200,000 3,600,000 - 3,600,000
(198,000)
(398,000) (398,000)
Beginning Fund Balance 1,142,734
Ending Fund Balance 944,734
117,563 1,260,297
862,297
1,260,297
862,297
%age Fund Balance (25% required) 30% 27% 27%
July 17, 2018 - Page 40 of 145
THANK YOU!
VAIL Like nothing on earth:
July 17, 2018 - Page 41 of 145
APPENDIX
Income
Lodging Tax
Interest Income
Total Income
Expense
Destination
International
Front Range
Groups and Meetings
2018 1st 2018 Budget 2018
Budget Supplemental Amended Shifts Forecast
3,200,000
3,200,000 3,200,000
2,000 2,000 2,000
3,202,000
1,182,548
3,202,000 - 3,202,000
235,052
222,000
756,375
Public Relations Expenses
Content/Influencer Strategy
Photography /Video
Research
Web Site
Admin Miscellaneous
Email Marketing
Branding
Professional Fees
Vail App
Legal and Accounting
Advertising
Advertising Agent Fees
Marketing Coordination-TOV
Marketing Coordination-VVP
Professional Fees - MYPR
Ft Range Promotion Fees
Total Professional Fees
1,182,548 34,000 1,216,548
235,052 235,052
222,000 (10,000) 212,000
756,375 756,375
85,200 85,200 85,200
100,000 100,000 (11,000) 89,000
112,000 112,000 (24,000) 88,000
84,365 84,365 84,365
50,000 50,000 11,000 61,000
8,000 8,000 8,000
6,500 6,500 6,500
98,000 98,000 98,000
35,000 35,000 35,000
25,000 25,000 25,000
48,000 48,000 48,000
45,000 45,000 45,000
95,000 95,000 95,000
40,000 40,000 40,000
124,960 124,960 124,960
22,000 22,000 22,000
434,960
434,960 434,960
Special Event Funding
Special Event Funding- Colorado Classic 200,000 200,000 200,000
Event Liason 25,000 25,000 25,000
Total Special Events 25,000 225,000 225,000
Total Expense 3,400,000 r 200,000 3,600,000' - 3,600,000
Net Income (198,000) (398,000) (398,000)
Beginning Fund Balance
1,142,734 117,563 1,260,297 1,260,297
Ending Fund Balance 944,734 862,297 862,297
%age Fund Balance (25% required) 30% 27% 27%
VAIL Like nothing on earth:
July 17, 2018 - Page 42 of 145
NEED TO ADD :30 BOOMER SPOT ONCE DONE
VAIL Like nothing on earth:
July 17, 2018 - Page 43 of 145
TOWN Of 9
VAIL TOWN COUNCIL AGENDA MEMO
ITEM/TOPIC: USFS Front Ranger Program Update
PRESENTER(S): Greg Clifton, Town Manager, Aaron Mayville, USFS
ACTION REQUESTED OF COUNCIL: Obtain input on the county -wide initiative to collectively
fund a Front Country Ranger Program on the local Forest Service District.
BACKGROUND: Greg Clifton and Aaron Mayville will present an update about the Front
Rangers Program. Eagle County Commissioners and the Mayors and Managers group have been
working with Aaron Mayville from the USFS to look at the possibility of funding a Front Country
Ranger Program to support staffing and work at local, high -use, accessible trailheads and camping
areas. Aaron and members of the Mayors and Managers group will be presenting to all town
councils and municipalities prior to budget season to present the program and answer any
questions.
ATTACHMENTS:
Description
Presentation USFS Front Ranger Program
July 17, 2018 - Page 44 of 145
• Ju 1'7 2018 : Pagei 46 of�rlie •1
•
- Re6ior -2 Sup isor; Forest_ and District,offces
Eagle-Holy
Cross
Ranger
District
704,000
ACRES
• Ail 11 2018 - Pagei 47Fo f vllle
�� Region 2 Supervisor::Forest_all
Eagle -Holy
Cross
Ranger
District
704,000
ACRES
MPGROUNDS
Burns
Glenwood
Springs
July 17, 2018 Pag 48, ofville
Rain 2 iipe"r..isbr. Forest_'and District o
Eagle-Holy
Cross
Ranger
District
704,000
ACRES
=-- DISPERSED
CAMPING
July 17, 2018 Page 49 clf9StSiville
Eagle -Holy
Cross
Ranger
District
704,000
ACRES
FRONT
-.- COUNTRY
TRAILHEADS
Front Country
Recreational Options
• 67 DEVELOPED CAMPSITES
• 500+ DISPERSED CAMPSITES
• 30 FRONT COUNTRY TRAILHEADS
Total Staff
STEVE
CAMPFIRES DURING
FIRE RESTRICTIONS
2008 Front Country Recreation Program
• Full-time Law Enforcement Officer
• Two full-time recreation field supervisors
• Four seasonal staff
• Associated supplies and vehicles
2018 Front Country Recreation Program
One seasonal staff
• Associated supplies and vehicle €TOOO
VISITATION HASN'T SLOWED DOWN!
$75,000 $95,000 $149,000
1 permanent supervisory employee
2 seasonal employees
3rd seasonal employee
4th seasonal employee
Developed Campground Support
Dispersed Camping Coverage
(Limited)
Trailhead Support
(Limited) N' (Limited)
Support Volunteer Projects
(Limited)
Wildlife Closure Enforcement
Fire Restriction Enforcement
(Limited)
(Limited)
(Limited)
(Limited)
Visitor Education
July 17, 2018 - Page 53 of 145
CAMPFIRES DURING
FIRE RESTRICTIONS
CREASED Pi
REDUCED RISK QF
ESCAPED FIRES
BOOTH LAK.
MANAGEMEND 9LAN
TRANSIENT CAMP
ILLEGAL MOTORIZED USE
TOWN Of 9
VAIL TOWN COUNCIL AGENDA MEMO
ITEM/TOPIC: Review Scorecards for 2019 CSE Event Funding Process
PRESENTER(S): Barry Davis, Chairman, Commission on Special Events
ACTION REQUESTED OF COUNCIL: No action requested.
BACKGROUND: The CSE refined portions of the scoring criteria for both 2019 RFP cycle
scorecards. Purpose of discussion is to review updated scorecards with council.
ATTACHMENTS:
Description
CSE 2019 Scorecards
July 17, 2018 - Page 56 of 145
TOWN OF VAIL'
Memorandum
To: Vail Town Council
From: Commission on Special Events
Date: July 11, 2018
Subject: Commission on Special Events (CSE) Scorecard updates for
Cultural/Recreational/Community (CRC) and Education/Enrichment (EE)
categories
Action Requested: Informational only. No formal action required.
Background:
Over the last 5 years, the special events funding criteria scorecard has proven very
effective for the annual Commission on Special Events event funding process. It
provides guidelines for the CSE to evaluate events and programs on strategy and key
metrics. It also offers event producers direction on how to build a successful event while
supporting the Vail brand and exceeding expectations of both guests and citizens.
• Cultural, Recreational and Community Events are measured primarily by how
well they will drive destination overnight visitation.
• Education and Enrichment Programs are evaluated by how they contribute to
leadership skills, health & wellness, intellectual dialogue and education.
For the 2019 RFP cycle, the CSE determined that some additions and edits would
optimize the scoring standards. After the work session with the Town Council on April 3,
the CSE recognized the need for closer alignment to the Town Council mission and
vision to provide citizens and guests with "an abundance of recreational, cultural and
educational opportunities" and continue to drive increased economic impact and net
promoter score results.
July 17, 2018 - Page 57 of 145
2019 CSE Event Funding Scorecard Updates
July 17, 2018 - Lan40 F VAIL
Updated 2019 Event Funding Scorecards
fa WN IIF YAIi:
111..1 Cm"la
SCORECARD:
EDUCATIONAL AND ENRICHMENT EVENTS
2019 RFP Process
Rev: 06.118/2018
Maximum Score
100
Town of Vail 1 CSE 1 7/11/2018
1111.1,4 ii
SCORECARD:
RECREATIONAL, CULTURAL & COMMUNITY EVENTS
2019 RFP Process
Criteria
Paints
Rating
Brand Fit
Supports the mission and vision of the Vail Town
Council
0-15
Supports the Vail Brand
0-5
Potential to achieve one or
rnore of the
following
Enhance Leadership Skills: locally, nationally,
internationally
0-25
Fostera health and wellness reputation for Vail
Provide opportunities for intellectual dialogues
Deliver an educational component
Timing
Optimize calendar
0-5
Demographic Fit
Attracts target markets for visitors and community
members
0-5
Community Enrichment
What is the community involvement opportunity
and/or lasting community benefit?
0-10
Growth Potential
Continues to evolve by delivering fresh content,
enhanced experiences
0-14
Achieve recognition and drives participation
Marketing Strength
Extent and quality of promotional and marketing
mach"
0-15
Leverage media exposure and attract donor and
sponsorship support
Producer Qualifications
Proven quality, knowledge and resources to sustain
and grow the event
0-10
Rev: 06.118/2018
Maximum Score
100
Town of Vail 1 CSE 1 7/11/2018
1111.1,4 ii
SCORECARD:
RECREATIONAL, CULTURAL & COMMUNITY EVENTS
2019 RFP Process
Rev: 06126(201 8
Maximum Score
100
July 17, 2018 - Page 59 of 145
Criteria
Points
Rating
Brand Fit
Supports the mission and vision of the Vail Town Council
0-10
Supports the Vail brand
0-5
Potential to Increase Room
Nights and Revenues
From guests outside Colorado
0-10
From guests within Colorado, focus on Front Range
0-10
From international guests
0-5
Increase sales tax tevenue
0-10
Timing
Optimize calendar
0-5
Demographic Fit
Attracts target markets for visitors and community
members
0-5
Cornrntnity Enrichment
What is the community involvement opportunity and/or
lasting community benefit?
0-5
Growth Potential
Continues to evolve by delivering fresh content, enhanced
experiences
0-10
Promotes an atmosphere of vitality, fun and celebration
Marketing Strength
Extent and quality of promotional and marketing "reach"
0-15
Potential to leverage media exposure and attract
sponsorship support
Producer qualifications
Proven quality, knowledge and resources to sustain and
grow the event
0-10
Rev: 06126(201 8
Maximum Score
100
July 17, 2018 - Page 59 of 145
Changes to Education & Enrichment Scorecard
• Added Vail Town Council mission & vision to "Brand Fit" section
• Changed "Foster a health and well being reputation for Vail" to
"Foster a health and wellness reputation for Vail.
• Re -worked language for "Demographic Fit" section to include both
visitors and community.
• Removed "national/global" from the "Growth Potential" section
• Adjusted language in "Marketing Strength" section by adding
"donor" in addition to sponsorship
TOWN OF VAIL'
Town of Vail 1 CSE 1 7/11/2018 July 17, 2018 - Page 60 of 145
Changes to Cultural, Recreation & Community
• Added Vail Town Council mission & vision to "Brand Fit" section
• Clarified the language under "Potential to Increase Room Nights and Revenues"
to specific targets.
• Removal of Group Business criteria, the CSE discussed the challenge for event
producers outside of sporting events to drive group business. In addition the
group business recruitment is run through the Vail Valley Partnership.
• Increased the point weight for the "From guests within Colorado, focus on Front
Range" criteria as it is a focus for the VLMDAC
• Re -worked language for "Demographic Fit" section to include both visitors and
community.
• Adjusted language in "Marketing Strength" section to clarify the
opportunity for media exposure and sponsorship support.
TOWN OF VAIL'
Town of Vail 1 CSE 1 7/11/2018 July 17, 2018 - Page 61 of 145
TOWN Of 9
VAIL TOWN COUNCIL AGENDA MEMO
ITEM/TOPIC: Town of Vail Compensation Study
PRESENTER(S): Dr. Robert Greene, Pontifex Consulting Group and Krista Miller, Human
Resources/Risk Director
ACTION REQUESTED OF COUNCIL: The Town Council is asked to provide input on a
compensation philosophy informed by the current conditions and the presentation of the
compensation study. This will provide the information needed to assess final recommendations on
salary ranges and provide an analysis of any fiscal impacts for the upcoming budget discussion.
BACKGROUND: The Town Council authorized an independent review of the town's
compensation plan for 2018, and Pontifex Consulting Group, LLC was selected following an RFP
earlier this year. Dr. Bob Greene, Pontifex Consulting Group, will present the compensation study
report.
ATTACHMENTS:
Description
Memo Comp Survey Summary
Comp Study Report Pontifex
Vail Board Briefing
July 17, 2018 - Page 62 of 145
TOWN OFVAILA
Memorandum
TO: Vail Town Council
FROM: Human Resources/Risk Management Department
DATE: July 17, 2018
SUBJECT: Compensation Survey Report and Next Steps
I. SUMMARY
Attached is the formal report from Pontifex Consulting Group LLC on the town's
Compensation Study. The purpose of today's discussion is to present Pontifex's report on the
town's current pay range structure as compared to the competing markets. Staff is
requesting Council's feedback on overall compensation philosophy in preparation for the next
step of analyzing the costs and benefits of compensation plan options.
II. BACKGROUND
As part of the 2018 budget, Town Council authorized an independent comprehensive review
of the Town's compensation plan. On February 14, the Town issued an RFP for
Compensation Consulting Services. A Council and staff sub -committee reviewed the
proposals, conducted interviews and selected Pontifex Consulting Group, LLC to conduct the
Compensation Study and related services. In April, Pontifex provided Council with a
presentation outlining the project overview and next steps. Dr. Bob Greene of Pontifex will
present the report from the study which is attached.
III. HISTORY
Records on the town's compensation philosophy dating back to the late 1980's and early
1990's state the philosophy was to "set prevailing rates at or above the 75th percentile for
comparable benchmark positions."
In the mid -1990's this philosophy was updated by Council to include:
• Be the competitive payer in our chosen markets
• Establish pay ranges based on those markets
• Compensate employees based on performance
• Position jobs in range based on an internal equity system.
In 2001, a slight change was made to "Be a competitive payer in our chosen markets".
With several economic downturns resulting in more conservative financial stewardship, the
"competitive payer" reality has reduced from the town being a 60th percentile payer in the
early 2000's to being "at market" (approximate 50th percentile) now.
July 17, 2018 - Page 63 of 145
IV. DISCUSSION
The report from Pontifex Consulting generally shows about 1/3 of positions with pay ranges
"at market", about 1/3 slightly or moderately "above market" and 1/3 slightly or moderately
"below market". The overall summary is that recent pay ranges for the town are "at market"
(page 32). Some of the above and below market range differences will be due to legitimate
organizational differences in scope, services, organization priorities or other reasons, and a
revised classification structure from Pontifex will help streamline these situations. Actual
incumbent pay for employees is not included in this report and will be analyzed as a
part of the implementation plan.
The competitive benefit analysis is provided on pages 33 and 34 of the report. As shown, the
benefits overall are competitive or at market. Of note, the town's holidays are included in the
vacation accrual for employees. Retirement benefits show "at market" to "slightly above
market" when considering the additional 6.2% paid into social security by most comparison
employers. And finally, the medical plan comparisons are appropriate to compare at the local
level as noted. Human resources recommends continuing the strategy of balancing the
member share and the employer share while considering the local market comparisons which
will be reviewed with the 2019 budget discussions.
The town's current workforce trends provide a compelling reason to review our 20 year old
compensation philosophy and to assist the town in sustaining our largest asset — our Human
Capital. These trends include increasing turnover rates in our full-time and seasonal
positions — most notably the high turnover in the first several years of employment. The town
is also challenged in filling some vacancies, especially with reduction in application numbers
for key positions over the last couple of years — mainly technical and professional roles.
In addition to rising numbers of retirements, the town is experiencing two notable trends in
employee attrition:
• Newer employees who lack long-term housing are leaving employment with the town
for employment in markets in which long-term housing is more achievable.
• Established employees (with long-term housing down -valley) are leaving employment
with the Town for positions down -valley. The internal assessment is that the workforce
opportunities have grown regionally and the compensation difference is less
substantial than historically. With more employees living farther away from Vail, we
expect this trend may continue.
Together these result in a high attrition rate which impacts both front-line customer service
and the ability to provide essential services. Turnover rates are increasing: 8% in 2016,
12.5% in 2017, and projected 16% in 2018 if trends continue.
While many internal initiatives are underway to ensure we are working to be an "employer of
choice", our compensation philosophy should match the Council Action Plan goals and
priorities. Since employee retention and satisfaction is more than just compensation, the
leadership team and Human Resources are working on initiatives to continue be a Great
Place to Work including: meaningful innovation opportunities, leadership and professional
development initiatives, improved communication strategies, cross departmental initiatives,
and actions towards modernizing our workforce.
- 2
July 17, 2018 - Page 64 of 145
V. REQUEST OF COUNCIL
The Town Council is asked to provide input on a compensation philosophy that is informed by
current conditions and the compensation study. This will provide the consultants the
information needed to assess final recommendations on salary ranges and provide an
analysis of any fiscal impacts for the upcoming budget discussion. Human Resources
recommends maintaining a job evaluation/internal equity system (described on page 41 of
the attached report) and market based structure for pay ranges, which Pontifex will finalize as
a part of their services.
Questions for Council to consider in evaluating the town's Compensation philosophy:
1. Does Council support using compensation as a tool to attract, retain, and motivate
employees - in addition to compensation that enables employees to meet basic needs
to live in the community?
2. Does Council continue to support being an employer of choice? If so, how does
Council describe compensation strategies for an employer of choice?
3. What is Council's desired market position of compensation ranges relative to the
comparison markets?
a. Lead the market: i.e. set pay ranges % above market average
Will this posture result in a higher quality workforce and is the cost justifiable?
b. Match the market: i.e. set pay ranges at market average.
Will this posture put us on a level playing field with our competitors for talent?
c. Lag the market: i.e. set pay ranges % below market average.
Will this posture result in increased difficulty in attracting the quality workforce
we need?
Feedback to Lead, Match, or Lag the market is not final at this stage, it will guide
Pontifex in developing a recommended compensation plan. Council will have the
opportunity to review the potential fiscal impacts and implementation timeframes as
a part of the 2019 budget process.
4. Does Council support a pay program that rewards performance, skill/competencies,
and career development?
VI. NEXT STEPS
The feedback from Town Council will be used in drafting a compensation philosophy
statement and creation of the fiscal impacts of recommended implementation options for the
compensation plan.
Staff will return to Council as a part of the budget process to review the draft philosophy
statement, present the fiscal analysis of the recommendations and the implementation
options.
It is important that our compensation plan as developed be responsive to future market
conditions and thus may be adjusted as needed. The actual pay and range implementation
will continue be reviewed annually and may be updated at any time as the town's priorities
and ability -to -pay may change.
-3
July 17, 2018 - Page 65 of 145
Compensation Study
Town of Vail
Final Report
July 2018
Pontifex Consulting Group LLC
PONTIFEX
CONSULTING GROITP, LLC
July 17, 2018 - Page 66 of 145
TABLE OF CONTENTS
Introduction
11. Human Capital Issues and Compensation Philosophy
111. Classification Study
IV. Compensation & Benefits Analysis
V. Summary and Recommendations
Appendix A — Labor Market Comparators
Page 2
Page
3
4
9
13
35
42
401
July 17, 2018 - Page 67 of 145
Introduction
What was the Pontifex Consulting Group (PCG) asked to do?
The objectives of the study were to:
• Validate the compensation philosophy and its alignment to the Town of Vail's (Town) strategy and direction.
• Review job content information for all Town jobs.
• Examine current compensation programs and structures for Town jobs.
• Analyze current competitive labor market compensation and benefits practices.
• Provide recommendations for classification structures (internal equity).
• Provide recommendations for compensation structures (labor market equity).
• Provide recommendations for maintenance of classification and compensation systems.
• Prepare a written report of our findings and comparisons.
This report covers all of these objectives.
Page
3
1
July 17, 2018 - Page 68 of 145
II. Human Capital Issues and Compensation Philosophy
Page 4
PON TI F EX
July 17, 2018 - Page 69 of 145
Human Capital Issues
For the Town to achieve its mission of providing service to the public requires the attraction and retention of key talent to fill staff
jobs. These are jobs that have a significant depth in customer service, technical and professional competencies, while at the same
time possessing advanced skills in project coordination and team -building. These unique skills are essential for staff to be
successful at carrying -out the Town's mission in an effective and efficient manner.
Historically, the Town's Compensation Policy states its objectives as:
Page
• Be a competitive payer in our chosen markets
• Establish pay ranges based on those markets
• Compensate employees based on performance
• Position jobs in range based on the Town's internal equity point factor committee process
5
July 17, 2018 - Page 70 of 145
Compensation Strategy
PCG would recommend that the Town consider the following when constructing a revised compensation philosophy/strategy:
Council Action Plan
"To be the PREMIER international mountain resort community" with the following workforce focus areas:
• "Enhance municipal services to provide excellent services that meet the Vail standard"
• "Be a leader in exceptional & professional workforce"
• "Develop practices to bolster employee retention, productivity and overall engagement"
Great Place to Work Survey
• 92% Feel good about the ways we contribute to the community. (Highest rating)
• 91% Feel proud to tell others "I work here".
• 53% Believe people here are paid fairly for the work they do. (Lowest rating)
• 57% Feel that management genuinely seeks and responds to suggestions and ideas.
• Four Focus areas from survey = Communication & Feedback, Compensation Survey, Modern Work/Life Practices,
Celebrating our Culture
Current Workforce Trends
• Significant turnover increases YTD
• Employees living further away than 10 years ago
• Seasonal return rate reduced from 66% to 22%
Page 6
401
July 17, 2018 - Page 71 of 145
Compensation Strategy
The Town currently compensates its staff in accordance with a classification and compensation system that was last updated in
2002. The system is internally focused with rules that are oriented towards the composition of a significantly changed workforce
and competitive labor market. Responsibilities in serving the public are evolving and thus the Town's workforce will need to adapt
to meet those needs.
The compensation of an organization's staff normally follows an established compensation philosophy and strategy. Such
strategic documents are critical towards alignment of the organization's largest budgetary expenditure towards organizational
needs and fiscal resources, while providing predictability and stability in budgeting and staffing.
A survey of 2,025 organizations across the United States shows that a majority of respondents have a stated compensation
strategy of paying at or above the labor market rate for their jobs:
Employee Group
Pay Below
Market Rate
1 Pay Equal to
Market Rate
Pay Above
Market Rate
Other Percentile
or No Strategy
Hourly Employees
1.7%
85.o%
5.5%
8.8%
Salaried Employees
2.3%
86.5%
7.1%
4.1%
Management/Executive Employees
1.7%
76.5%
9.7%
11.17.
SOURCE: World -at -Work (American Compensation Association) 2017/2018 Salary Budget Survey.
It will be the responsibility of the Town Council and Management to determine/develop a competitive compensation philosophy
that can then be used to develop a competitive compensation structure.
Page
7
PON TIFEX
July 17, 2018 - Page 72 of 145
Compensation Strategy
The "Employer Costs for Employee Compensation" survey is produced by the Bureau of Labor Statistics of the U.S. Department
of Labor to show what employer's average hourly costs are for compensation and its components. Listed below are comparative
figures for wages (no benefits data included) between 2009 and 2017:
Private Sector Employers
Cost Compensatio
Cost Compensation
Increase
$30.54
2009
2017
$32.54
All Private Employers
$19.41
$23.35
+20.3%
- Management/Professionals
$32.16
$4o.92
+27.2%
- Office & Administrative Support
$15.65
$17.81
+13.8%
- Service Occupations
$10.32
$11.91
+15.4%
State & Government Employers Cost Compensation Cost Compensation
Zoog 2017
% Increase
All State & Local Government Employers
$26.11
$30.54
+17.o%
- Management/Professionals
$32.54
$38.o3
+16.9%
- Office & Administrative Support
$17.o2
$19.57
+15.0%
- Service Occupations
$17.72
$2o.61
+16.3%
The most significant differences between public and private sector organizations is that the increase in the compensation levels
for managerial/professional jobs in the private sector (27.2%) was considerably larger than the increase for the public sector
(16.9%). Much of the escalation in the private sector has been for technical professionals. This has been caused by a supply that
has not met the demand. In the U.S. the supply of STEM (Scientific, Technical, Engineering and Mathematics) graduates has been
too small and continuing visa restrictions has limited the number of foreign professionals that can be recruited.
Page
8
PON TIFEX
July 17, 2018 - Page 73 of 145
Compensation Strategy
The following chart shows the percentage changes in the Consumer Price Index for Urban Consumers (CPI -U) for the Western
United States and the Employment Cost Index (ECI) for private and public sector employers wages and salaries between 2010 and
2017 as reported by the Bureau of Labor Statistics of the U.S. Department of Labor:
Page
9
Year
CPI -1/
Western
USA
T ECI
Public
Sec
ECI
2010
1.3%
1.2%
1.8%
2011
2.7%
1.0%
1.6%
2012
1.7%
1.1%
1.7%
2013
1.8%
1.1%
2.1%
2014
1.3%
1.6%
2.2%
2015
1.8%
1.8%
2.1%
2016
2.5%
2.1%
2.3%
2017
3.1%
2.1%
2.8%
Total
16.2%
12.o%
16.6%
Average 2010-2017
2.0%
1.5%
2.1%
3.5%
3.0%
2.5%
2.0%
1.5%
1.0%
0.5%
0.0%
2010 2011 2012 2013 2014 2015 2016 2017
- CPIU Western USA
- ECI-Public
ECI Private
PON TIFEX
July 17, 2018 - Page 74 of 145
III. Classification Study
•0
July 17, 2018 - Page 75 of 145
Classification Study
Methodology
Pontifex Consulting Group (PCG), met with Town management staff to discuss the project work plan, deliverables, and the Town's
issues/concerns with their classification and compensation programs. PCG also conducted an information session with Town staff
and Town Council.
The Town supplied PCG with organization charts, compensation program information and current job descriptions. The
documentation provided critical information that described:
• Duties and Responsibilities;
• Knowledge and Skills required to perform those responsibilities and duties;
• Education and/or Experience levels required to perform duties and responsibilities;
• Supervisory responsibilities;
• Scope of Decision-making;
• Delegation of Authority;
• Physical Demands; and,
• Environmental and Working Conditions.
Page
11
July 17, 2018 - Page 76 of 145
Classification Study
Methodology (continued)
PCG reviewed the job descriptions and performed any necessary follow-up questions or clarifications with Town Human
Resources staff by phone and email.
PCG will develop a recommendation for new classification structures that combine jobs of similar levels of duties, responsibilities,
knowledge, skills, education and experience. This new structure will also create appropriate career ladders and job families in
accordance with the existing mix of jobs, the mission and strategy of the Town.
The Town will review the recommendations, provide revisions, and a final structure will be presented to PCG. PCG will then create
compensation recommendations based upon the Town's compensation philosophy, population of classifications in the structures
and their competitive labor market data.
Page
12
401
July 17, 2018 - Page 77 of 145
IV. Compensation & Benefits Analysis
July 17, 2018 - Page 78 of 145
Competitive Compensation Analysis
Methodology
PCG discussed and received direction to provide a compensation study based upon three (3) labor market comparator groups:
• Administrative Support, Operations and Technical Jobs - Colorado Mountain Region area.
• Professional and Managerial Jobs — Colorado Mountain Region and Denver/Boulder Metropolitan area.
• Emergency Service (Police and Fire) Jobs - Denver/Boulder Metropolitan area.
The compensation analysis was conducted in May of 2018.
For those jobs that are recruited from the overall labor market (public and private), PCG obtained comparable information from
the general labor market (private and public) in the target geographic area. Examples of jobs that are recruited and retained from
the overall market sectors would be occupations in the areas of finance, facilities, maintenance and information technology.
A majority of the Town's jobs only exist in public agencies. Therefore, the public sector is one of the Town's primary competitors
for talent. A list of the comparator agencies can be found in Appendix A.
Overall responsibilities, specific duties and education and experience requirements for Town job classifications were referenced
to provide accurate matching. Jobs were matched based on content, responsibilities, level and qualifications and not on title
alone. For this reason, the titles in the market do not necessarily align with the titles employed by the Town.
Data reflect market pay levels updated to July 1, 2018.
To maintain data integrity, PCG can only utilize data provided to us through our survey process in order to conduct a professional
and objective analysis of the information. Data from public sector agencies was obtained directly from the comparator agencies.
Information for comparable jobs in the private sector was obtained from the Employer's Council 2018 Compensation Survey
Report.
Page
14
401
July 17, 2018 - Page 79 of 145
Competitive Compensation Analysis
Methodology (continued)
In accordance with industry practice, all data are thoroughly reviewed by compensation professionals using proprietary data
diagnostic programs and statistical modeling techniques. Participants are contacted to confirm job matches, resolve omissions,
inconsistencies, or other questionable input, and clarify specific policy questions.
To ensure adherence to Sherman Act Anti -Trust Guidelines (26 Stat. 209 15 USC), survey sources maintain the confidentiality of
each individual organization's data, and any information published is aggregated so that individual organization data cannot be
identified.
Survey data provide critical competitive salary information; however, compensation of individual positions may differ from the
target labor market for many reasons, including stage of organizational growth, organizational performance and the
qualifications, specific responsibilities and performance of the individual position incumbents.
Since the Town is a unique organization, a comparison with other similar organizations and similar positions needs to be viewed
as a reference point. It would be an error to directly adopt the compensation levels of other organizations without carefully
analyzing the factors that make the Town unique, and which make each job valuable to the Town.
For example, there is a legitimate organizational reason for paying some Town jobs more or Tess than market due to the difference
in scope, services, organizational priorities, and population with services provided by other agencies.
Page
15
July 17, 2018 - Page 80 of 145
Competitive Compensation Analysis
Salary Range Minimum Rate
The minimum salary range rate represents the minimum rate of pay that an employer will pay for a job/skill set. This is usually
understood to be where the organization would set the pay rate for an incumbent who has the minimal level of education and
experience required for a job (attraction rate).
The charts on pages 16-19 show the overall comparison of the competitive labor market minimum salary range averages and the
Town's salary range minimum rates.
Page 16
Po NTi FFX
July 17, 2018 - Page 81 of 145
Competitive Compensation Analysis
Salary Range Minimum Rates
Job Title
Town
Minimum
Salary Range Rate
Market Average
Minimum
Salary Range Rate
$68,236
Town as a Percentage of
Market Average Rate
+8.6%
Accounting Manager
$74,099
Accounting Technician
$42,494
$39,693
+7.1%
Administrative Technician/Assistant
$42,494
$32,378
+31.2%
Administrative & Custodial Coordinator
$46,134
$40,710
+13.3%
Building Inspector
$54,691
$49,258
+11.o%
Building Maintenance Specialist
$50,190
$51,043
-1.7%
Bus Driver
$46,134
$39,277
+17.5%
Bus Supervisor
$61,956
$53,o63
+16.8%
Carpenter
$50,190
$42,890
+17.0%
Chief Building Official
$79,389
$$1,859
-3.0%
Circulation Associate II
$38,584
$31,574
+22.2%
Circulation Associate III
$42,494
$42,598
-0.2%
Civil Engineer!
$56,296
$59,194
-4.9%
Civil Engineer II
$61,956
$64,68o
-4.2%
Civil Engineer III
$67,946
$74,196
-8.4%
Code Enforcement Officer
$49,150
$45,611
+7.8%
Communications Director
$106,826
$92,026
+16.1%
Communications Center Director
$79,389
$84,371
-5.9%
Communications Center Supervisor
$56,9o9
$61,38o
-7.3%
Community Development Director
$106,826
$107,754
-0.9%
Construction Coordinator
$61,956
$49,284
+25.7%
Court Administrator
$61,956
$60,027
+3.2%
Page 1 17
PO NT T F EX
July 17, 2018 - Page 82 of 145
Competitive Compensation Analysis
Salary Range Minimum Rates
Job Title
Town
Minimum
Salary Range Rate
Market Average
Minimum
Salary Range Rate
$64,128
Town as a Percentage of
Market Average Rate
-14.4%
Crew Leader
$54,891
Custodian
$38,584
$27,539
+40.1%
Departmental Administrative Asst - Planning
$42,494
$43,856
-3.1%
Deputy Town Clerk
$50,190
$43,764
+14.7%
Dispatcher
$49,150
$43,641
+12.6%
Economic Development Director
$86,153
$95,8o9
-1o.1%
Electrician
$50,190
$47,965
+4.6%
Facilities Maintenance Manager
$74,099
$67,549
+9.7%
Finance Director
$1o6,826
$1o9,370
-2.3%
Fire Battalion Captain
$79,614
$97,025
-17.9%
Fire Chief
$1o6,826
$119,874
-10.9%
Fire Engineer
$66,190
$68,211
-3.0%
Fire Lieutenant
$72,538
$85,844
-15.5%
Firefighter
$58,531
$54,858
+6.7%
Fleet Operations Manager
$79,389
$77,679
+2.2%
Fleet Purchasing Specialist
$50,190
$49,748
+0.9%
Fleet Supervisor
$61,956
$58,o79
+6.7%
Graphics Design & Communications Spec
$61,956
$48,261
+28.4%
Heavy Equipment Operator I
$46,134
$42,080
+9.6%
Heavy Equipment Operator II
$50,190
$44,634
+12.4%
Human Resources Assistant
$42,494
$38,716
+9.8%
Human Resources Director
$1o6,826
$114,227
-6.5%
Human Resources Generalist I
$56,296
$48,748
+15.5%
Human Resources Generalist II
$61,956
$58,984
+5.0%
Irrigation Technician
$46,134
$40,033
+15.2%
Page 1 18
PO NTT FEX
July 17, 2018 - Page 83 of 145
Competitive Compensation Analysis
Salary Range Minimum Rates
Job Title
Town
Minimum
Salary Range Rate
Market Average
Minimum
Salary Range Rate
$108,142
Town as a Percentage of
Market Average Rate
1.2%
IT Director
$106,826
Landscape Architect
$56,296
$64,597
-12.9%
Landscaper Supervisor
$50,190
$50,843
-1.3%
Librarian III
$67,946
$54,579
+24.5%
Library Associate III
$46,134
$40,710
+13.3%
Maintenance Supervisor
$54,891
$58,311
-5.9%
Maintenance Worker II
$38,584
$37,025
+4.2%
Master Electrician
$54,891
$62,421
-12.1%
Mechanic
$50,190
$50,523
-0.7%
Office Manager
$61,956
$48,079
+28.9%
Peace Officer
$64,106
$58,450
+9.7%
Planner I
$56,296
$48,336
+16.5%
Planner II
$61,956
$54,646
+13.4%
Planning Manager
$86,153
$82,436
+4.5%
Police Chief
$106,826
$116,577
-8.4%
Police Commander
$86,153
$107,545
-19.9%
Police Records Specialist
$42,494
$37,758
+12.5%
Police Records Manager
$61,956
$60,726
+2.o%
Police Sergeant
$75,587
$88,845
-14.9
Programs Associate II
$42,494
$42,598
-0.2%
Public Works Director
$106,826
$109,421
-2.4%
Sales Tax Administrator
$61,956
$52,025
+19.1%
Senior Building Inspector
$59,613
$57,411
+3.8%
Senior Planner
$67,946
$66,586
+2.o%
Special Events Coordinator
$56,296
$57,922
-2.8%
Page 1 19
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July 17, 2018 - Page 84 of 145
Competitive Compensation Analysis
Salary Range Minimum Rates
Job Title
Streets Superintendent
Town
Minimum
Salary Range Rate
Market Average
Minimum
Salary Range Rate
$77,031
Town as a Percentage of
Market Average Rate
_
$79,389
+3.1%
Systems Administrator I
$56,296
$53,311
+5.6%
Systems Administrator II
$61,956
$63,410
-2.3%
Systems Administrator III
$67,946
$76,214
-1o.8%
Systems & Evidence Technician
$50,190
$51,337
-2.2%
Town Clerk
$79,389
$84,581
-6.1%
Town Engineer
$86,153
$96,846
-11.o%
Town Librarian
$74,099
$88,165
-16.o%
Welcome Center Associate
$38,584
$35,968
+7.3%
Welder
$50,190
$44,8o3
+12.o%
Page120
PO NTT FEX
July 17, 2018 - Page 85 of 145
Competitive Compensation Analysis
Salary Range Midpoint Rate
The midpoint of the salary range represents the midpoint of the range of pay that an employer will pay for a job/skill set. This is
usually understood to be where the organization would set the pay rate for an incumbent who has a journey -level education and
experience. From an experience level this is generally understood to be 6-8 years in the position.
The charts on pages 21-24 show the overall comparison of the competitive labor market midpoint salary range averages and the
Town's salary range midpoint rates.
Page
21
I
July 17, 2018 - Page 86 of 145
Competitive Compensation Analysis
Salary Range Midpoint Rates
Job Title
Town
Midpoint
Salary Range Rate
Market Average
Midpoint
Salary Range Rate
$81,150
Town as a Percentage of
Market Average Rate
Accounting Manager
$89,293
+10.o%
Accounting Technician
$49,577
$48,904
+1.4%
Administrative Technician/Assistant
$49,577
$40,179
+23.4%
Administrative & Custodial Coordinator
$54,288
$49,558
+9.5%
Building Inspector
$65,614
$60,244
+8.9%
Building Maintenance Specialist
$59,977
$64,293
-6.7%
Bus Driver
$54,288
$46,252
+17.4%
Bus Supervisor
$74,342
$65,o59
+14.3%
Carpenter
$59,977
$52,572
+14.1%
Chief Building Official
$96,122
$100,774
-4.6%
Circulation Associate II
$44,356
$38,574
+15.0%
Circulation Associate III
$49,577
$51,792
-4.3%
Civil Engineer I
$66,975
$72,227
-7.3%
Civil Engineer II
$74,342
$79,064
-6.o%
Civil Engineer III
$81,863
$88,178
-7.2%
Code Enforcement Officer
$55,276
$55,875
-1.1%
Communications Director
$129,1oo
$117,378
+10.o%
Communications Center Director
$96,122
$101,377
-5.2%
Communications Center Supervisor
$64,1o6
$71,63o
-10.5%
Community Development Director
$129,1o9
$136,298
-5.3%
Construction Coordinator
$74,342
$59,903
+24.1%
Court Administrator
$74,342
$73,590
+1.0%
Page122
PO NTT FEX
July 17, 2018 - Page 87 of 145
Competitive Compensation Analysis
Salary Range Midpoint Rates
Job Title
Town
Midpoint
Salary Range Rate
Market Average
Midpoint
Salary Range Rate
$79,776
Town as a Percentage of
Market Average Rate
-17.8%
Crew Leader
$65,614
Custodian
$44,356
$33,o82
+34.1%
Departmental Administrative Asst - Planning
$49,577
$52,988
-6.4%
Deputy Town Clerk
$59,977
$52,496
+14.3%
Dispatcher
$55,276
$52,377
+5.5%
Economic Development Director
$1o3,965
$117,189
-11.3%
Electrician
$59,977
$59,998
o.o%
Facilities Maintenance Manager
$89,290
$83,906
+6.4%
Finance Director
$129,1o9
$136,591
-5.5%
Fire Battalion Captain
$91,864
$113,849
-19.3%
Fire Chief
$129,1o9
$148,947
-13.3%
Fire Engineer
$74,474
$77,559
-4.0%
Fire Lieutenant
$81,696
$98,390
-17.o%
Firefighter
$65,942
$65,3o3
+1.o%
Fleet Operations Manager
$96,122
$95,475
+0.7%
Fleet Purchasing Specialist
$59,977
$56,060
+7.o%
Fleet Supervisor
$74,342
$70,869
+4.9%
Graphics Design & Communications Spec
$74,342
$59,988
+23.9%
Heavy Equipment Operator I
$54,288
$50,367
+7.8%
Heavy Equipment Operator II
$59,977
$53,653
+11.8%
Human Resources Assistant
$49,577
$47,460
+4.5%
Human Resources Director
$129,1o9
$141,965
-9.1%
Human Resources Generalist I
$66,975
$6o,333
+11.0%
Human Resources Generalist II
$74,342
$74,262
+0.1%
Irrigation Technician
$54,288
$47,819
+13.5%
Page 123
PO NTI F EX
July 17, 2018 - Page 88 of 145
Competitive Compensation Analysis
Salary Range Midpoint Rates
Job Title
Town
Midpoint
Salary Range Rate
Market Average
Midpoint
Salary Range Rate
$135,702
Town as a Percentage of
Market Average Rate
-4.9%
IT Director
$129,109
Landscape Architect
$66,975
$77,519
-13.6%
Landscaper Supervisor
$59,977
$60,690
-1.2%
Librarian III
$81,863
$65,166
+25.6%
Library Associate III
$54,288
$49,558
+9.5%
Maintenance Supervisor
$65,614
$73,570
-10.8%
Maintenance Worker II
$44,356
$44,884
-1.2%
Master Electrician
$65,614
$75,327
-12.9%
Mechanic
$59,977
$60,039
-0.1%
Office Manager
$74,342
$59,76o
+24.4%
Peace Officer
$72,2o7
$69,585
+3.8%
Planner I
$66,975
$59,213
+13.1%
Planner II
$74,342
$68,141
+9.1%
Planning Manager
$103,965
$1o2,827
+1.1%
Police Chief
$129,1o9
$147,091
-12.2%
Police Commander
$1o3,965
$127,222
-18.3%
Police Records Specialist
$49,577
$45,971
+7.8%
Police Records Manager
$74,342
$74,547
-0.3%
Police Sergeant
$87,o38
$96,437
-9.7%
Programs Associate II
$49,577
$51,792
-4.3%
Public Works Director
$129,1o9
$137,628
-6.2%
Sales Tax Administrator
$74,342
$63,628
+16.8%
Senior Building Inspector
$71,521
$7o,263
+1.8%
Senior Planner
$81,863
$81,388
+0.6%
Special Events Coordinator
$66,975
$69,574
-3.7%
Page124
PO NTT FEX
July 17, 2018 - Page 89 of 145
Competitive Compensation Analysis
Salary Range Midpoint Rates
Job Title
Town
Midpoint
Salary Range Rate
Market Average
Midpoint
Salary Range Rate
$95,374
Town as a Percentage of
Market Average Rate
+0.8%
Streets Superintendent
$96,122
Systems Administrator I
$66,975
$66,715
+0.4%
Systems Administrator II
$74,342
$79,257
-6.2%
Systems Administrator III
$81,863
$95,544
-14.3%
Systems & Evidence Technician
$59,977
$65,488
-8.4%
Town Clerk
$96,122
$105,434
-8.8%
Town Engineer
$103,965
$119,744
-13.2%
Town Librarian
$89,293
$110,410
-19.1%
Welcome Center Associate
$44,356
$42,636
+4.0%
Welder
$59,977
$54,798
+9.5%
Page125
PO NTI F EX
July 17, 2018 - Page 90 of 145
Competitive Compensation Analysis
Salary Range Maximum Rate
The maximum salary range rate represents the maximum rate of pay that an employer will pay for a job/skill set. This is usually
understood to be where the organization would set the pay rate for an incumbent who has an above average level of education
and experience (retention rate).
The charts on pages 26-29 show the overall comparison of the competitive labor market maximum salary range averages and the
Town's salary range maximum rates.
Page
26
401
July 17, 2018 - Page 91 of 145
Competitive Compensation Analysis
Salary Range Maximum Rates
Job Title
Town
Maximum
Salary Range Rate
Market Average
Maximum
Salary Range Rate
$94,o64
Town as a Percentage of
Market Average Rate
+11.1%
Accounting Manager
$104,487
Accounting Technician
$56,659
$58,115
-2.5%
Administrative Technician/Assistant
$56,659
$58,4o5
-3.o%
Administrative & Custodial Coordinator
$62,442
$58,4o5
+6.9%
Building Inspector
$76,336
$71,231
+7.2%
Building Maintenance Specialist
$69,763
$77,542
-10.0%
Bus Driver
$62,442
$53,227
+17.3%
Bus Supervisor
$86,728
$77,o56
+12.6%
Carpenter
$69,763
$62,254
+12.1%
Chief Building Official
$112,854
$119,690
-5.7%
Circulation Associate II
$5o,228
$45,573
+10.2%
Circulation Associate III
$56,659
$6o,986
-7.1%
Civil Engineer I
$77,653
$85,259
-8.9%
Civil Engineer II
$86,728
$93,448
-7.2%
Civil Engineer III
$95,779
$103,240
-7.2%
Code Enforcement Officer
$61,4o2
$66,139
-7.2%
Communications Director
$151,392
$142,729
+6.1%
Communications Center Director
$112,854
$118,384
-4.7%
Communications Center Supervisor
$71,3o2
$81,88o
-12.9%
Community Development Director
$151,392
$164,842
-8.2%
Construction Coordinator
$86,728
$70,522
+23.o%
Court Administrator
$86,728
$87,154
-0.5%
Page127
PO NTI F EX
July 17, 2018 - Page 92 of 145
Competitive Compensation Analysis
Salary Range Maximum Rates
Job Title
Town
Maximum
Salary Range Rate
Market Average
Maximum
Salary Range Rate
$95,423
Town as a Percentage of
Market Average Rate
-20.0%
Crew Leader
$76,336
Custodian
$5o,128
$38,626
+29.8%
Departmental Administrative Asst - Planning
$56,659
$62,12o
-8.8%
Deputy Town Clerk
$69,736
$61,228
+13.9%
Dispatcher
$61,4o2
$61,112
+0.5%
Economic Development Director
$121,777
$138,570
-12.1%
Electrician
$69,763
$72,030
-3.1%
Facilities Maintenance Manager
$1o4,487
$1oo,263
+4.2%
Finance Director
$151,392
$163,812
-7.6%
Fire Battalion Captain
$103,755
$13o,673
-20.6%
Fire Chief
$151,392
$178,020
-15.0%
Fire Engineer
$82,759
$86,906
-4.8%
Fire Lieutenant
$9o,854
$110,956
-18.i%
Firefighter
$73,353
$75,749
-3.2%
Fleet Operations Manager
$112,854
$113,271
-0.4%
Fleet Purchasing Specialist
$69,736
$62,372
+11.8%
Fleet Supervisor
$86,728
$83,659
+3.7%
Graphics Design & Communications Spec
$86,728
$71,715
+20.9%
Heavy Equipment Operator I
$62,442
$58,654
+6.5%
Heavy Equipment Operator II
$69,763
$62,672
+11.3%
Human Resources Assistant
$56,659
$56,203
+0.8%
Human Resources Director
$151,392
$169,702
-10.8%
Human Resources Generalist I
$77,653
$71,917
+8.o%
Human Resources Generalist II
$86,728
$89,539
-3.1%
Irrigation Technician
$62,442
$55,6o4
+12.3%
Page 128
PO NTI F EX
July 17, 2018 - Page 93 of 145
Competitive Compensation Analysis
Salary Range Maximum Rates
Job Title
Town
Maximum
Salary Range Rate
Market Average
Maximum
Salary Range Rate
$163,262
Town as a Percentage of
Market Average Rate
-7.3%
IT Director
$151,392
Landscape Architect
$77,653
$90,441
-14.1%
Landscaper Supervisor
$69,763
$7o,536
-1.1%
Librarian III
$95,779
$75,754
+26.4%
Library Associate III
$62,442
$58,405
+6.9%
Maintenance Supervisor
$76,336
$88,829
-14.1%
Maintenance Worker II
$50,128
$52,744
-5.o%
Master Electrician
$76,336
$88,234
-13.5%
Mechanic
$69,736
$69,555
+0.3%
Office Manager
$86,728
$71,440
+21.4%
Peace Officer
$80,3o9
$80,720
-0.5%
Planner I
$77,653
$70,090
+10.8%
Planner II
$86,728
$81,636
+6.2%
Planning Manager
$121,777
$123,219
-1.2%
Police Chief
$151,392
$177,604
-14.8%
Police Commander
$121,777
$146,898
-17.1%
Police Records Specialist
$56,659
$54,184
+4.6%
Police Records Manager
$86,728
$88,369
-1.9%
Police Sergeant
$98,488
$104,030
-5.3%
Programs Associate II
$56,659
$6o,986
-7.1%
Public Works Director
$151,392
$165,385
-8.5%
Sales Tax Administrator
$86,728
$75,231
+15.3%
Senior Building Inspector
$83,429
$83,834
-0.5%
Senior Planner
$95,779
$96,190
-0.4%
Special Events Coordinator
$77,653
$81,226
-4.4%
Page 129
PO NTI F EX
July 17, 2018 - Page 94 of 145
Competitive Compensation Analysis
Salary Range Maximum Rates
Job Title
Streets Superintendent
Town
Maximum
Salary Range Rate
Market Average
Maximum
Salary Range Rate
$113,717
Town as a Percentage of
Market Average Rate
-0.8%
$112,854
Systems Administrator I
$77,653
$8o,119
-3.1%
Systems Administrator II
$86,728
$95,104
-8.8%
Systems Administrator III
$95,779
$114,873
-16.6%
Systems & Evidence Technician
$69,763
$79,638
-12.4%
Town Clerk
$112,854
$126,288
-1o.6%
Town Engineer
$121,777
$142,653
-14.6%
Town Librarian
$104,487
$132,655
-21.2%
Welcome Center Associate
$5o,128
$49,303
+1.7%
Welder
$69,763
$64,792
+7.7%
Page 1 30
PO NI F EX
July 17, 2018 - Page 95 of 145
Competitive Compensation Analysis
Town in comparison to overall competitive labor market pay range averages.
Town
as a Percent of
Competitive Labor Market Pay Ranges
Minimum Rate
1
Midpoint Rate Maximum Rate
+4.2%
+1.2%
-i.o%
Number of Town jobs at different market differentials:
Page
31
Market Differential
Minimum Pay Range
Rate
Number of Town Jobs
Midpoint Pay Range
Rate
Number of Town Jobs
Maximum Pay Range
Rate
Number of Town Jobs
-5%
16
14
17
-6% to -1 o%
7
14
15
> -10%
12
11
19
+5%
12
14
8
+6%to+1o%
11
13
8
> +10%
25
16
16
PO N7 F EX
July 17, 2018 - Page 96 of 145
Competitive Compensation Analysis
Town in comparison to overall competitive labor market pay range averages.
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
- 1.0%
- 2.0%
Town's Market Position
Minimum
Midpoint
Town as % of Market Labor Market Average Rates
NOTE: Survey data is subject to margin of error from year-to-year and an organization's pay structure is considered within market
if it is within ±5%.
Page
32
PON TIFEX
July 17, 2018 - Page 97 of 145
Competitive Benefits Analysis
Medical Insurance Benefits
Comparisons of medical contribution rates are appropriate at the local level since healthcare markets vary significantly amongst
regional areas due to a variety of supply, regulations and competitive demographics.
Medical Plan Premiums:
The following data is sourced from the 2017 Kaiser/HRET Survey of Employer -Sponsored Health Benefits:
In Colorado:
• Employees with Employee Only coverage pay an average of 23.2 % of the total premium cost for their medical insurance.
• Employees with Employee+i coverage pay an average of 29.4% of the total premium cost for their medical insurance.
• Employees with Family coverage pay an average of 27.6% of the total premium cost for their medical insurance.
Town employees pay:
Page
• 12.5% of the total premium cost for Employee Only coverage
• 19% of the total premium cost for Employee + Spouse coverage
• 17% of the total premium cost for Employee + Child(ren) coverage
• 19% of the total premium cost for Family coverage
33
July 17, 2018 - Page 98 of 145
Competitive Benefits Analysis
Holidays Paid
Town Public Sector Employers
Paid Days per Year Average Paid Days per Year
0
11
Vacation Leave
NYears of Service
Town*
Paid Hours per Year
Public Sector Employers
Average Paid Hours per Year
0-2
3-5
6+
168
96
208
128
248
160
Sick Leave
Town
Paid Hours per Year
Public Sector Employers
Average Paid Hours per Year
96
96
Retirement Benefits - 401(a) Plan
Town**
Contribution
Public Sector Employers
Average Contribution
11.15 -16.15%
6.25%
*Includes paid holidays in accrual rates.
**Town does not contribute towards Social Security program (6.2% employer/6.2% employee contributions).
Page
34
064
PON TI F EX
July 17, 2018 - Page 99 of 145
V. Summary and Recommendations
Page 35
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PO Ni F F X
July 17, 2018 - Page 100 of 145
Compensation Structure
Base Salaries
Overall as an aggregate across all the Town's benchmark jobs, the Town is slightly above the competitive labor market's average
at the minimum rates and then gradually decreases its position until it reaches a position within the average of the competitive
labor market's average maximum salary range rates.
There are individual job variations that can be explained by job classification positioning in the existing pay grade structure. This
will be addressed in the recommendations for a new structure that will be provided to the Town after development of a
competitive compensation philosophy. Those recommendations will ensure that the Town will incorporate external
competitiveness into its internal grading structure.
NOTE: Market data reflects the average minimum and maximum value for comparable skill sets among the Town's labor market
competitors. Setting entry salary, actual incumbent employee pay level and position within the range is determined by a variety
of factors such as years of service, performance and the individual's knowledge, skills and experience.
Part -Time and Seasonal compensation structures will be developed and recommendations made subsequent to the construction
of the full-time structure. The rates for these jobs must be directly linked to a combination of the market AND the rates for full-
time jobs.
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July 17, 2018 - Page 101 of 145
Compensation Structure
Cost -of -Living Differentials
PCG recognizes that there is a difference in Cost -of -Living (COLA) between the different portions of the State of Colorado. Cost
of living is a macro -economic measure and is out of the control of individual organizations. It is influenced by the state of the
economy and by local conditions. During the recent economic downturn housing costs fell precipitously in some cities, due to
supply — demand imbalance. Since housing is a large component of cost of living indices this caused the cost of living to drop
where this occurred. But the cost of labor did not drop proportionately. And some cities have historically high cost of living but
a lower cost of labor, while others have the reverse. The difference between cost of living and cost of labor also varies over time.
This raises the question: which of the two measures are appropriate for administering compensation?
So how is cost of living considered? It will be an issue for people moving across locations when the relative costs differ significantly.
In order to attract and retain talent it is necessary to offer employees what they view to be competitive compensation. The
relative cost of living between where an individual came from/might go to and the location of the job will certainly be considered
by a candidate. If taxation, housing and living costs are 15% higher in one city than in another city but average compensation levels
are similar is it appropriate to set the compensation structure 15% higher? Or at the same level? The answer is to set it at the same
level according to sound compensation management principles.
But what impact will cost of living have when attempting to attract a candidate? If the person is moving from one job to a similar
job in a location with a significantly higher cost of living (s)he will likely be reluctant to move at the same salary, since this might
result in a lower standard of living. If the salary structures for the two organizations are set at the same level a salary adjustment
would result in the person's salary moving higher in the established salary range. Since displacing people who are content where
they are involves both an economic and an emotional impact it may be necessary to provide a salary increase just to offset that.
And things like the relative desirability of the location must be considered as well. If the person moves to a location with a lower
cost of living it is likely that a salary reduction will not be viewed positively. People view their current salary rates as a career
annuity, never to go down.
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37
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July 17, 2018 - Page 102 of 145
Compensation Structure
Cost -of -Living Differentials (continued)
Empirically the national cost of labor has over the last 4o years moved about 40% more than the cost of living, which suggests
overall real wages have gone up. But if an organization falls prey to responding to the higher of the two each year they will ratchet
labor costs to unsustainable levels. During the last decade inflation had dropped virtually to zero for a few years while labor costs
also moved at a historically low rate but more than inflation. Failing to stick with the cost of labor as the basis for administering
salary structures and salary increase budgets each year exposes an organization to having a debate each year about how much
compensation rates should increase. In high inflation years, employees will argue for cost of living adjustments. When inflation
is low and cost of labor is rising more quickly it would be the reverse.
Our recommendation is that the Town should rely on the cost of labor as the basis for administering compensation structures and
subsequent annual adjustment budgets. We do not believe it is appropriate to create individual differentials for your competitors
to then justify a "norming" of data.
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38
401
July 17, 2018 - Page 103 of 145
Compensation Structure
Salary Ranges
PCG would recommend utilizing labor market salary range midpoint rates to construct and benchmark the Town's compensation
ranges. This is based upon:
Page
• Average base salary rates reflect wages currently being paid to an organization's incumbents. It carries a bias in that an
organization could be paying high or low rates due to a variety of factors. Example: With recent downsizing in local
public sector agencies, the higher seniority (higher paid) incumbents remain employed. This drives up the salary rate and
does not reflect the reality of the worth of the job.
• Pay structure rates reflect what value the organization has determined for a particular skill set (job). This provides an
objective and measurable indicator of how other organizations value a job/skill set.
• The midpoint rate reflects pay at the journey -level of a particular job. This is a professionally accepted data point used to
construct a pay range that reflects the breadth of skill sets within a particular job and allows for valid pay range
construction.
• Town staff will be able to obtain the required pay range information more readily in order that they can benchmark and
maintain the system in the future.
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July 17, 2018 - Page 104 of 145
Summary and Recommendations
System Maintenance:
The market positioning of the Town's jobs should be reviewed at a minimum every twenty-four (24) months. This will provide
needed data necessary for use in calculating adjustments to the wage structure based upon labor market movement.
New jobs and reclassifications should be processed using an established, objective the classification system in conjunction with
competitive labor market data. Decisions made consistently in this manner will ensure adherence to the Town's compensation
philosophy and the ability to attract and retain staff.
Page
40
July 17, 2018 - Page 105 of 145
Classification Structure
Job Evaluation System
PCG was tasked with performing a review of the internal classification structure in regard to its effectiveness at measuring internal
equity. The existing structure was developed by another consulting firm and the Town could not provide any documentation as
to how it was developed. Through examination of the structure and slotting of job classifications, it appears that a Point Factor
job evaluation system was utilized.
Point Factor job evaluation is a quantitative form of job content evaluation that uses defined factors and degree levels within each
factor (usually five to seven levels, which are also defined) to determine an internal hierarchy and worth for jobs in an organization.
Each factor is weighted according to its importance (to the organization). Job content descriptions are compared to definitions
of the degree levels and the corresponding points assigned to the appropriate level are then awarded to the job and added for all
factors to determine the total job score. The total scores are used to create a job worth hierarchy that would provide for internal
equity.
PCG will provide the Town with a Point Factor Job Evaluation system and will process all Town jobs through that system to develop
a classification structure that reflects the Town's internal hierarchy and ensures internal equity. This system will allow Town staff
to maintain a consistent and objective examination process in the placement of future new job allocations and reclassification
requests.
The new job evaluation system will also ensure that the Town can adhere to standards established by Federal and State laws in
regard to pay equity.
Public Safety jobs (Police and Fire) are graded on a market based system based on their existing internal hierarchy (rank) structure.
This reflects the unique sensitivity of these jobs to their competitive labor market and the additional pressure to retain talent
based upon those unique occupational traits.
Page
41
July 17, 2018 - Page 106 of 145
Page 42
Appendix A
Labor Market Comparators
401
July 17, 2018 - Page 107 of 145
Labor Market Comparators
Mountain Region
City of Aspen
Eagle County
Pitkin County
Summit County
Town of Avon
Town of Breckenridge
Denver/Boulder Region
City & County of Broomfield
City of Aurora
City of Boulder
City of Englewood
City of Fort Collins
City of Golden
City of Greenwood Village
City of Lakewood
City of Littleton
City of Westminster
Town of Parker
Emergency Services (Police & Fire)
City of Aurora
City of Boulder
City of Fort Collins
City of Greenwood Village
City of Lakewood
City of Littleton
City of Westminster
Page 43
South Metro Fire & Rescue Authority
Mountainview Fire Protection District
West Metro Fire Protection District
PO NTT F FX
July 17, 2018 - Page 108 of 145
Labor Market Comparators
11
Job Title
Labor Market
Accounting Manager
Overall Market (public and private)
Accounting Technician
Overall Market (public and private)
Administrative Technician/Assistant
Overall Market (public and private)
Administrative & Custodial Coordinator
Overall Market (public and private)
Building Inspector
Mountain Region
Building Maintenance Specialist
Overall Market (public and private)
Bus Driver
Mountain Region
Bus Supervisor
Mountain Region
Carpenter
Overall Market (public and private)
Chief Building Official
Denver/Boulder Region
Circulation Associate II
Mountain Region
Circulation Associate III
Mountain Region
Civil Engineer I
Overall Market (public and private)
Civil Engineer 11
Overall Market (public and private)
Civil Engineer III
Overall Market (public and private)
Code Enforcement Officer
Emergency Services
Communications Director
Overall Market (public and private)
Communications Center Director
Emergency Services
Communications Center Supervisor
Emergency Services
Community Development Director
Denver/Boulder Region
Construction Coordinator
Denver/Boulder Region
Court Administrator
Denver/Boulder Region
Crew Leader
Overall Market (public and private)
Custodian
Overall Market (public and private)
Departmental Administrative Asst - Planning
Mountain Re:ion
Deputy Town Clerk
Mountain Region
Dispatcher
Emergency Services
Economic Development Director
Denver/Boulder Region
Page144
Oft
P0N TT P FX
July 17, 2018 - Page 109 of 145
Labor Market Comparators
Job Title
Labor Market
Electrician
Overall Market (public and private)
Facilities Maintenance Manager
Denver/Boulder Region
Finance Director
Overall Market (public and private)
Fire Battalion Captain
Emergency Services
Fire Chief
Emergency Services
Fire Engineer
Emergency Services
Fire Lieutenant
Emergency Services
Firefighter
Emergency Services
Fleet Operations Manager
Denver/Boulder Region
Fleet Purchasing Specialist
Overall Market (public and private)
Fleet Supervisor
Denver/Boulder Region
Graphics Design & Communications Spec
Overall Market (public and private)
Heavy Equipment Operator I
Mountain Region
Heavy Equipment Operator II
Mountain Region
Human Resources Assistant
Overall Market (public and private)
Human Resources Director
Overall Market (public and private)
Human Resources Generalist I
Overall Market (public and private)
Human Resources Generalist II
Overall Market (public and private)
Irrigation Technician
Overall Market (public and private)
IT Director
Overall Market (public and private)
Landscape Architect
Denver/Boulder Region
Landscaper Supervisor
Overall Market (public and private)
Librarian III
Mountain Region
Library Associate III
Mountain Region
Maintenance Supervisor
Overall Market (public and private)
Maintenance Worker II
Mountain Region
Master Electrician
Overall Market (public and private)
Mechanic
Overall Market (public and private)
Page145
PONT 1 FIX
July 17, 2018 - Page 110 of 145
Labor Market Comparators
Job Title
Labor Market
Office Manager
Overall Market (public and private)
Peace Officer
Emergency Services
Planner I
Denver/Boulder Region
Planner II
Denver/Boulder Region
Planning Manager
Denver/Boulder Region
Police Chief
Emergency Services
Police Commander
Emergency Services
Police Records Specialist
Mountain Region
Police Records Manager
Emergency Services
Police Sergeant
Emergency Services
Programs Associate II
Overall Market (public and private)
Public Works Director
Denver/Boulder Region
Sales Tax Administrator
Denver/Boulder Region
Senior Building Inspector
Mountain Region
Senior Planner
Denver/Boulder Region
Special Events Coordinator
Denver/Boulder Region
Streets Superintendent
Denver/Boulder Region
Systems Administrator I
Overall Market (public and private)
Systems Administrator II
Overall Market (public and private)
Systems Administrator III
Overall Market (public and private)
Systems & Evidence Technician
Overall Market (public and private)
Town Clerk
Denver/Boulder Region
Town Engineer
Denver/Boulder Region
Town Librarian
Mountain Region
Welcome Center Associate
Overall Market (public and private)
Welder
Overall Market (public and private)
Page146
PO NT1 FFX
July 17, 2018 - Page 111 of 145
Compensation Study
Council Briefing
July t6, 2018
401k
PONTIFEX
CONSULTING GROUP, LLC
TOWN OFD
July 17, 2018 - Page 112 of 145
+ Study Tasks
■ Analyze job descriptions to identify relevant skill sets
■ Develop appropriate classification structure recommendations
■ Collect & analyze market data (compensation and benefits)
■ Develop new salary structure(s) recommendations
■ Recommendations on employee benefits program offerings
July 17, 2018 - Page 113 of 14
2
5
1
PO r4 TIPEX
Classification Analysis
■ Each job description was thoroughly reviewed to
determine its current duties and responsibilities.
■ Managers met with Consultant and discussed
organizational structure, responsibilities and duties.
July 17, 2018 - Page 114 of 14
3
diromft
5 P O N T I P E X
Compensation Analysis
PCG discussed and received direction to provide a compensation
study based upon three (3) labor market comparator groups:
Administrative Support, Operations and Technical Jobs - Colorado
Mountain Region area.
Professional and Managerial Jobs — Colorado Mountain Region and
Denver/Boulder Metropolitan area.
Emergency Service (Police and Fire) Jobs - Denver/Boulder
Metropolitan area.
The selection of labor market competitors was based on areas
where the Town attracts and retains talent.
July 17, 2018 - Page 115 of 14
1
4
5
PO r4 TIPEX
Compensation Analysis
■ Consultant will provide recommendations for new salary ranges
that align jobs to market
■ Salary ranges will be constructed in a manner that prevents pay
compression within and among occupational groups
■ Salary ranges will be spaced so as to enable promotion
opportunities and retention of internal talent
■ The purpose of the analysis is to determine the minimum and
maximum value in the competitive labor market
July 17, 2018 - Page 116 of 14
5
Adronft
5 P O N T I P E X
Market Analysis DOES NOT:
■ Value individual employees
■ Reflect performance
■ Value employee performance
■ Reflect internal equity
■ Ignore supply and demand
July 17, 2018 - Page 117 of 14
6
diromft
5 PON TI F+ E X
Competitive Compensation Analysis
Town
as a Percent of
Competitive Labor Market Pay Ranges
1
Minimum Rate Midpoint Rate Maximum Rate
+4.2%
+1.2%
-1.o%
5.0%
4.0%
3.0%
2.0%
1.09'o
0.090
-1.0%
-2.0%
Town's Market Position
Minimum Midpoint
um
—e—Town as % of Market —a—Labor Market Average Rates
Compensation is considered competitive when it is within ±5% of the average pay
practices of other comparable organizations, (the 5oth percentile of the market).
July 17, 2018 - Page 118 of 14
7
Compensation Philosophy
■ The Town Council is asked to provide input on a compensation
philosophy that is informed by current conditions and the
compensation study.
■ This input will provide the consultants the information needed
to assess final recommendations on salary ranges and provide
an analysis of any fiscal impacts for the upcoming budget
discussion.
■ Human Resources recommends maintaining an internal equity
system and market based structure for pay ranges which
Pontifex will finalize as a part of their services.
July 17, 2018 - Page 119 of 14
8
diromft
5 P O N T I P E X
Compensation Philosophy
■ Staff will return to Council as a part of the budget process to
review the draft philosophy statement, present the fiscal
analysis of the recommendations and the implementation
options.
■ It is important that Town compensation plan as developed be
responsive to market conditions and thus may be adjusted as
needed.
■ The actual pay and range implementation will be reviewed
annually may be updated at any time as the town's priorities
and ability to pay may change.
July 17, 2018 - Page 120 of 14
9
diromft
5 P O N T I P E X
Final Result =Pay System
■ Internal hierarchy of work
■ Competitiveness in relevant labor market
■ Valuation of work
■ Ability to be maintained/updated
July 17, 2018 - Page 121 of 14
10
5 PON TI F+ E X
TOWN Of 9
VAIL TOWN COUNCIL AGENDA MEMO
ITEM/TOPIC: DRB / PEC Update
PRESENTER(S): Chris Neubecker, Interim Director of Community Development
ATTACHMENTS:
Description
July 4, 2017 DRB Meeting - Cancelled
July 9, 2018 PEC Meeting
July 17, 2018 - Page 122 of 145
DESIGN REVIEW BOARD
TOWN OF,,,D Y July 4, 2018, 3:00 PM
Town Council Chambers - Meeting Cancelled
75 S. Frontage Road - Vail, Colorado, 81657
1. Call to Order
1.1. Meeting Cancelled
2. Site Visits
3. Main Agenda
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 Town Council Chambers. Times and order of
items are approximate, subject to change, and cannot be relied upon to determine at what time
the Design Review Board will consider an item. Please call 970-479-2138 for additional
information. Sign language interpretation available upon request with 24-hour notification, dial
711.
July 17, 2018 - Page 123 of 145
TOWN OF 9
VAIL TOWN PLANNING AND ENVIRONMENTAL AGENDA MEMO
MEETING DATE: 7/4/2018
ITEM/TOPIC: Meeting Cancelled
July 17, 2018 - Page 124 of
PLANNING AND ENVIRONMENTAL COMMISSION
TOWS OF VAIL' July 9, 2018, 1:00 PM
Town Council Chambers
75 S. Frontage Road - Vail, Colorado, 81657
1. Call to Order
1.1. Attendance
2. Main Agenda
2.1. A request for the review of variance from Section 12-6C-10, Landscaping
and Site Development, Vail Town Code, pursuant to Chapter 12-17,
Variances, Vail Town Code, to allow for a deviation from the sixty percent
(60%) landscaping requirement, located at 5128 Grouse Lane/Lot 8, Block
1, Gore Creek Subdivision, and setting forth details in regard thereto.
(PEC18- 0026) 30 min.
Applicant: Stanley & Karen Jeranko, represented by Martin Manley
Architects
Planner: Justin Lightfield
Motion: Approve
First: Kurz Second: Lockmam Vote: 6-0-0
Lightfield introduced the project and described public comment
received on this application, which are letters of support. He
described the subject property and the access agreement for access
on the rear of the property, which provides accesses for Eagle River
Water and Sanitation District to their property to the south. The
access easement takes up about 15 percent of the site, taking away
area to be used for landscaping. Minimum required landscaping is
60% of the site. The applicant is requesting a variance to provide less
than the required landscaping. ERWSD needs the full 25' road width
to allow truck access to the site.
John Martin, Architect — Existing asphalt on the site creates a
problem. We meet all other site requirements, and site already has
some site limitations. Half of the parcel must take access from Grouse
Lane, and the other unit will take access from the access road. Home
is designed to separate the two dwelling units as much as possible.
Majority of the front driveway is on Town of Vail property.
Stockmar — Will you meet at parking requirements?
Martin — Yes, we are meeting parking requirements. They will be on
the site itself.
Perez — Please describe the slope challenges of the site.
Martin — Building steps down from Grouse Lane, and third level down
still does not reach grade. We are working with the grades, but will
still have retaining walls. Shape of the lot has more to do with the
July 17, 2018 - Page 125 of 145
design than the slope.
Lightfield — The height of the proposed residence is 32'-10", within the
33' height limit.
Martin- If no landscaping variance, it's an unfair situation for this
developer, which would not be the same as other lots without the
existing asphalt.
Public Comment —
John Kuchar — 5124 Grouse Lane. Will this application provide less
landscaping than required? (Lightfield, yes, landscaping proposed is
58% of the site.) We are not looking forward to construction traffic.
Road was built with plans for minimal traffic.
Lightfield — Access easement document highlights the construction,
repair, and maintenance responsibilities.
Kuchar — There is an existing access agreement, it's not clear if it's a
20 year agreement, which expires soon.
Stockmar — You will need to ask that question to your own counsel.
Perez — Explained that "in perpetuity" means forever.
Kuchar — Road is not designed for heavy construction, and in winter
how will snow plowing be addressed? We are asking for a 90 day
delay on this application.
Stockmar — That question is not relevant to the Commission's
purview.
Chris Mont — Owner of Lot 3. He is in agreement with John Kuchar on
all his points. Who is going to clean the road each day? He is in
construction, so he knows how much impact construction can have.
He stated no one has done their 20% of maintenance. He uses the
access road daily and echoes John's concerns.
Perez — You should discuss the legal document with your counsel.
Mont — What's wrong with waiting 90 days?
Gilllette — The road is existing. It has nothing to do with the Town.
There are more hoops for the applicant to jump through, including
design review and a building permit.
Mont — Not all homes on this road were built using this road.
Commissioner Comment —
Lockman — Appreciate the staff memorandum on this lot. Criteria for
the variance has been met, considering that the site already has
July 17, 2018 - Page 126 of 145
paving. It's a challenging site, but it's outside the Towns purview to
negotiate on private property.
Hopkins — OK with it.
Perez — One of the criteria we must look into, the relationship to other
structures in the vicinity. The PEC needs to take into account the
impact the development has on adjacent property. The PEC also
needs to look at physical hardship, and the issue on slope was
determined not to be an issue. She has not seen any evidence that
they have not been able to meet the standard. Perez stated the
concern of granting a special privilege. We can not look at what we
approved before. I'm not swayed that it's impossible to provide 388
addition square feet.
Kurz — Concur with Lockman and Hopkins. The road can be a
physical hardship. Most lots don't have a road built through their
property. Most lots are allowed a certain amount of site coverage and
landscaping based on lot size.
Stockmar — Agrees with most of the other commissioners. The would
not be an issue to meet the landscaping requirements if there were no
existing road.
2.2. A request for the review of an amendment to an existing Conditional Use
Permit, pursuant to Section 12-9C-3, Conditional Uses, Vail Town Code, to
allow for the replacement of the existing maintenance facility with a new
maintenance facility at the Vail Golf Course, located at 1278 Vail Valley
Drive/Unplatted, and setting forth details in regard thereto. (PEC18-0027) 5
min.
Applicant: Vail Golf Course, represented by Pierce Architects
Planner: Justin Lightfield
No vote required.
Lightfield introduced the project. No formal action by the PEC is required.
Jeff Bailey -1287 Vail Valley Drive. Thank you for the communication, it has
been great. Question on access to the facility, will it change?
Bill Pierce — No access will change with the project.
Scott O'Connell — No change to access to the facility. No changes to Vail
Valley Drive on this site.
Chris Wold — Adjacent property owner. What time of day will construction
take place?
Roz Cochman -1328 Vail Valley Drive — Concerned about the noise level.
Jack Hunn, Consultant — Hope to start late September and finish by April or
May 2019.
No commissioner comments.
July 17, 2018 - Page 127 of 145
2.3. A request for review of Major Exterior Alteration, pursuant to Section 12-7B-
7, Exterior Alterations or Modifications, Vail Town Code, to allow for
construction of a new multifamily structure with below grade parking,
located at 534 East Lionshead Circle/Lot 2 and 3, Block 1, Vail Lionshead
Filing 1, and setting forth details in regard thereto. (PEC18-0016) 45 min.
Applicant: Battle Mountain LLC, represented by Braun Associates, Inc.
Planner: Jonathan Spence, presented by Chris Neubecker
Motion: Approve, with conditions
First: Hopkins Second: Perez
Added condition:
Vote: 6-0-0
1. The Design Review Board shall review the snowfall conditions
on the rear setback at time of review.
Stockmar - for the record, there have already been two meetings on the
project.
Braun, representing Battle Mountain LLC, presented to the PEC and stated
after the last meeting additional research has been done on the automated
parking system. There are four applications today. First, is a minor
subdivision (PEC18-0017). Second, Braun presented the "pay in lieu"
parking map amendment (PEC18-0019). Third, is the setback variance/west
wall (PEC18-0018). The Launch building will confirm to the setback to the 0'
setback line. Braun stated the west wall's plane will be determined at the
DRB stage in the process. Fourth, is the exterior alteration (PEC18-0016).
Braun stated staff is supportive of the new design and the application still
must go through the Design Review Board for final design approval.
Braun then presented the automated parking system. He stated the Town
Code requires a minimum of 7' clearance. The elevation clearance proposed
is 7'6". The system will hold 71 minimum spaces. 46 spaces for Vail 21 and
Launch with 25 spaces leased to other users, including retail, real estate
office, etc. There is no "rush hour" or "peak arrival time" from the residential
users.
Stockmar asked about the demand of the system.
Perez - What percentage of the residential parking are short-term vs. long-
term?
Braun could not speak to how many permanent residents live in the building.
Braun mentioned vehicles pull off of the alley, and then drivers enter a code
into the key pad, which opens the garage in a matter of seconds. The user
then exits the car and the car stages in front of the elevator, thereby not
holding up any traffic. There are two elevators in the garage and the
elevators can work simultaneously.
Stockmar asked if the parking system reverses the car when the elevator
returns the car to ground level. This would allow the car to pull out rather
than backing out.
Braun stated yes, the cars will pull forward rather than backing out.
Braun stated automated systems have been around for a long du
July Z01�8 - Page 128 of 145
many years. The average turnaround time is 90 seconds for the elevator to
park a car and return to the top. Braun showed on a site plan there are six
spaces for cars to park and drop off supplies. On site staff will verify that
drivers do not utilize drop off parking zones for long term parking. Braun
then presented on elevator reliability. CityLift is on site quarterly checking
the system and cleans the system quarterly. The system will be designed
differently to handle the winter environment, which will be more resistant to
moisture. The system will also have a dehumidifying system to handle the
environment. CityLift will have a contract with a local elevator maintenance
company. In most cases, problems are solved in minutes. There has not
been a repair prohibiting cars from leaving for more than a few hours with
the system.
Commissioner Comments -
Hopkins — How will you unload and load without affecting other cars entering
the elevator? How does the circulation work?
Braun — It will require some moving around of vehicles. There are six
dedicated spaces in the drop-off area.
Stockmar stated the normal turn -around, parking patterns, and turning
radius analysis would help the PEC and determine when bottlenecks would
occur.
Stockmar stated he lived with an automated parking system in Tokyo and it
never failed in two and a half years. Based on past experiences with using
similar systems, it works.
Gillette — If there is not enough time to get items in or out of your car, the
complex will have to hire an assistant.
Hopkins — The drop-off and unload area is more likely to back up than the
parking elevators.
Kurt Rhoden, with Launch Development — Most often systems use a public
parking format. We have the luxury to have an educated parking
environment within their community. The community will view a video on the
system that CityLift produces.
Lockman — Is the trash and recycling accessed inside the garage or in the
alley?
Braun — They will roll the bin out to the alley and likely go down to the end of
the alley to service the other buildings.
Perez asked if Braun obtained a height measurement within the Town of
Vail regulations.
Braun stated they meet the minimum requirements at 7'6".
Lockman — Is emergency access available if the elevators back up and cars
park in the alley?
Braun — Restoring and having 22' of clear moving area. With a worse case
scenario there will still be access back into the property.
Public Comment -
July 17, 2018 - Page 129 of 145
Stewart McNab, representing Lift House Homeowners Association, stated
his client's interest is not in the parking garage beneath the Launch
Development. His client's interest is in the Lazier section of the parking
garage (upper level that has been removed). He mentioned PEC18-0017
replating application.
Stockmar clarified McNab was addressing another application, not the
current application, PEC18-0016. He asked for the permission from the
Commission to proceed with comments since they are interrelated.
McNab — The final plat is the appropriate place to address parking places
that existed prior to earlier this summer when the parking structure was
demolished. Lift House requests a condition of approval that would require
on Lot 1A that there be a condition for parking places that existed prior to
demolition, that the parking spaces be replaced. McNab indicated the
condition will preserve the status quo and will not affect the Launch site. It
wouldn't change anything. Preserve the spaces that were there prior to
development being proposed. Proposed condition reads:
"Any Major Exterior Alteration or other redevelopment of Lot 1A shall
include, at a minimum, 95 spaces in addition to the requirements for the
altered or redeveloped structure on that lot, so as to conform to the original
permits and approval for the Lift House and the Lionshead Arcade buildings
for which the parking existing as of June 1, 2018 on Lot 1A was intended to
serve."
McNab stated there are actually 91 spaces after speaking with Braun. The
condition can change to 91 spaces rather than 95 spaces. This recognizes
the demo permit was granted without condition and adding the condition to
the new subdivision plat will ensure preserving the status quo at time of
development. It will not affect the Launch side, because parking is being
taken care of. Condition would have the effect of preserving the parking
spaces that were there prior to the development being proposed.
Lockman — What was the total allocation of spots across 2A and 1A both top
and bottom of the parking structure?
Gillette — How did we get to 46 spaces?
Braun stated Launch will provide their parking numbers as required, and
Lazier will provide their parking numbers. The 46 number is the number
Launch has committed the residential users on their portion of the property.
Gillette — How are we going to get to what we are replacing vs. adding?
Kurt Rhoden — There were 52 spaces before demolition. We need to replace
those 52 spaces. There are also an additional minimum of 71 spaces
needed for the development. The 46 is totaled by adding what Vail 21 and
Elevation community would need.
Perez — Clarified there will be 71 spaces on the eastern side 1/3 and 91 or
95 on the western 2/3.
Braun stated 91 spaces existed before demo on Lazier's side of the
development. Braun clarified demo occurred prior to the applications coming
before the PEC.
July 17, 2018 - Page 130 of 145
Braun explained the following in terms of history:
• June 1 (before demo) — there were 52 spaces at Launch and 91 at
Lazier. 143 spaces total.
• Launch is replacing their 52 parking spaces and providing 17 more
for EHUs and condominiums
• Lazier will replace 91 spaces and provide parking for his 23 units —
30 some -odd spaces.
• 143 total spaces before deck was removed
Perez asked, who was the applicant for the demolition of the garage?
Stockmar asked if there was a condemnation of the parking structure.
Braun responded the parking structure was not condemned. Battle Mountain
LLC was the applicant for demo permit. Battle Mountain LLC is part of
Launch.
Gillette suggested a change to the condition.
Stockmar asked if the PEC needed to include the Gillette suggested change
to the condition.
Neubecker confirm the language requiring replacement of parking is already
highlighted in the Vail Town Code.
McNab — The problem is there so no assurance that the project will happen
any time soon, whether that be this year, next year, etc.
Lazier — Stated that he is concerned of the terminology of the condition
since he does not trust the motivation of the Lift House. He stated he hopes
to present his proposed project in 30-45 days. He prefers the condition to be
in the PEC's language, not Lift House's. He stated there are no traffic flow
issues, without many cars coming in and out on a daily basis. The 91
spaces will be part of their proposal.
Jamie Crosby, Vail 21 resident — Owns parking lots and apartment buildings.
Concerns were the elevator maintenance and getting fixed. Mentioned lack
of staging with cars and getting garbage trucks through the site.
David Moe — Manager for Vantage Point Condominiums. Stated there was a
horizontal crack that went the entire distance of the property. Vantage
Point's concern is for their foundation and is seeking assurance that their
property will not be affected by construction and building 3 floors
underground. The structure was collapsing because it was moving to the
south, especially being built 8' from the Vantage Point. Additionally, the
proposed sidewalk along the north property line of Launch is a hazard. They
believe the sidewalk is a danger due to the cliff of Vantage Point's roof. The
area between the two properties is deadly, due to Vantage Point being 6
stories and the proposed building being 7 stories.
Neubecker — This will be examined during the DRB review process.
Moe — Never had snow falling on cars or people, but he has noticed tons of
snow falling between the two buildings. The sidewalk is the main concern.
Moe asked for a core sample of the soil 10' deep. Lazier responded well, but
Launch did not respond as well.
July 17, 2018 - Page 131 of 145
Commissioner Comment -
Lockman — Largest concern is that parking that was there, stays there. In
the Lionshead planning documents, is there a number mentioned in the
master planning document for parking?
Neubecker — A number is not indicated on the master planning documents.
Braun — The master plan specifically states parking must be replaced. He
believes the parking condition is not required. Stated a condition is not
required since this is an active application.
Gillette — Indicated due to high construction costs, the building may not be
built any time soon. The condition will verify it is not lost and the condition
should be added to the plat and fee -in -lieu applications.
Braun — Wanted to clarify conversations with Vantage Point. Braun stated
the applicant will reconvene with Vantage Point once a construction team is
selected.
Stockmar — Clarified the PEC was in commissioner comment on PEC18-
0018 and PEC18-0016.
Commissioner Comment for all related applications -
Gillette — Adding the condition to PEC18-0019 and PEC18-0017 makes
sense to clarify what parking spaces are being talked about.
Kurz — Aggress with Gillette's idea that all applications are appropriate. Kurz
will support conditions if supported by Staff. Comfortable with the
applications. Concerns have been thought about and addressed.
Perez — Agrees with other commissioners and appreciates the background
provided. Thanked applicant for addressing concerns made by the PEC. In
favor of Gillette's proposed conditions.
Hopkins — Agrees with adding parking condition. Also added request for
Design Review Board to review the roof snowfall hazard to be looked at
during DRB review.
Lockman — On PEC18-0016, applicant listened to the PEC and applicant did
a good job describing the automated parking system. More comfortable with
setback now. There is less parking now than there was June 1, 2018.
Prefers not to create additional regulations on different applications down
the road and the condition should be placed only on PEC18-0017.
Stockmar — This is PEC's third meeting on the issues and thanked the
applicants. Based on all of the analysis, he is in favor of the development.
Vail is a small town with big city problems. The site is challenging because
of its size and surrounding buildings. He is comfortable in relying on the
Building Department to review plans to address any safety concerns and
eliminate structural issues. Comfortable with all four items and is not
convinced Gillette's condition is necessary.
July 17, 2018 - Page 132 of 145
2.4. A request for review of a final plat, pursuant to Title 13 Chapter 4, Minor
Subdivisions, Vail Town Code, to allow for a subdivision to reconfigure the
property lines between two (2) development lots located at 500 & 534 East
Lionshead Circle/Lots 1,2 and 3, Block 1, Vail Lionshead Filing 1, and
setting forth details in regard thereto. (PEC18-0017) 15 min.
Applicant: Lazier Lionshead LLC & Battle Moutnain LLC, represented by
Braun Associates, Inc.
Planner: Jonathan Spence, presented by Chris Neubecker
Motion: Approve, with Conditions
First: Gillette Second: Lockman Vote: 6-0-0
Condition: Any major exterior alteration or other redevelopment of Lot 1A or
Lot 2A shall include, at a minimum, 91 parking spaces for Lot 1A and 52
parking spaces for Lot 2A in addition to the requirements for the altered or
redeveloped structures on said lots.
2.5. A request for a recommendation to the Vail Town Council for a prescribed
regulations amendment to Section 12-10-16 Exempt Areas; Parking Fund
Established, Vail Town Code, pursuant to Section 12-3-7 Amendment, Vail
Town Code, to remove 1A, Lot 2A, Tract K, Tract L and Tract M of a
Resubdivision of Vail Lionshead, Block 1, from the "parking pay -in -lieu"
zones for parking regulations purposes, and setting forth details in regard
thereto. (PEC18-0019) 15 min.
Applicant: Lazier Lionshead LLC & Battle Moutnain LLC, represented by
Braun Associates, Inc.
Planner: Jonathan Spence, presented by Chris Neubecker
Motion: Approve, with Conditions
First: Gillette Second: Kurz
Vote: 6-0-0
Condition: Any major exterior alteration or other redevelopment of Lot 1A
or Lot 2A shall include, at a minimum, 91 parking spaces for Lot 1A and 52
parking spaces for Lot 2A in addition to the requirements for the altered or
redeveloped structures on said lots.
2.6. A request for the review a variance from Section 12-7H-10, Setbacks, Vail
Town Code, pursuant to Title 12 Chapter 17, Variances, Vail Town Code, to
allow for a rear setback of zero feet (0') where ten feet (10') is required for a
new multifamily structure, located at 534 East Lionshead Circle/Lot 2 and 3,
Block 1, Vail Lionshead Filing 1, and setting forth details in regard thereto.
(PEC18-0018) 0 min.
Please see item PEC18-0016 for the staff memorandum concerning this
request.
Applicant: Battle Mountain LLC, represented by Braun Associates, Inc.
Planner: Jonathan Spence, presented by Chris Neubecker
Motion: Approve
First: Gillette
Second: Kurz Vote: 6-0-0
July 17, 2018 - Page 133 of 145
3. Approval of Minutes
3.1. June 25, 2018 PEC Results
Motion: Approval
First: Kurz Second: Perez
Lockman (Abstained)
Vote: 5-0-0
Stockmar stated Planner Lightfield's name is misspelled three times.
4. Adjournment
Motion: Adjourn
First: Kurz Second: Perez
Vote: 6-0-0
Stockmar noted the final selection and interviews are taking place next week for the Director
of Community position. He stated there is very little interaction between PECs around the
state and country. Discussed the option to visit some other communities and meet with other
commissions.
Neubecker stated that issues and challenges in Vail should be brought up first, then locations
can be selected based on what communities have done before in the past.
Gillette mentioned the PEC should generate a list of what the Town of Vail PEC has done well
and poorly.
Stockmar stated when the PEC's agenda lightens up is the ideal time to visit other areas.
Exposing the PEC to other experiences is beneficial.
Neubecker stated a retreat would be an ideal time to have a discussion.
Gillette mentioned ski storage was a good example of learning through the PEC by talking
with merchants and owners.
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. Please call 711 for sign language
interpretation 48 hour prior to meeting time.
Community Development Department
Published in the Vail Daily July 6, 2018
July 17, 2018 - Page 134 of 145
VAIL TOWN COUNCIL AGENDA MEMO
ITEM/TOPIC: Future Town Council Meeting Agenda Topics
ATTACHMENTS:
Description
Memo Future Meeting Agenda Topics
TOWN OF 1 X41
July 17, 2018 - Page 135 of 145
TOWN OF VAIIL'
To:
From:
Date:
Subject:
Mayor and Town Council
Patty McKenny, Town Clerk
July 11, 2018
Proposed agenda topics for future meeting agendas
Memorandum
The listing below reflects proposed topics to be scheduled at future Town Council meetings and
is informational only. Dates and topics are subject to change.
Vail Town Council Meetings
Topics subject to change
August 7, 2018
Community Picnic - Donovan Pavilion
Site Visit & Comprehensive Open Lands Plan Review
2018 Eagle County Workforce Survey Report Results
Review Eagle River Youth Coaltion "Youth Master Plan "
Snow Days Event Proposal
VLMDAC Interviews & Selection
Short term rental update (memo only)
Japan Student Exchange Group Welcome
Emerging Technologies (autonomous vehicles) Rutt Bridges
Vail Point Rezoning
Ordinance addressing air quality and fireplaces
August 21, 2018
Budget 2019 Retreat
Destimetrics
September 4, 2018
Adopt latest Building Codes
Civic Area Plan Update
Proclamation National Library Card Registration
September 18, 2018
VLMD Meeting - 2019 Budget
OTHER MEETINGS
Community Picnic (Bighorn Park) (Wednesday)
Chamonix Vail Neighborhood Block Party
Community Picnic (Donovan Pavilion) (Tuesday)
Appreciation Reception for Authority, Boards & Commissions at Hot Summer
Nights
Retreat with Vail Resorts, Inc. (Monday: 9 am until 1:30 pm)
Proposed Future Topics for Council Meetings
CDOT - Update about future 1-70 improvements (CDOT Diretor Michael Lewis)
Review Vail Golf & Nordic Clubhouse Golf and Events season
Proclamation National Friends of Library
"Time of Day"
lunch
afternoon / evening
afternoon
afternoon
afternoon
afternoon / evening
afternoon
evening
evening
evening
evening
afternoon
evening
evening
evening
evening
afternoon
18 -Jul
25 -Jul
7 -Aug
14 -Aug
27 -Aug
TBD
TBD
16 -Oct
July 17, 2018 - Page 136 of 145
VAIL TOWN COUNCIL AGENDA MEMO
ITEM/TOPIC: VEAC Minutes from the July 10, 2018 meeting.
ATTACHMENTS:
Description
VEAC Minutes 7/10/18 FINAL
TOWN OF 1 X41
July 17, 2018 - Page 137 of 145
Vail Economic Advisory Council
Tuesday, July 10, 2018
Town Council Chambers
8:00 AM — 10:30 AM
MEETING MINUTES
Packet Materials Link: https://bit.ly/2z85u6L
VEAC Members Present:
Rayla Kundolf, Laurie Mullen, Mike Lange, Sarah Franke, Chris Romer, Matt Ivy, Greg Moffet,
Matt Morgan, Mark Gordon, Kim Newbury-Rediker, Matt Morgan, Travis Coggin, Dave Chapin
Town of Vail Staff Present:
Mia Vlaar - Economic Development Director, Laura Waniuk - Event Liaison Specialist,
Kathleen Halloran — Finance Director, Greg Clifton — Town Manager, Ernest Saeger - Special
Event Coordinator
Others Present:
Sidney Bonser — Strategic Initial Outfitting Transition Solutions (SIOTS), LLC
Commission on Special Events: Review of event scorecard changes, CSE Members (10
minutes)
Please see presentation. Gordon, Kundolf and Newbury-Rediker reviewed the updated
changes. Vlaar said that CSE should provide more specific direction on inclusion of lodging
information to optimize booking hotel stays on Vail properties for their attendees. Gordon
stated that the survey process has informed CSE decisions in the past and now there is a data
set. Kundolf said that there are a lot of people who stay in Airbnb properties. Nolan said that he
can provide data from other locations.
Financial Update, Kathleen Halloran (15 minutes)
Sales Tax
Upon receipt of all sales tax returns, May collections are estimated to be $752,693 up 14.1% from
last year and up 14.7% compared to budget. Year to date collections of $13,470,118 are up 2.8%
from prior year and up 0.4% from budget. Inflation as measured by the consumer price index was
up 2.8% for May. The annual budget totals $26.0 million.
Real Estate Transfer Tax (RETT)
RETT collections through June 27 total $3,606,168 up 13.2% from this time last year. Sales from
the Lion have boosted RETT revenue so far this year. Without those sales, RETT is flat with 2017
and is pacing with budget. The annual 2018 RETT budget totals $6.1 million.
Construction Use Tax
Use Tax collections through June 27 total $1,098,362 compared to $879,764 from this time last
year. The annual budget totals $1,975,900.
Phase II of Review of Economic Development Plan, Mia Vlaar, All (25 minutes)
Please see presentation.
VEAC Minutes July 10, 2018
July 17, 2018 - Page 138 of 145
Goal 4
• Nolan said that the VCBA meetings had a focus on employee culture, it was noted that
Vail is no longer considered "fun".
• Romer shared that in the workforce study; all companies said that housing is the
number one issue.
• Kundolf said that there are some challenges with morale in the working population and
younger demographic who live and/or work in Vail.
• Moffet provided background into the millennial demographic and their
shopping/spending behavior. That group happens to be more experiential in their
purchase patterns.
• Mullen said that her staff live and work in Vail and prefer to spend their time in Vail.
Mullen says that none of her staff see it as even possible to purchase a home in Vail.
• Morgan said that he thinks his employees definitely want to live and work in the same
area. He thinks that the Vail InDeed program model is a potential gap filler for the
people who will not be able to afford to pay full price.
• Moffet said that the InDeed program is not sustainable due to the financial model. He
said that there needs to be some form of tax to support housing.
• Gordon asked about taking a portion of the RETT tax to fund housing, Moffet said that
will be taken into consideration.
• Gordon said that there will be a correction at some point and that the town made a
mistake by not buying up as much property during the recession.
Goal 5
• Discussion regarding RFP being released for the civic area plan, focused on Lionshead.
• Clifton provided the information on the civic area plan RFP and Moffet discussed how
the Open Lands Plan aligns with the overall civic area plan.
• Clifton said that there is a lot of public input on the front end of this program. There is a
lot of work that lies ahead.
• Some of the topics that are under discussion, multi -use facility, more parking, etc.
• Cilfton sees the VEAC as representing the local businesses and providing input. He
sees the VEAC playing an important role.
• These are large community plans and the VEAC could bring very valuable perspective
to the discussion.
• Mullen asked if this was a similar approach to this as to the conference center. Chapin
said that this is different, it's broader.
• Mullen says that there is a need to address both community and guest needs. She gave
the example of the amphitheater as meeting both groups' needs.
• Clifton said that this project needs to be balanced from the start. There are many
components within this planning, housing, transportation, etc.
• Moffet said one of the biggest structural changes will be autonomous automobiles.
• Clifton said that Vail is entirely dependent on the outdoor recreation of the area.
• There are fewer resources going into stewardship and maintenance of trails. The
consequence from the Federal Government is to close those areas.
VEAC Minutes July 10, 2018
July 17, 2018 - Page 139 of 145
Town Manager's Report, Greg Clifton (15 minutes)
• Interviewing 5-6 candidates for Community Development Director, seeing some
turnover there.
• There is a group that is starting to discuss regional transit, Romer is participating.
• Clifton agreed with Moffet with regard to the sustainability of the InDeed program.
Citizen Input (5 minutes)
NA
Other Business (5 minutes)
• Vlaar said that there is an interesting report/study regarding the millennial group and
their spending and travel habits. Free download here:
http://resonanceco.com/reports/2018-future-millennial-travel-report/
Adjournment
Next Meeting: Tuesday, August 14, 2018, 8:00 — 10:OOAM
VEAC Minutes July 10, 2018
July 17, 2018 - Page 140 of 145
VAIL TOWN COUNCIL AGENDA MEMO
ITEM/TOPIC: 2019 Proposed Budget Calendar
ATTACHMENTS:
Description
2019 Proposed Budget Calendar
TOWN OF 1 X41
July 17, 2018 - Page 141 of 145
Town of Vail
Proposed 2019 Budget Timetable
Budget Guidelines
Presentation of 2017 audit report to Council 06/05/18 V
Budget Retreat - special meeting 08/21/18
Guidelines distributed to department heads 08/22/18
Staff prepares departmental budgets 08/22/18 to
Town Manager reviews departmental budgets 09/17/18 to
VLMD Board review of 2019 Operating Plan 09/18/18
Budget Documentation and Reporting
First reading of 2018 Supplemental Number One
Second reading of 2018 Supplemental Number One
VRA Supplemental - Resolution
VLMD Supplemental - Resolution
First reading of 2018 Supplemental Number Two
Second reading of 2018 Supplemental Number Two
03/06/18 V
03/20/18 V
03/20/18 V
03/20/18 V
06/20/18 V
07/03/18 V
First Draft TM Budget 11/06/18
First reading of 2018 budget ordinance 11/20/18
Second reading of 2018 budget ordinance 12/04/18
VLMD Resolution for VLMD Budget 11/20/18
TOV Resolution for VLMD Budget 11/20/18
Vail Reinvestment Authority Budget Resolution 12/04/18
First reading of mil levy certification ordinance 11/20/18
Second reading of mil levy certification ordinance 12/04/18
First reading of 2018 Supplemental Number Three 12/04/18
Second reading of 2018 Supplemental Number Three 12/18/18
09/14/18
09/28/18
APPENDIX A
July 17, 2018 - Page 142 of 1
VAIL TOWN COUNCIL AGENDA MEMO
ITEM/TOPIC: Matters from Mayor and Council and Committee Updates
PRESENTER(S): Dave Chapin, Mayor
TOWN OF 1 X41
July 17, 2018 - Page 143 of 145
TOWN Of 9
VAIL TOWN COUNCIL AGENDA MEMO
ITEM/TOPIC: Executive Session, pursuant to: CRS 24-6-402(4)(a)(b) and (e) — to discuss the
purchase or acquisition of real estate, and to develop a strategy and instruct negotiators regarding
the 6 West Housing development; and to receive legal advice on specific legal questions
regarding a stream tract compliance update and use of neighborhood electric vehicles.
PRESENTER(S): Matt Mire, Town Attorney
July 17, 2018 - Page 144 of 145
VAIL TOWN COUNCIL AGENDA MEMO
ITEM/TOPIC:
Recess est. 4:45 p.m.
TOWOFUAIL
July 17, 2018 - Page 145 of 145