HomeMy WebLinkAbout2019-10-01 Agenda and Supportive Documentation Town Council Evening Meeting Agenda
VAIL TO W N C O U N C IL R E G U L AR ME E TIN G
Evening Agenda
Town Council C hambers
6:00 PM, O ctober 1, 2019
Notes:
Times of items are approximate, subject to c hange, and cannot be relied upon to determine what time C ounc il will
consider an item.
Public comment will be taken on each agenda item.
Citizen participation offers an opportunity for citizens to express opinions or ask questions regarding town
services, policies or other matters of community conc ern, and any items that are not on the agenda. Please
attempt to keep c omments to three minutes; time limits established are to provide efficienc y in the c onduct of the
meeting and to allow equal opportunity for everyone wishing to speak.
1.Citizen Participation (10 min.)
2.Any action as a result of executive session
3.Consent Agenda (5 min.)
3.1.September 3, 2019 Town Council Meeting Minutes
3.2.September 17, 2019 Town Council Meeting Minutes
3.3.Resolution No. 38, Series of 2019, A Resolution of the Vail Council
Adopting Rules of Procedure for the October 15, 2019 Appeal Hearing
3.4.Town Manager Employment Agreement
3.5.SkiData Contract for Parking System Upgrade
4.Presentations / Discussion
4.1.The Civic Area Plan defines the vision for a revitalized community focal
point in the Town of Vail and lays out a framework for connecting the
community, fostering collaboration, and creating spaces for residents and
guests to share ideas.
60 min.
Presenter(s): Matt Gennett, Director of Community Development
Action Requested of Council: Staff requests the Town Council review the
master plan document, view the presentation and provide feedback.
Background: The properties included in the study area are the Lionshead
Parking and Transportation Center, charter bus lot, Dobson I ce Arena, Lot
10, Vail Public Library and Vail municipal building complex.
5.Action Items
October 1, 2019 - Page 1 of 299
5.1.Appeal of Town of Vail Zoning Administrator ’s Determination of standing
made on or about September 23, 2019 regarding certain appeals of the
Planning Environment Commission (the “P E C”) decision Approving Booth
Heights Development Plan (P E C 19-0018)
10 min.
Presenter(s): Matt Mire, Town Attorney
Background: On October 1, 2019 the Town of Vail received objections to the
Town of Vail Zoning Administrator ’s Determination of standing made on or
about September 23, 2019 regarding certain appeals of the Planning
Environment Commission (the “P E C”) decision Approving Booth Heights
Development Plan (P E C 19-0018). The Vail Town Code requires the Town
Council to consider this matter at a meeting prior to the appeal hearings on
the Booth Heights development project on October 15, 2019.
5.2.Parking and Transportation Task Force Recommended W inter 2019-2020
Parking Program
20 min.
Presenter(s): Greg Hall, director of Public W orks and Transportation
Action Requested of Council: Approve or Approve with modifications the
W inter 2019 - 2020 Parking Program as recommended by the Parking and
Transportation Task Force
Background: The Parking and Transportation Task Force was formed in
1999 in an advisory capacity and has been enacted through the years at
the direction of the Vail Town Council. I n reinstating the Task Force, the
role of the 12-member group is to provide advisory input and
recommendations on parking, transit and mobility issues.
Staff Recommendation: Staff recommends the Town council approve the
Parking and Transportation Task Force recommendations for the W inter
2019-2020 Parking Program.
5.3.Ordinance No. 13, Series 2019, First Reading, Ordinance adopting a
budget and financial plan and making appropriations to pay the costs,
expenses and liabilities of the Town of Vail, Colorado for its fiscal year
J anuary 1, 2020 through December 31, 2020
30 min.
Presenter(s): Kathleen Halloran,Finance Director
Action Requested of Council: Approve or approve with amendments
Ordinance No. 13, Series 2019.
Background: Please see attached memo.
Staff Recommendation: Approve or approve with amendments Ordinance
No. 13, Series 2019.
6.Public Hearings
6.1.Ordinance No. 12, Series of 2019, Second Reading, An Ordinance
Amending Section 5-14-8 of the Vail Town Code Regarding Stream Tract
Protection and Related Violations and Penalties
5 min.
Presenter(s): Pete Wadden, Watershed Education Coordinator
Action Requested of Council: Approve, approve with amendments or deny
Ordinance No. 12, Series of 2019 upon first reading
Background: Following an update on the status of town-owned stream tract
along Gore Creek and several of its tributaries on August 6, Town Council
determined that more stringent and defined penalties should be put in place
to bring properties remaining in violation into compliance. The town attorney
was directed to make changes to town code increasing the fines for
trespass on the publically-owned designated stream tract property.
Staff Recommendation: Approve, approve with amendments or deny
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Ordinance No. 12, Series of 2019 upon first reading
7.Adjournment
7.1.Adjournment 8:10 pm (estimate)
Meeting agendas and materials can be acc es s ed prior to meeting day on the Town of Vail webs ite
www.vailgov.com. All town c ouncil meetings will be streamed live by High F ive Ac cess Media and available
for public viewing as the meeting is happening. T he meeting videos are als o posted to High F ive Ac cess Media
website the week following meeting day, www.highfivemedia.org.
P leas e c all 970-479-2136 for additional information. S ign language interpretation is available upon reques t with
48 hour notification dial 711.
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I T E M /T O P I C: September 3, 2019 Town Council Meeting Minutes
AT TAC H ME N TS:
Description
September 3, 2019 Town Council Meeting Minutes
October 1, 2019 - Page 4 of 299
Town Council Meeting Minutes of September 3, 2019 Page 1
Vail Town Council Meeting Minutes
Tuesday, September 3, 2019
6:00 P.M.
Vail Town Council Chambers
The regular meeting of the Vail Town Council was called to order at approximately 6:00 P.M. by
Mayor Chapin.
Members present: Dave Chapin, Mayor
Jenn Bruno, Mayor Pro Tem
Travis Coggin
Kim Langmaid
Jen Mason
Greg Moffet
Member absent: Kevin Foley
Staff members present: Patty McKenny, Interim Town Manager
Matt Mire, Town Attorney
Tammy Nagel, Town Clerk
1. Citizen Participation
Peter Feistmann, Buffer Creek resident, provided a letter to Council signed by 400 people
regarding Booth Heights Falls development. Feistmann explained there were many issues with
the project such as not meeting town parking requirements and landslide issues. Feistmann
asked Council to call up the Booth Falls Height development.
Penny Wilson, Vail resident and Vail Rotary representative, thanked council for their support of
the 22nd year of the duck race fundraiser. Wilson stated over 12,000 ducks were released in
Gore Creek over Labor Day weekend.
Rick Sauckbauer, Vail resident, thanked the public works crew for the amazing job the crews did
on the maintenance of the pickle ball courts, additional bike racks and many other safety efforts
prior to the pickle ball tournament VRD hosted. Sauckerbauer would like additional pickle ball
courts created in town.
2. Any action as a result of executive session
Coggin made a motion to approve the purchase of the Lupine Drive property in East Vail with
the condition that an easement be included for continued discharge of water; Langmaid
seconded the motion passed (6-0)
3. Proclamation No. 8, Series of 2019, Constitution Week September 17 through
September 23, 2019
Presenter(s): Dave Chapin, Mayor, Leesa Sherman-Hochmuth, Regent, 10th Mountain Chapter,
NSDAR Representative
Chapin read the proclamation into the record. Sherman-Hochmuth thanked council for their
support of the proclamation.
October 1, 2019 - Page 5 of 299
Town Council Meeting Minutes of September 3, 2019 Page 2
Moffet made a motion to adopt Proclamation No. 8, Series of 2019; mason seconded the motion
passed (6-0).
4. Consent Agenda
4.1. August 6, 2019 Town Council Meeting Minutes
Moffet made a motion to approve the August 6, 2019 meeting minutes; mason seconded the
motion passed (6-0)
4.2. August 20, 2019 Town Council Meeting Minutes
Moffet made a motion to approve the August 20, 2019 meeting minutes; Coggin seconded the
motion passed (6-0)
4.3. Resolution No. 35, Series of 2019 , A Resolution Approving an Amended
Operating Plan and Budget of the Vail Local Marketing District for its Fiscal Year January
1, 2019 Through December 31, 2019
Background: See attached memo.
Staff Recommendation: Approve Resolution No. 35, Series of 2019
Moffet made a motion to approved Resolution No 35, Series of 2019; Bruno seconded the
motion passed (6-0).
4.4. Request to award contract to WET Design to upgrade control system for Seibert
Fountain in the amount of $105,000.
Background: Seibert Fountain was constructed in 2006. Technology for the control system has
improved dramatically since that time. Contract will replace the existing mechanical controls
with a computerized control system. This modification will result in more efficient operation and
maintenance of the fountain and save staff time.
Staff Recommendation: Staff recommends award of the contract.
Moffet made a motion to approve the contract and authorize the Town Manager to enter into a
contract with Wet Design not to exceed $105,000; Bruno seconded the motion passed (6-0).
5. Town Manager Report
5.1. Town Manager Recruitment Update
Presenter(s): Krista Miller, Human Resources
Krista Miller, Human Resource director, affirmed the Town Manager interview schedule and
process with council.
5.2. Update Town of Vail/Vail Mountain Guest Experience Initiatives
Presenter(s): Patty McKenny, Interim Town Manager
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Town Council Meeting Minutes of September 3, 2019 Page 3
Mia Vlaar, Economic Development Director, provided council a quick update on the guest
experience initiatives the Town is working with Vail resorts; which included customer service
and leadership training. The group was in the process of securing contracts for the
Thanksgiving activation.
6. Action Items
6.1. Resolution No. 36, Series 2019, Resolution of the Vail Town Council submitting a
ballot issue to the registered electors of the Town of Vail at the November 5, 2019 regular
election to impose a special sales tax on cigarettes, tobacco products and nicotine
products.
Presenter(s): Matt Mire, Town Attorney and Kathleen Halloran, Finance Director
Action Requested of Council: Approve, approve with amendments or deny Resolution No. 36,
Series 2019.
Background: To discourage the use of cigarettes, tobacco and nicotine products, this ballot
question will ask voters to approve a special tax of $3 per pack of 20 cigarettes and 40% on the
price paid of all other tobacco products in the regular election this November.
Staff Recommendation: Approve Resolution No. 36, Series 2019.
Moffet made a motion to approve Resolution No 36, Series of 2019; Langmaid seconded the
motion passed (6-0).
6.2. Resolution No. 37, Series of 2019, Resolution Approving an Intergovernmental
Agreement Between the Town of Vail and Eagle County Regarding the TABOR Notice for
the November 5, 2019 Election.
Presenter(s): Tammy Nagel, Town Clerk
Action Requested of Council: Approve, approve with amendments or deny Resolution No. 37,
Series of 2019.
Background: the Town of Vail is not participating in the coordinated election and instead intends
to submit a ballot issue on its own municipal ballot in its own non-coordinated election, which
ballot issue will require a notice pursuant to the Taxpayer Bill of Rights at Article X, Section 20
of the Colorado Constitution. Eagle County ( is also preparing a combined TABOR Notice for
political subdivisions participating in the coordinated election. The Colorado Const. art. X, §
20(3)(b) authorizes designated elected officials to mail at the least cost, and as a package
where districts overlap, TABOR Notices addressed to “All Registered Voters” at each address of
one or more active registered electors. For purposes of efficiency and to result in the “least cost”
to both entities, the Town and County desire to combine their mailings of the respective TABOR
Notices and wish to enter into an Intergovernmental Agreement (the “IGA”) which clarifies their
responsibilities.
Staff Recommendation: Approve Resolution No. 37, Series of 2019
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Town Council Meeting Minutes of September 3, 2019 Page 4
Moffet made a motion to approve Resolution No. 37, Series of 2019; Langmaid seconded the
motion passed (6-0).
6.3. Ordinance No. 12, Series of 2019, First Reading, An Ordinance Amending Section
5-14-8 of the Vail Town Code Regarding Stream Tract Protection and Related Violations
and Penalties
Presenter(s): Pete Wadden, Watershed Education Coordinator
Action Requested of Council: Approve, approve with amendments or deny Ordinance No. 12,
Series of 2019 upon first reading
Background: Following an update on the status of town-owned stream tract along Gore Creek
and several of its tributaries on August 6, Town Council determined that more stringent and
defined penalties should be put in place to bring properties remaining in violation into
compliance. The town attorney was directed to make changes to town code increasing the fines
for trespass on the publically-owned designated stream tract property.
Staff Recommendation: Approve, approve with amendments or deny Ordinance No. 12, Series
of 2019 upon first reading
Matt Mire, Town Attorney, reviewed the Ordinance No. 12 with council and requested direction
concerning the violation penalties.
Council agreed $1500 fine for the first offense and $3000 for the second offense.
Moffet made a motion to approve Ordinance No. 12, Series of 2019 with $1500 fine for the first
offense and $3000 for the second offense; Coggin seconded the motion passed (6-0).
There being no further business to come before the council, Moffet moved to adjourn the
meeting; Bruno seconded the motion which passed (6-0) and the meeting adjourned at 6:55
p.m.
Respectfully Submitted,
Attest: __________________________________
Dave Chapin, Mayor
___________________________________
Tammy Nagel, Town Clerk
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I T E M /T O P I C: September 17, 2019 Town Council Meeting Minutes
AT TAC H ME N TS:
Description
September 17, 2019 Town Council Meeting Minutes
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Town Council Meeting Minutes of September 17, 2019 Page 1
Vail Town Council Meeting Minutes
Tuesday, September 17, 2019
6:00 P.M.
Vail Town Council Chambers
The regular meeting of the Vail Town Council was called to order at approximately 6:00 P.M. by
Mayor Chapin.
Members present: Dave Chapin, Mayor
Jenn Bruno, Mayor Pro Tem
Kevin Foley
Kim Langmaid
Jen Mason
Greg Moffet
Travis Coggin
Staff members present: Patty McKenny, Interim Town Manager
Tammy Nagel, Town Clerk
1. Citizen Participation
Susie Tjossem and Margaret Rogers, Vail residents, spoke to council about the need for
indoor/outdoor paddle courts and the need to keep Vail competitive with other communities.
They asked council to form a committee to research the feasibility for more courts.
2. Proclamations
2.1. Proclamation No. 7, Series of 2019, Library Card Sign-Up Month
Presenter(s): Dave Chapin, Mayor
Council members took turns reading Proclamation No. 7, Series of 2019 into the record.
Lori Barnes, Vail Librarian, presented a video to council highlighting all the activities occurring at
the library.
2.2. Proclamation No. 9, Series of 2019, National Roundabouts Week September 16-20,
2019
Presenter(s): Dave Chapin, Mayor, Tom Kassmel and Susie Hervert, Public Works
Council members took turns reading Proclamation No. 9, Series of 2019 into the record. Cake
was served to council in celebration of the Town’s roundabouts.
3. Consent Agenda
3.1. Appointment of Regular Municipal Election Judges
Moffet made a motion to appoint all the listed election judges on the memorandum to the
November 5, 2019 Vail municipal election; Foley seconded the motion passed (7-0).
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Town Council Meeting Minutes of September 17, 2019 Page 2
4. DRB PEC Update
4.1. DRB / PEC Update
Presenter(s): Chris Neubecker, Planning Manager
Matt Gennett, Community Development Director, provided an update on the PEC’s approval of
Booth Heights development in East Vail. Gennett stated his department was in the process of
reviewing 22 appeals on that approval and currently one appeal had standing. The appeal
would be presented to council at the October 15 Town Council meeting.
5. Town Manager Report
There was no report
6. Action Items
6.1. Agreements for Funding and Programming of the Guest Experience Initiatives
Presenter(s): Patty McKenny, Acting Town Manager, Mia Vlaar, Economic Development
Director
Action Requested of Council: Approval of funding for guest experience initiative programming
with two agreements.
Background: The Town Council is asked to approve the attached agreements for funding with 1)
Ren Productions, and 2) Vail Chamber and Business Association, so that further planning and
implementation can be done related to the Thanksgiving week activation and employee
engagement programming. The planning committee for the Town of Vail and Vail Mountain
Guest Experience Initiatives has made a great deal of progress related to the “Thanksgiving
Reimagined” activation and employee engagement programming. The attached agreements for
funding with Ren Productions, chosen by CSE to serve as the event producer, and Vail
Chamber and Business Association (VCBA), chosen to assist with engagement, outlines the
arrangement for services related to this programming. In order to move to the next stages of
the planning and production, staff requests approval of the attached agreements.
Patty McKenny, Interim Town Manager, reported on the progress the planning committee was
making related to the Thanksgiving Reimagined” activation and employee engagement
program. McKenny stated the CSE and the Vail Chambers and Business Association had
chosen Ren Productions as the event producer and to assist with engagement, outlines the
arrangement for services related to this programming. In order to move to the next stages of the
planning and production, staff requests approval of the attached agreements. The final 2019
supplemental budget ordinance would include the proposed costs for the guest experience
initiatives estimated for the three components of programming as follows:
1) Employee Curriculum $15K TOV funded
2) Employee Engagement $24K for VCBA
3) Thanksgiving Reimagined up to $100K for Ren Production.
Council debated about the cost of the activation and what other stakeholders were contributing
towards the activation.
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Town Council Meeting Minutes of September 17, 2019 Page 3
Bruno made a motion to authorize the Town Manager to enter into an agreement with Ren
Production not to exceed $100,000; Foley seconded the motion passed (6-1) Moffet opposed.
8. Matters from Mayor, Council and Committee Reports
Each council member spoke about various things such as Oktoberfest, Pepi Gramshammer’s
celebration of life, the Vail Social and the Vail Trail improvements.
9. Public Hearings
9.1. Ordinance No. 12, Series of 2019, Second Reading, An Ordinance Amending
Section 5-14-8 of the Vail Town Code Regarding Stream Tract Protection and Related
Violations and Penalties
Presenter(s): Pete Wadden, Watershed Education Coordinator
Action Requested of Council: Approve, approve with amendments or deny Ordinance No. 12,
Series of 2019 upon first reading
Background: Following an update on the status of town-owned stream tract along Gore Creek
and several of its tributaries on August 6, Town Council determined that more stringent and
defined penalties should be put in place to bring properties remaining in violation into
compliance. The town attorney was directed to make changes to town code increasing the fines
for trespass on the publically-owned designated stream tract property.
Staff Recommendation: Approve, approve with amendments or deny Ordinance No. 12, Series
of 2019 upon first reading.
Moffet made a motion to table Ordinance No. 12, Series of 2019 to the October 1 meeting;
Coggin seconded the motion passed (7-0).
10. Information Update
10.1. Update on Flashing LED Stop Signs & Rapid Flashing Beacon Pedestrian
Crossing Signs.
Council requested more information regarding this update at a later council meeting.
10.2. August 5, 2019 AIPP Meeting Minutes
There were no comments regarding this item.
10.3. VLHA Meeting Results August 13, 2019 & August 27, 2019
There were no comments regarding this item.
11. Executive Session, pursuant to: 1) C.R.S. §24-6-402(4)(e) - to determine positions,
develop a strategy and instruct negotiators, Regarding: Town Manager Recruitment and
Interview Process
Presenter(s): Matt Mire, Town Attorney
October 1, 2019 - Page 12 of 299
Town Council Meeting Minutes of September 17, 2019 Page 4
Moffet made a motion to adjourn into executive session pursuant to the above citation; Foley
seconded the motion passed (7-0)
There being no further business to come before the council, Moffet moved to adjourn the
meeting; Foley seconded the motion which passed (7-0) and the meeting adjourned at 9:15
p.m.
Respectfully Submitted,
Attest: __________________________________
Dave Chapin, Mayor
___________________________________
Tammy Nagel, Town Clerk
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I T E M /T O P I C: Resolution No. 38, S eries of 2019, A Resolution of the Vail Council A dopting
Rules of Procedure for the October 15, 2019 A ppeal Hearing
AT TAC H ME N TS:
Description
Resolution No. 38, Series of 2019
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RESOLUTION NO. 38
SERIES 2019
A RESOLUTION OF THE VAIL TOWN COUNCIL ADOPTING RULES
OF PROCEDURE FOR THE OCTOBER 15, 2019 APPEAL HEARING
WHEREAS, the Town received 7 separate appeals of a decision of the Planning
and Environmental Commission (the "PEC"), all of which are scheduled to be heard by
the Town Council at a single hearing on October 15, 2019;
WHEREAS, pursuant to Vail Town Code § 12-3-3(F), the Town Council is
authorized to adopt rules of procedure for appeal hearings; and
WHEREAS, the Town Council finds it in the best interest of the public health,
safety and welfare, and in the furtherance of the due process rights of all partie s
involved, to adopt rules of procedure for the October 15th appeal hearing.
NOW THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE
TOWN OF VAIL:
Section 1. The Town Council hereby adopts the Rules of Procedure for the
Appeal Hearing Before the Vail Town Council of the August 26, 2019 Planning and
Environmental Commission Decision Regarding the Booth Heights Development, as
attached hereto.
INTRODUCED, READ, APPROVED AND ADOPTED THIS 1ST day of
OCTOBER, 2019.
______________________________
Dave Chapin, Mayor
ATTEST:
____________________________
Tammy Nagel, Town Clerk
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RULES OF PROCEDURE
FOR THE APPEAL HEARING BEFORE THE VAIL TOWN COUNCIL
OF THE AUGUST 26, 2019
PLANNING AND ENVIRONMENTAL COMMISSION DECISION
REGARDING THE BOOTH HEIGHTS DEVELOPMENT
1. Purpose. These Rules of Procedure ("Rules") are adopted pursuant to Vail Town
Code § 12-3-3(F) to establish the procedures for a hearing to consider appeals of the
decision by the Planning and Environmental Commission (the "PEC") on August 26,
2019 approving the Booth Heights Development Plan (the "Decision"). These Rules are
limited to this hearing and any continuances thereof, and shall not apply to any other
hearings before the Town Council. These Rules are intended to establish reasonable
procedures to protect applicable due process rights and to ensure th at the hearing
proceeds in a fair and expeditious manner.
2. Background. As of September 16, 2019, the Town received 22 potential appeals
of the Decision. Appeals of PEC decisions are governed by Vail Town Code § 12 -3-
3(C). The Community Development Director reviewed all 22 potential appeals to
determine whether each purported appellant had standing. On September 23, 2019,
pursuant to Vail Town Code § 12 -3-3(C)(2), the Community Development Director
determined that 7 of the appellants had standing to file appeals (each an "Appellant"
and collectively the "Appellants"), and set a hearing before the Town Council on
October 15, 2019. The Town then notified all Appellants of the date of the hearing, as
well as the development plan applicant, Triumph Development ("Applicant"). The Town
also published notice of the hearing as required by Vail Town Code § 12-3-6.
3. Burden of Proof. All 7 appeals challenge the Decision as a whole, alleging that
the Decision should be overturned for various reasons. As such, the Town Council will
hear all 7 appeals at the same time. It is Appellants' burden of proof, as a whole, to
establish that the Decision was made in error.
4. Pre-Hearing Submittals. In compliance with Vail Town Code § 12-3-3(C)(3), the
PEC, through the office of the Community Development Director, will forward to the
Town Council prior to the date of the hearing a summary of all records concerning the
Decision. Additionally, Appellants and Applicant shall be allowed to submit to the office
of the Community Development Director written materials prior to the hearing for Town
Council's review. All written submittals must be relevant, legible, clearly labeled, signed
and dated. .
5. Appearance and Representation. All Appellants must appear in person at the
hearing to present evidence, unless they are represented by an attorney licensed in the
state of Colorado. Representation by anyone other than a licensed Colorado attorney is
prohibited. If any Appellant fails to appear in person at the hearing and is not
represented by counsel at the hearing, that Appellant's appeal shall be deemed
dismissed. No telephonic participation shall be allowed.
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6. Testimony. All Appellants giving testimony to the Town Council shall be deemed
to have given such testimony under oath. Each Appellant shall state their name and
address for the record prior to presenting any testimony. Inflammatory, irrelevant,
repetitive and incompetent testimony and hearsay will not be permitted.
7. Orderly Conduct. All persons appearing at the hearing shall act in an orderly and
courteous manner.
8. Order of Proceedings.
a. The Mayor shall open the hearing, and Town staff shall present the
procedural history, including dates of the PEC hearings and the Decision. The Town
Council may ask questions of Town staff during this presentation.
b. Each Appellant shall be allotted a total of 10 minutes to present evidence,
witness testimony, statements and arguments in support of the appeals, provided that
pooling of time shall be permitted between Appellants who are present at the hearing.
No cross examination of witnesses shall be allowed.
c. Applicant shall then present any evidence, witness testimony, statements
and arguments in support of the Decision. Applicant's presentation shall be limited to
70 minutes.
d. Town staff may then respond to or supplement the evidence and
testimony presented by Appellants and Applicant.
e. Following the Town staff presentation, the Town Council shall allow limited
public comment. Each public comment shall be limited to 3 minutes, provided that
pooling of time shall be permitted and repetitive and irrelevant comments may be
disallowed. Public comment shall be on a first-come, first-served basis, based on a
sign-in sheet at the hearing.
f. The Town Council shall have the right at any time to temporarily recess to
review any written evidence provided by any person if such review cannot occur while
the hearing proceeds.
9. Continuance. Once the hearing has commenced, the Town Council may
continue the hearing to a date certain upon its own motion, for good cause including
without limitation the need for additional time for presentation o r consideration of
evidence or the need for additional information. Re-notification to adjacent property
owners and interested parties shall not be required for any continued hearing. At the
continued hearing, no additional time shall be allotted for pub lic comment.
Notwithstanding the foregoing, the hearing shall be concluded and a final decision
rendered prior to the new Town Council members being sworn in to office.
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10. Decision. At the conclusion of all of the testimony, the Town Council may
deliberate. Following deliberation, the Town Council shall make a decision on all of the
appeals at once by a voice vote, and a simple majority shall be required to uphold or
reverse the PEC decision.
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I T E M /T O P I C: Town Manager E mployment Agreement
AT TAC H ME N TS:
Description
Town Manager Employement Agreement
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EMPLOYMENT AGREEMENT
THIS EMPLOYMENT AGREEMENT (the "Agreement") is made and entered into
this 1st day of October, 2019 (the "Effective Date"), by and between the Town of Vail, a
Colorado home rule municipal corporation (the "Town"), and Scott Robson ("Robson"),
an individual (each a "Party" and collectively the "Parties").
WHEREAS, the Town Council (the "Council") wishes to employ Robson as Town
Manager of the Town;
WHEREAS, the Council wishes to provide certain benefits, establish certain
conditions of employment and set working conditions for the Town Manager; and
WHEREAS, Robson wishes to accept employment as the Town Manager of the
Town under the terms and conditions set forth in this Agreement.
NOW, THEREFORE, in consideration of the mutual covenants herein contained,
the sufficiency of which is hereby acknowledged, the Parties agree as follows:
1. Duties. The Town agrees to employ Robson as Town Manager of the Town.
Robson shall commence full-time employment on or about November 1, 2019 (the
"Start Date"). As Town Manager, Robson shall perform the functions and duties
described in the Charter and ordinances of the Town, as well as the job description
attached hereto, and Robson shall perform such other legally permissible and proper
duties as the Town Council shall assign. Within 30 days of the Start Date: Robson
shall live in the Town and make the Town his primary residence; Robson's employment
with the Town shall be a full-time occupation; and Robson agrees to remain in the
exclusive employ of the Town and neither to accept nor to become employed by any
other employer. With the Town Council’s written approval, the Manager may accept
limited teaching, speaking, or writing opportunities, so long as such activities do not
interfere or conflict with his duties, functions, and responsibilities as Town Manager.
2. Term. The term of this Agreement shall be for 3 years from the Start Date;
provided, however, that nothing in this Agreement shall prevent, limit or otherwise
interfere with the right of the Town Council to terminate the services of Robson at any
time for any reason, subject only to Section 5 hereof, and nothing in this Agreement
shall prevent, limit or otherwise interfere with the right of Robson to resign at any time
from his position with the Town for any reason, subject only to Section 5 hereof.
Following the initial 3-year term, this Agreement shall automatically renew for additional
3-year terms, unless otherwise terminated as provided herein. The Parties agree to
review the contract terms 2 years from the Start Date.
3. Salary. Commencing on the Start Date, the Town shall pay Robson for his
services as Town Manager an annual salary of $175,000 annually (the "Base Salary"),
which shall be paid periodically in the same manner as other employees of the Town
are paid. The Base Salary may be increased by appropriate action of the Town Council
at any time. This Section shall not preclude the Town Council from awarding bonuses
based on performance.
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4. Benefits. In addition to the Base Salary, Robson shall receive the following
benefits during his employment as Town Manager, commencing on the Start Date:
a. Insurance and Disability. Health, vision and dental insurance shall be paid
by the Town for Robson and his dependents in the same manner as for all other full-
time Town employees. The Town shall provide workers' compensation insurance for
Robson as required by law. The Town shall provide short-term and long-term disability
for Robson in the same manner as for all other full-time Town employees.
b. Leave. Robson shall receive paid holidays, vacation leave and sick leave
earned in the same manner as employees of the Town earned at the accrual rate of 8
hours per pay period (4 weeks per year plus 6 holidays), which includes designated
holidays, and shall have four weeks of vacation accrual available on the Start Date.
c. Vehicle Allowance. The Town shall reimburse Robson the amount of
$500 per month to compensate for the use of his personal vehicle for business use.
The vehicle allowance shall be in lieu of mileage reimbursement. Use of a Town vehicle
may be provided where the employee is required to travel outside of local region for
Town business. If the Town provides the employee with a town vehicle for personal and
professional use, the vehicle will be in lieu of the vehicle allowance.
d. Retirement. Robson shall be eligible to participate in the retirement programs
established by the Town in the same manner as all other full-time employees of the
Town, including the Town's 401(a) retirement plan. The Town's contribution shall be
11.15% upon the Start Date, and shall increase to 16.15% after the first full year of
employment. In addition to the above contribution to Employee’s 401(a) defined
contribution retirement plan, the Town will provide a $4,400 contribution during
Employee’s first year of employment (allocated evenly throughout the year) to a
supplementary 457 defined contribution retirement plan on his behalf.
e. Life Insurance. The Town shall provide Robson with a $300,000 term life
insurance policy.
f. Recreation. The Town shall provide Robson the ski/fitness benefit
provided to other full-time employees of the Town (currently up to $800). Additionally,
the Town will provide a $100 per month allowance towards an athletic club membership.
g. Residence. The Town shall provide the Town Manager’s residence
located at 2507 Arosa Drive for Robson's use while employed as Town Manager. The
Town shall be responsible for all capital maintenance and insurance for the residence.
Robson shall responsible for day-to-day living expenses such as personal property
insurance, utilities, and snow removal. The use of this residence ends with the
separation from employment unless otherwise agreed to in writing with the Town.
h. Telephone. The Town shall provide Robson with monthly allowance of
125 for use of his personal mobile telephone for employment-related activities. The
telephone shall remain Robson's personal telephone, and nothing in this Agreement
shall render the telephone Town property.
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5. Voluntary Resignation: In the event that the Employee voluntarily resigns his
position with the Employer, the Employee shall provide a minimum of 60 days’
notice unless Employer and Employee agree otherwise.
6. Severance.
a. Amount. Except as otherwise provided in this Section, if Robson's
employment with the Town is terminated by the Town Council during such time that he
is willing and able to perform the duties of the Town Manager, the Town shall pay
Robson an amount equivalent to six (6) months of the then-current Base Salary plus
employment benefits, excluding the housing and vehicle benefits (the "Severance
Payment"). The Severance Payment shall be paid in a lump sum within 7 days of
termination, subject to all applicable taxes and withholding.
b. Termination for Cause. If the Town Council terminates Robson's
employment for cause, Robson shall not be entitled to the Severance Payment. For
purposes of this Agreement, "for cause" shall include any of the following: (i) if Robson
fails to perform any material term of this Agreement, and such failure continues for 21
days after written notice from the Town specifying the failure; (ii) if Robson commits any
illegal, dishonest or fraudulent act in connection with his employment as Town Manager;
(iii) if Robson is found to have taken a course of action which is materially detrimental to
the business of the Town (other than good faith actions to fulfill duties in the exercise of
business judgement and not inconsistent with direction of the Council); and (iv) if
Robson is convicted of a crime other than a misdemeanor traffic offense or petty
offense.
c. Resignation. If Robson resigns from his position as Town Manager,
Robson shall not be entitled to the Severance Payment.
d. Disability. If Robson is unable to perform his duties as Town Manager for
a period of 12 consecutive weeks and cannot be reasonably accommodated, the Town
shall have the option to terminate this Agreement, and shall pay Robson the Severance
Payment.
7. Hours of Work. It is recognized that the Town Manager must devote a great deal
of his time outside normal office hours to the business of the Town. Robson shall be
considered an exempt employee for purposes of the Fair Labor Standards Act, and
shall not be entitled to overtime.
8. Professional Development. Subject to such amounts as may be budgeted, the
Town, in its sole discretion, shall pay for expenses related to Robson's continuing
professional development, which includes attendance at various national or state
conferences, seminars, and continuing education programs. At a minimum, the Town
shall pay for Robson's membership in the International City & County Management
Association and the Colorado City & County Management Association.
9. Performance Evaluations. The Town Council shall provide Robson with a
performance evaluation at least once every 12 months, subject to a process, form,
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criteria, and format for the evaluation which shall be mutually agreed upon by the
Employer and Employee. Robson shall file a timely written response to each
performance evaluation. Following such response, the Town Council and Robson shall
meet in executive session, in compliance with the Colorado Open Meetings Law, C.R.S.
§ 24-6-401, et seq., to discuss the performance evaluation. Robson hereby waives any
right he may have to have such performance evaluations discussed in public under
C.R.S. § 24-6-402(4)(f).
10. Indemnification. Robson shall be defended and indemnified in his actions
undertaken in his official capacity pursuant to all insurance coverages maintained by the
Town and pursuant to the terms of the Colorado Governmental Immunity Act, C.R.S. §
24-10-101, et seq. Robson shall not, however, be indemnified for any act or omission
that is willful and wanton as those terms are defined in the Colorado Governmental
Immunity Act.
11. Miscellaneous.
a. Governing Law and Venue. This Agreement shall be governed by the
laws of the State of Colorado, and any legal action concerning the provisions hereof
shall be brought in Eagle County, Colorado.
b. No Waiver. Delays in enforcement or the waiver of any one or more
defaults or breaches of this Agreement by the Town shall not constitute a waiver of any
of the other terms or obligation of this Agreement.
c. Integration. This Agreement constitutes the entire Agreement between
the Parties, superseding all prior oral or written communications.
d. Third Parties. There are no intended third-party beneficiaries to this
Agreement.
e. Severability. If any provision of this Agreement is found by a court of
competent jurisdiction to be unlawful or unenforceable for any reason, the remaining
provisions hereof shall remain in full force and effect.
f. Modification. This Agreement may only be modified upon written
agreement of the Parties.
g. Assignment. Neither this Agreement nor any of the rights or obligations of
the Parties shall be assigned by either Party without the written consent of the other.
h. Governmental Immunity. The Town, its officers, employees and attorneys
are relying on, and do not waive or intend to waive by any provision of this Agreement,
the monetary limitations or any other rights, immunities, and protections provided by the
Colorado Governmental Immunity Act, C.R.S. § 24-10-101, et seq., or otherwise
available to the Town and its officers, employees or attorneys.
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i. Subject to Annual Appropriation. Consistent with Article X, § 20 of the
Colorado Constitution, any financial obligation of the Town not performed during the
current fiscal year is subject to annual appropriation, and thus any obligations of the
Town hereunder shall extend only to monies currently appropriated and shall not
constitute a mandatory charge, requirement or liability beyond the current fiscal year.
The failure of the Town Council to appropriate for any compensation due under this
Agreement shall constitute termination of Robson's employment as Town Manager,
effective January 1st of the following year (the year for which funds have not been
appropriated).
IN WITNESS WHEREOF, the Parties hereto have executed this Agreement as of
the Effective Date.
TOWN OF VAIL
________________________________
David Chapin, Mayor
ATTEST:
_________________________________
Tammy Nagel, Town Clerk
_________________________________
Scott Robson
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TOWN MANAGER
Job Description
Job Summary:
The Town Manager serves as the chief executive and administrative officer of the Town,
responsible for the proper administration of all affairs of the Town.
Supervision:
Works under the direction of the Town Council.
Essential Job Duties:
Hires, suspends, transfers and removes Town employees on the basis of ability,
training and experience of such employee in the work which they are to perform.
Serves as supervisor of all department heads and administrative staff.
Attends Council meetings and, in an advisory capacity, participates in discussions with
the Council.
Oversees preparation of an annual budget for Town Council approval and assumes
responsibility for said budget after its adoption.
Makes financial recommendations to the Town Council for adoption and keeps the
Council advised of the financial and future needs of the Town.
Prepares and submits to the Town Council a complete report on the finances and
administrative activities of the Town for the preceding year at the end of the fiscal year
and, upon request of the Town Council, makes written or verbal reports at any time
concerning the affairs of the Town.
Establishes and maintains a system of accounting and auditing for the Town which
reflects, in accordance with generally accepted accounting principles, the financial
condition and financial operation of the Town.
Becomes and remains familiar with all terms and conditions of all Town contracts, and
upon knowledge of any violation thereof, reports same to the Town Council for such
action and proceedings as may be necessary to enforce the same.
Provides for engineering, architectural, maintenance, legal, planning, construction, and
other services as required by the Town.
Works closely with the Town Council to implement its vision for the Town, and
serves as the liaison between the Town Council and Town staff.
Assures representation for the Town on various boards, committees and taskforces
concerning relevant local, state and national issues.
Represents the Town in local, regional, and statewide organizations.
Manages meetings with staff, consultants, elected officials, developers, other
government organizations, and other individuals and groups.
Performs such other duties as prescribed by ordinance or applicable law or as required
by the Town Council.
Demonstrates proactive leadership on economic development and retention,
competitiveness, infrastructure, livability, and other factors that help the Town achieve,
maintain and improve its reputation as a desirable place to live and work.
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Knowledge and Abilities:
Knowledge of the principles and practices of organizational management and public
administration.
Knowledge of the principles, practices, and legal requirements of personnel
management.
Knowledge of the principles and practices of municipal budgeting, budget preparation
and fiscal administration.
Knowledge of management analysis, methods of policy formulation and
implementation, and forms and records control including familiarity with basic computer
word processing, data basing and spreadsheet applications as they relate to these
issues.
Ability to manage a professional staff of municipal employees.
Ability to establish and maintain effective working relationships with employees, Town
officials, residents, public groups, other agencies and peers in other communities.
Special License, Registration, or Certification Required:
Graduation from an accredited 4-year college or university with major coursework in public
administration or business administration supplemented by graduate study in public
administration or a related field and at least 5 years of municipal or county administration
or research experience involving a variety of management, fiscal, personnel, and public
relations activities or any equivalent combination of education and experience.
Relationship of Town Council to Town Manager:
Except for the purpose of inquiries, individual Town Council members shall deal with the
Town staff solely through the Town Manager, and an individual Town Council member
shall not give orders to any subordinate of the Town Manager.
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VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C: SkiData Contract for P arking System Upgrade
AT TAC H ME N TS:
Description
SkiData Contract
October 1, 2019 - Page 27 of 299
To: Vail Town Council
From: TJ Johnson, IT Director
Date: October 1, 2019
Subject: SkiData Contract for Parking System Upgrade
I. PURPOSE
The purpose of this item is to:
• Provide background information regarding the Parking System Upgrade
• Obtain Council approval to authorize the Town Manager to enter into an agreement with
SkiData to upgrade the Town’s Parking system.
II. BACKGROUND
The Parking system has been functioning on the same hardware since its inception six years
ago. At this time, both a hardware and software upgrade is required in order to bring the system
up-to-date and provide full functionality. Additionally, credit card rules have continued to tighten
over the years and we have determined that new credit card processing devices are required to
ensure compliance with these rules. These new Point To Point Encryption (P2PE) devices
provide additional security for the credit card processing, and also meet the Town’s obligations
regarding the credit card industry’s compliance guidelines, known as the Payment Card Industry
Data Security Standards (PCI DSS).
III. SUMMARY
Benefits
• More secure credit card transactions
• Opportunity to leverage License Plate recognition
o Current LPR system not functioning properly
• Modernized operating systems, updated workstations
Costs
• $32,000 to upgrade the parking system
• $73,000 to add P2PE credit card devices
• Funding was already authorized in a Parking Entry systems capital project, although not
specifically dedicated to an upgrade. Since other work is not required, these approved
funds will now be used for the upgrade instead.
Risks – if we do NOT proceed with the upgrade
• It’s possible that we could be out of compliance with the PCI DSS
• Poor performance/functions of a dated system
IV. ACTION REQUESTED OF COUNCIL
Authorize the Town Manager to enter into an agreement with SkiData to upgrade the Town’s
Parking system for an amount not to exceed $105,000.
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VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C: T he Civic A rea P lan defines the vision for a revitalized community focal point in
the Town of Vail and lays out a framework for connecting the community, fostering collaboration,
and creating spaces for residents and guests to share ideas.
P RE S E NT E R(S ): Matt Gennett, Director of Community Development
AC T IO N RE Q UE S T E D O F C O UNC I L: Staff requests the Town Council review the master
plan document, view the presentation and provide feedback.
B AC K G RO UND: The properties included in the study area are the L ionshead Parking and
Transportation Center, charter bus lot, Dobson I ce Arena, L ot 10, Vail P ublic L ibrary and Vail
municipal building complex.
AT TAC H ME N TS:
Description
Staff Memorandum
Presentation
Draft Final Document
October 1, 2019 - Page 29 of 299
To: Town Council
From: Matt Gennett, Community Development Director
Date: October 1, 2019
Subject: Civic Area Plan – Presentation from the Project Team
I. INTRODUCTION
Starting in mid-December 2018, staff and the town’s planning consultant team have
gathered community feedback on ideas for future improvements to town-owned
properties in the Civic Area, and presented this input to the Council in a series of public
meetings. The properties included in the study area are the Lionshead Parking and
Transportation Center, charter bus lot, Dobson Ice Arena, Lot 10, Vail Public Library and
Vail municipal building complex.
The outreach generated responses from hundreds of participants who have provided
input through a series of online surveys hosted by the Town over the past eight months at
EngageVail.com. In addition, many different stakeholder groups have shared their ideas
including adjacent property owners, identified stakeholder groups, members of town
boards and commissions, representatives from the Eagle River Youth Coalition, as well
as facility managers and users.
The master plan document includes key themes expressed during the three community
engagement phases which have been incorporated into the plan. These primary themes
have included a desire for better mobility, a multi-purpose community center, a new and
improved Dobson Ice Arena, additional community meeting and recreation spaces, a
second sheet of ice, enhanced public and natural spaces, and the recognition of the
library as a highly valued community asset with expansion potential.
The information received through this robust public engagement process and the ensuing
dialogue has been presented to the Council in seven updates and was used to refine the
concepts and corresponding images throughout each step of the process. All of the
information gathered to date has been taken into consideration by the project team to
form the scenarios that merited further exploration. The results of these efforts have been
distilled down to three options for the Civic Area Plan study area (see page 2).
II. SUMMARY
The Civic Area Plan defines the vision for a revitalized community focal point in the Town
of Vail; a place where facilities, activity, and programing will bring people together for
cultural, social, and recreational experiences. The plan is about defining a vision for what
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Town of Vail Page 2
the civic area can become and providing a path forward to reach the implementation of
this vision. It also lays out a framework for connecting the community, fostering
collaboration, and creating spaces for residents and guests to share ideas. Our
presentation will take the PEC through the public engagement process and highlight the
“big ideas” that resonated with the public and Council as the project team continued to
refine these concepts. The efforts to date have also included in-depth financial feasibility
and market studies to accurately consider the economics of each of the three concepts
presented in the plan.
III. ACTION REQUESTED BY THE TOWN COUNCIL
Staff asks the Town Council to review the master plan document, view the presentation,
and provide feedback. The project team will return to Council on October 15, 2019 with
the final draft and a resolution for adoption of the Vail Civic Area Plan.
ATTACHMENTS:
A: Vail Civic Area Plan
B: Presentation
October 1, 2019 - Page 31 of 299
Town of Vail Civic Area Plan
Town Council Review
October 1, 2019
October 1, 2019 - Page 32 of 299
Today’s Agenda
Civic Area Plan
•Chapter 1/Introduction
•Chapter 2/Overview
•Chapter 3/Vail’s Civic Area
•Chapter 4/Implementation
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Chapter 1/Introduction
Goals
Context
How the Plan will be used
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Project Goals:
●Engage the community to identify opinions for the Civic Area;
●Evaluate issues, opportunities, and constraints and identify
potential highest and best uses;
●Prepare a plan that is viable, economically feasible, reflective
of community goals, and responsive to the site and
surrounding neighborhood, and
●Define strategies for decision-making and the implementation
of improvements to the Civic Area.
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What makes a civic area?
Facilities
Programing and Activities
Outdoor spaces/nature
Connectivity
Interaction
Community
“Place Making”
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Study Area
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How Plan will be used
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Chapter 2/Overview
The Vision
Guiding Principles
The Study Area
Planning Process/Community Engagement
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A new, unique activity center for Vail
Civic focus
Link between VV and LH
Place for engagement
Place for all
Open and Inviting
Bring people together
Economic vitality
Scaled to its surroundings
Vibrant outdoor spaces
Connection with the outdoors
The Vision
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Vail’s Civic Hub
A welcoming place
Public buildings and spaces
Engagement and collaboration
Connectivity
A Place for Community
Architecture and design
Indoor and outdoor spaces
Multi-use
Complimentary to Vail Village and Lionshead
Guiding Principles
The Outdoors and Nature
Outdoor gatherings
Public art
Gore Creek and Middle Creek
Streets as linear parks
Sustainability
Collaborations and partnerships
Environmental stewardship
Housing
Financial considerations
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●Study/understand the
sites
●Engage the community
●Identify potential
improvements
●Test ideas
●Costs and funding
options
●Refine ideas
●Draft plan
Overview of Process
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• Community “kick-off” meeting
• Process Steering Committee
• EngageVail.com with three “windows of engagement”
746 people registered/9,000 visits/input from 715 people.
• Direct outreach and meetings with neighboring property
owners, citizens, stakeholders and community groups
• Town staff attendance at Town Picnics, the annual town
meeting, etc.
• Seven work sessions with the Town Council with public
comment
Community Engagement
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●Improve and expand parking and accessibility throughout.
●Improve pedestrian access, safety, aesthetics.
●Improve community green spaces, integrate local art.
●Upgrade Dobson Ice Arena: expand its uses (evaluate the need for a
second sheet of ice/multi-use), improve its aesthetics.
●Keep the Vail Public Library where it is; link it with Dobson Ice Arena.
●Improve the Municipal Complex aesthetics, or relocate/redevelop site.
●Better utilize the Charter Bus Lot.
●Implement a community facility with flexible space for multi -function
events, community gatherings, performing arts, recreation .
●Support the active community with outdoor recreation spaces.
●Explore housing opportunities.
●Advocate public-private partnerships within the civic area.
Community Engagement/11 Key Takeaways
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Chapter 3/Vail’s Civic Area
Introduction
Municipal Building Site
Civic Hub
•Vail Public Library
•Lot 10/Middle Creek Parcel
•Lionshead Parking Structure
•Charter Bus Lot/Dobson Arena
Public Spaces and Connectivity
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Introduction
October 1, 2019 - Page 46 of 299
Introduction
Municipal Building Site
Civic Hub
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Introduction
Public Spaces and
Connectivity
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Introduction
The Big Idea
Approaches
Planning Considerations
Next Steps
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October 1, 2019 - Page 50 of 299
Municipal Building Site
The Big Idea
•Address aging structure
•Re-locate all or some uses
•Allow for other development
•Pedestrian crossing
•South Frontage Road
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Municipal Building Site
October 1, 2019 - Page 52 of 299
The Civic Hub
Lionshead
Parking
Structure
Vail Public
Library Lot 10
Middle
Creek
Parcel
Dobson Ice
Arena
Charter
Bus
Lot
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Vail Public Library
The Big Idea
• Potential for a second floor to the
building
• Enhance the south lawn
• Gore Creek and Middle Creek
• Safety and aesthetics of pedestrian
corridor
• Parking availability for Library users
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Vail Public Library
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Vail Public Library
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Lot 10/Middle Creek Parcel
The Big Idea
• Replace the existing parking lot with a
new outdoor public space.
• Animate this public space
along the Town’s primary pedestrian corridor
• Restore and enhance the Middle Creek
corridor and integrate with Lot 10.
Lot 10
Middle
Creek
Parcel
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Lot 10/Middle Creek Parcel
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Lionshead Parking Structure
The Big Idea
• Improve the walking experience
• Landscape and streetscape improvements
• Animate the street with a “building wrap” at
south side of the structure
• Potential for workforce housing
• Continue maintenance to extend life of the
Lionshead Parking Structure.
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Lionshead Parking Structure
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Lionshead Parking Structure
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Charter Bus Lot/Dobson Ice Arena
images
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Charter Bus Lot/Dobson Ice Arena
The Big Idea
• Synergy between facilities and spaces.
• Ice facilities sufficient to meet the needs
of Vail’s skating community.
• Address Dobson Ice Arena’s obsolescence
and poor aesthetics
• Multi-purpose events facility
• Community spaces/small theater
• Outdoor public places
• Incorporate mixed-uses
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Charter Bus Lot/Dobson Ice Arena
The Approach/How to address goals for:
•Ice
•Multi-purpose events facility
•Other uses
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Charter Bus Lot/Dobson Ice Arena Option #1
Option #1
• New Dobson Ice Arena
• Multi-purpose events
facility
• Small community
theater
• Community use
building
• Public plazas
• Parking
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Charter Bus Lot/Dobson Ice Arena Option #1
October 1, 2019 - Page 66 of 299
Charter Bus Lot/Dobson Ice Arena Option #1
October 1, 2019 - Page 67 of 299
Charter Bus Lot/Dobson Ice Arena Option #1
October 1, 2019 - Page 68 of 299
Charter Bus Lot/Dobson Ice Arena Option #2
Option #2
• New, larger Dobson Ice
Arena/events facility
• Utilitarian ice rink
• Small community theater
• Community use building
• Town Hall services
• Public plazas
• Parking
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Charter Bus Lot/Dobson Ice Arena Option #2
October 1, 2019 - Page 70 of 299
Charter Bus Lot/Dobson Ice Arena Option #2
October 1, 2019 - Page 71 of 299
Charter Bus Lot/Dobson Ice Arena Option #3
Option #3
• Renovated Dobson Ice
Arena
• Multi-purpose events
facility
• Air-rights development
for potential P3
• Public plazas
• Parking
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Charter Bus Lot/Dobson Ice Arena Option #3
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Charter Bus Lot/Dobson Ice Arena Option #3
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Charter Bus Lot/Dobson Ice Arena
Planning and design considerations
• Practical carrying capacity of the site
• The design and scale of buildings
• Outdoor spaces
• Vail International
• The hotel shuttles
• Access from South Frontage Road
• New west entry in Dobson Ice Arena
• Additional recreation uses within Dobson Ice Arena
• Parking demand of new development
• Snow storage area
• Short-term storage of RV’s, buses and large trucks.
• Ice during Dobson construction
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Public spaces and connectivity
The Big Idea
• Reinforce Vail’s primary pedestrian
and transit corridor
• Integrate public plazas with the design
of buildings to encourage the use and
• Establish a pedestrian walk along
Middle Creek
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Public spaces and connectivity
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Public spaces and connectivity
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Public spaces and connectivity
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Public spaces and connectivity
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Chapter 4/Implementation
Civil Engineering
Traffic
Zoning and Parking
Environmental Inventory
Sustainability
Project costs and funding options
Next Steps
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Civil Engineering/Traffic/Environmental Inventory
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Zoning and Parking
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Sustainability
1. Solid Waste Stream Diversion and Recycling
2. Energy Efficiency
3. Ecosystem Health
4. Sustainable Economic and Social Development
5. Public Education and Communication
6. Transportation
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Costs and Funding Options
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Costs and Funding Options
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Next Steps: Municipal Building Site
• Determine the feasibility and
desirability of re-locating municipal
functions
• Schematic design plans of potential of
development sites
• Determine the preferred land use for
site
• Explore P3 opportunities
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Next Steps: Vail Public Library
• Identify the Library’s long-term space
needs and potential for outdoor
programing
• Evaluate the need for community space
• Coordinate with the Town’s
Environmental Sustainability Department
• Identify programs to improve library
user’s experience
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Next Steps: Lot 10/Middle Creek Parcel
• Community design process for
improvements to Lot 10
• Initiate dialogue with neighboring
property owners
• Coordinate with the Environmental
Sustainability Department on
improvements to Middle Creek.
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Next Steps: Lionshead Parking Structure
• Define need for community uses and determine the preferred use(s) of the building wrap
• Complete schematic design to better understand development
• Explore opportunities for public/private collaborations
• Prepare schematic designs for streetscape improvements to East Lionshead Circle
October 1, 2019 - Page 90 of 299
Next Steps: Charter Bus Lot/Dobson Ice Arena
October 1, 2019 - Page 91 of 299
Next Steps: Charter Bus Lot/Dobson Ice Arena
• Comprehensive market and economic analysis.
• Schematic design of ice and multi-purpose event facilities
alternatives, understand multi-use potential
• Define design and programmatic approach for ice and multi-
purpose event facilities
• Study if/how other uses and improvements at the Charter Bus Lot
can be accommodated
• Prepare updated cost estimates and define funding strategies
• Based on the results of the five steps above, finalize the
development program and design plans for Charter/Dobson
October 1, 2019 - Page 92 of 299
Next StepsAugust 20th Town Council WS
August 26th PEC Work session
September 16th Release of Plan
September 23rd PEC Work session
October 1st TC Formal Review
October 14th PEC hearing
October 15th TC Formal Review
November 5th if needed
October 1, 2019 - Page 93 of 299
End of presentation
October 1, 2019 - Page 94 of 299
An Element of the Vail Comprehensive Plan
Adopted on _________ , Resolution # XX, 2019October 1, 2019 - Page 95 of 299
Vail Town Council
Dave Chapin, Mayor
Jen Bruno, Mayor Pro Tem
Travis Coggin
Kevin Foley
Kim Langmaid
Jen Mason
Greg Moffet
Vail Planning and Environmental
Commission
Brian Stockmar, Chairman
Ludwig Kurz
Rollie Kjesbo
Pam Hopkins
Brian Gillette
Karen Marie Perez
John Ryan Lockman
Town of Vail Staff
Matt Gennett
Tom Kassmel
Suzanne Silverthorn
Braun Associates
Tom Braun
Nick Braun
4240 Architecture
Lou Bieker
DJ Gratzer
Russell & Mills Studio
Craig Russell
Trestle Strategy Group
Danica Powell
Marine Siohan
Economic & Planning Systems
Andrew Knudtsen
Tim Morzel
Alpine Engineering
Gary Brooks
Kimley Horn
Curtis Rowe
Watershed Environmental
Daiva Miselis
Acknowledgments October 1, 2019 - Page 96 of 299
I. INTRODUCTION.......................................................... Introduction Goals of the Civic Area Plan The Civic Area and Context How Plan will be used
II. OVERVIEW OF THE PLAN......................................... The Vision Guiding Principles The Study Area The Planning Process and Community Engagement
III. VAIL’S CIVIC AREA.................................................... Introduction Municipal Building Site The Civic Hub Vail Public Library Lionshead Parking Structure Lot 10 Charter Bus/Dobson Ice Arena Public Spaces and Connectivity
IV. IMPLEMENTATION.................................................... Next Steps Funding Options Environmental Considerations Other Considerations
V. APPENDIX................................................................... Preliminary Traffic Assessment Preliminary Civil Engineering Assessment Civic Area Plan Environmental Review
0202030508
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October 1, 2019 - Page 97 of 299
2 | Town of Vail Civic Area Plan
I. INTRODUCTION
The Town of Vail exemplifies the contemporary ideal of a resort community
in the American West. A resort at its core, Vail is also home to over 5,000
permanent residents who embody a mountain lifestyle fostered by small-town
values and enhanced by boundless recreational and cultural opportunities.
Coupled with these “core locals”, Vail is also a seasonal home to thousands
of second-home owners and annually welcomes tens of thousands of guests in
Vail’s hotels, lodges and vacation homes.
Vail was originally developed as a ski resort
and to this day the outdoors and recreation
define much of what this community is all
about. Bordered by national forest lands
that define the physical limits of the Town,
these lands offer an array of summer and
winter recreation opportunities. The crown-
jewel of these federal lands is Vail Mountain
itself, one of North America’s largest ski
areas and widely regarded as one of the
best ski mountains in the world. Recreation
trails, Gore Creek, Ford Park and many
neighborhood parks further reinforce the
way the community values of the outdoors
and recreation.
Vail hosts a myriad of cultural and special
events throughout the year, many of them at
the Gerald R. Ford Amphitheater. Bravo!Vail,
the Vail Dance Festival, Vail Jazz Festival,
Vail Film Festival, and the Whistle Pig and
Hot Summer Nights concert series are
mainstays of the community’s cultural scene.
Throughout the year special events such as
the GoPro Games, Taste of Vail, Oktoberfest,
PinkVail, and the Burton Open bring an
unparalleled level of activity and vibrancy to
the streets of Vail Village and Lionshead.
Vail Village and Lionshead are idyllic,
pedestrian-oriented villages that also provide
the Town’s primary portals to Vail Mountain.
Connected by the Town’s transit system, the
majority of the Town’s lodging facilities are
located in these two villages. Anchored by
their restaurants, shops and galleries, Vail
Village and Lionshead are Vail’s two main
activity centers.
Vail is a vibrant, active town and is widely
acknowledged as one of the worlds’ premier
mountain resort communities. The Town’s
amenities provide wonderful venues for the
community that are integral to the fabric
of Vail and are foundational to what makes
Vail a special place. Built upon a world-class
reputation and travel destination, Vail has
an opportunity through the outreach, vision
and implementation defined by this Civic
Area Plan to enhance its investment in the
community.
October 1, 2019 - Page 98 of 299
Introduction | 3
Goals of the Civic Area Plan
Notwithstanding its villages, infrastructure,
and facilities, Vail is lacking a central place
for community, a true civic place that is
designed for and used by residents, second
homeowners and guests to gather, to
connect, to collaborate, and to exchange
ideas; a place that will foster and strengthen
the community.
There is no prescribed formula for the
elements that create a civic area. A civic area
could be a single building or be comprised
of multiple buildings within a defined district.
They are often located in a prominent,
central area of a community with strong
connectivity to other neighborhoods and
activity centers. They may be created or
may evolve organically over time. Public-
purpose buildings often anchor a civic area,
and outdoor features and gathering spaces
are commonly used to animate these areas
and to link buildings and uses. Whether
the use is for government, culture, athletics
or events, civic areas provide a place for
community engagement.
The Vail Civic Area Plan is intended to define
a vision for what this place can be and to
provide a framework, or a path forward, for
how Vail can create a Civic Area. This plan
is about “place making”. It is about the
facilities, buildings and programing to be
found in the civic area. But it is also about
the “places in between”, and how outdoor
gathering places, pedestrian linkages and a
connection with nature can be used to create
a place with character, spirit, and soul.
Vail’s Civic Area is not a new idea. While
referred to as the Vail Civic Center, the
Lionshead Redevelopment Master Plan
(LHMP) contemplates a civic complex
anchored by the Vail Public Library, Dobson
Ice Arena and the Charter Bus Lot. The
LHMP makes no recommendations as a
specific development program for the
Charter Bus Lot, but does identify uses
suggested during the master planning
process that include a performing arts
center, conference center, recreation center
and a second ice rink connected to Dobson
Ice Arena. During the LHMP process the
community “expressed a strong preference
for a locally relevant development serving
the local community as well as destination
visitors”.
October 1, 2019 - Page 99 of 299
4 | Town of Vail Civic Area Plan
Vail’s Civic Area will create a new activity center that will compliment Vail
Village, Lionshead, and Ford Park. Vail’s civic area represents a transformational
opportunity for the Town to create a truly unique and vibrant place.
The goals for the Civic Area Plan were
defined early in the planning process and
involved:
• Engaging the community to
understand their thoughts, goals
and opinions for the Civic Area.
• Understanding the context of and
lands within the Civic Area, while
identifying and evaluating issues
and opportunities relative to the
potential use of these lands.
• Preparing a plan that is viable,
economically feasible, reflective of
community goals, and responsive
to the sites and surrounding
neighborhood.
• Defining strategies for decision-
making and the implementation of
improvements within the Civic Area.
October 1, 2019 - Page 100 of 299
Introduction | 5
The Civic Area and Context
The Civic Area includes seven sites that
comprise a total of 10.9 acres. Some of these
sites are comprised of multiple parcels and
with the exception of the Municipal Building
site, all sites are contiguous. Each of these
parcels is owned by the Town of Vail.
There are a number of existing community
facilities in the Civic Area that serve a civic
purpose. These include Dobson Ice Arena,
Vail Public Library, Lionshead Parking
Structure, the Visitor’s Welcome Center, and
the Municipal Building.
A more detailed analysis of the sites within
the Civic Area is provided in Chapter 2.
October 1, 2019 - Page 101 of 299
6 | Town of Vail Civic Area Plan
The Civic Area is strategically located
between Vail’s two main activity centers,
Vail Village and Lionshead. The Civic Area
presents an opportunity to create a new
activity center, albeit one with a different
focus, that will compliment Vail Village
and Lionshead, while strengthening the
connection between them.
Vail Village and Lionshead are linked by
the Town’s primary pedestrian and transit
corridor that runs along West Meadow Drive
and East Lionshead Circle. This corridor
runs directly through the Civic Area. People
moving between Vail Village and Lionshead,
be it by foot, bike or bus, will interface
directly with the Civic Area. By doing so,
the Civic Area will reinforce the fabric of
Town, creating a new activity center mid-way
between Vail Village and Lionshead.
Other key contextual features of the Civic
Area are Gore Creek and Middle Creek.
These creeks surround the Civic Area and
present opportunities to integrate Civic
improvements and uses within these natural
features.
“We have been blessed with past Town Councils who made many decisions that have
been foundational in shaping the fabric of our town and in making Vail a world-class resort
community. Some of these decisions, such as acquiring Ford Park, or building facilities like
Dobson Ice Arena and town parking structures may well have been considered bold at that
time. The Civic Area Plan provides a vision for implementing improvements that will be
transformational to our Town and in doing so further the legacy of our past leaders.”
— Dave Chapin, Mayor
October 1, 2019 - Page 102 of 299
Introduction | 7
Municipal Building Site
Lot 10
Vail Public Library
Dobson Ice Arena
Charter Bus Lot
Lionshead Parking Structure
Middle Creek Parcel
“...this Plan will implement the Town’s long-standing goal to create a true
civic place. the Civic Area will reinforce the fabric of Town, creating a new
activity center mid-way between Vail Village and Lionshead”
Municipal Building Site
Lot 10
Vail Public
Library
Dobson Ice
Arena
Charter Bus
LotLionshead
Parking
Structure
Middle
Creek Parcel
October 1, 2019 - Page 103 of 299
8 | Town of Vail Civic Area Plan
How the Civic Area Plan will be used
This master plan defines a vision for the
Civic Area that evolved during a year-long
planning process. The vision was defined
in large part from input provided during
extensive outreach to the public and to
community stakeholders. The Plan is a
guiding document for the community and
Town Council to use in defining specific steps
toward creating the Civic Area. Specifically,
the Civic Area Plan identifies:
While this Plan defines goals for the Civic
Area, it is important to note that as a master
plan, this document has limitations. The Plan
is visionary, and it is aspirational. But it is not
a detailed development plan. At a high level,
the Plan defines goals and opportunities,
and it defines challenges or considerations
that will need to be better understood and
then addressed during future steps in the
planning and design process. The Plan can
be considered a road map to the Town’s
goals for the Civic area, with the caveat that
the exact route used to get there will be
determined after more study, planning, and
design subsequent to the adoption of this
Plan.
The Civic Area Master Plan represents an
initial step in the process of creating the
Town’s Civic Area. It provides a framework,
or a path forward for how the Town can
move toward the creation of Vail’s Civic
Area. The Plan is advisory in nature. It is
a guiding document that will be used over
time by current and future Town Councils
over the next many years. Chapter 4 outlines
an overall approach to implementation, the
need for subsequent studies, analysis, and
detailed design, and potential phasing and
funding strategies.
• Goals for improvements and
facilities within the Civic Area.
• Potential outdoor spaces and
gathering places to create “a place”.
• Ways to connect with nature
and the outdoors.
• Issues, challenges, and
opportunities to be considered
during subsequent steps in the
implementation of the Civic Area.
October 1, 2019 - Page 104 of 299
Introduction | 9October 1, 2019 - Page 105 of 299
10 | Town of Vail Civic Area Plan
II. OVERVIEW OF THE PLAN
The vision for Vail’s Civic Area is to establish a new place in Vail, a
vibrant activity center for residents and guest of Vail. The area will have
a strong “sense of place”. Buildings and outdoor spaces will be designed
to acknowledge their setting, to capitalize on views, and to allow users to
perceive and interact with the Civic Area while always being reminded they
are in Vail. With Middle Creek and Gore Creek as a focal point, buildings
and improvements will have a strong connection with nature. This new
place will provide a gathering place for the community and serve as the civic
heart of Vail.
The Vision
Anchored by Vail Village to the east and
Lionshead to the west, Vail’s Civic Area will
create a new activity center that will add to
the fabric of the community by bridging the
gap between Vail’s two iconic villages. This
will be a place that is unique to Vail. It will
be a place with a focus on civic engagement,
a place with facilities and programs that will
draw a broad range of users and groups. Be
it for education, for recreation, or to attend
a performance, special event or community
gathering. Venues in the Civic area will be
the catalyst bringing people together by
hosting these and other activities.
The Civic Area will be open and inviting to
all, a place where people of all ages and
backgrounds are welcome. It will be a place
that is appropriately scaled to its setting,
the size of buildings will not compromise
the potential for engaging public outdoor
spaces. The Civic Area is where residents
and guests will gather to mingle, to engage,
to collaborate, and above all to enjoy Vail.
October 1, 2019 - Page 106 of 299
Overview | 11
The Guiding Principles
The following principles define the vision
for Vail’s Civic Area. These principles will
be used to guide decision-making during
subsequent steps and in the planning and
design of the Civic Area.
VAIL’S “CIVIC HUB”
Vail’s Civic Area will serve as the community’s
primary activity center that is designed for
and used by residents, second homeowners
and guests to gather, connect, collaborate,
and exchange. Vail’s Civic Area is a mixed-
use place that will foster and strengthen
community.
A welcoming place
The design of improvements along with the
activities and programing to be offered at
the Civic Area create a welcoming, inclusive
place that is open to locals and guests, of all
ages, income levels, and backgrounds.
Public buildings and spaces
Provide buildings, facilities and
improvements that meet the diverse needs
of the community, be it for the arts, culture,
education, athletics or commerce.
PLACEHOLDER IMAGE
October 1, 2019 - Page 107 of 299
12 | Town of Vail Civic Area Plan
Engagement and collaborations
Strengthen Vail’s sense of community
by providing venues and supporting
programing that will foster engagement,
collaborations and explorations.
Connectivity
The Civic Area’s location along Vail’s main
east/west pedestrian and transit corridors
and its location between Vail Village and
Lionshead presents an opportunity to
strengthen the connectivity between these
two activity centers.
A PLACE FOR COMMUNITY
The Civic Area will provide locations for
existing, expanded and new facilities for
the arts, culture, commerce, athletics, and
education. These facilities will provide
a catalyst for community engagement,
exploration, and collaboration.
Architecture and design
The Civic Area has the potential to be
a showcase of design excellence with
aesthetically compelling architecture, and
site and landscape design that effectively
blends the built and natural environments.
Indoor and outdoor spaces
Facilities will be designed to be integral with
the outdoors and designed to create spaces
that allow users to interact in formal and
informal settings.
Multi-use
When feasible, buildings and spaces will be
designed to accommodate a variety of uses
and in doing so, increase the utilization of
buildings, facilitate collaborations between
different user groups and add to the vibrancy
throughout the Civic Area.
Complimentary to Vail Village and
Lionshead
Improvements to and the future use of
the Civic Area will have a decidedly public
purpose. While distinctly unique from Vail
Village and Lionshead, the Civic Area should
complement Vail’s other established activity
centers.
THE OUTDOORS AND
NATURE
A focal point in the design of the Civic
Area is the creation of public spaces for
the community to enjoy the outdoors and
to provide venues for informal gathering
October 1, 2019 - Page 108 of 299
Overview | 13
and events. Improvements to Gore Creek
and Middle Creek that enhance, embrace
and protect these corridors should be
implemented.
Outdoor gatherings
Public spaces should be designed to be
integral with indoor spaces, to capture
views and solar opportunities, and to
reinforce pedestrian corridors by creating
gathering places and areas for activity and
engagement.
Public Art
Coordinate with the Art in Public Places
board to identify opportunities for
integrating art into outdoor spaces.
Gore Creek and Middle Creek
Encourage the restoration of the Gore
Creek stream tract and riparian habitat
and implement landscape improvements
to limit access into this corridor. Explore
opportunities to return Middle Creek to a
more natural, organic condition and provide
limited opportunities for access to enjoy this
water course.
Streets as linear parks
Enhance the West Meadow Drive and
East Lionshead Circle pedestrian corridor
with safe walkways, landscaping, lighting,
seating and gathering places to create a
safe, welcoming, aesthetically pleasing,
and animated linear park. An underlying
goal of these improvements is to reinforce
the connection between Vail Village and
Lionshead.
SUSTAINABILITY
Buildings and uses within Vail’s Civic Area
will enhance economic vitality and exemplify
the community’s values for environmental
stewardship and sustainability.
Collaborations and Partnerships
Collaborate with the private sector and
other local organizations in the programing,
administration, and operation of
improvements within the Civic Area.
Environmental stewardship
Incorporate renewable energy resources in
the design and construction of new buildings
improvements that conserve energy and
water, and minimize waste and carbon
emissions, manage buildings and events to
be “zero waste”.
October 1, 2019 - Page 109 of 299
14 | Town of Vail Civic Area Plan
Housing
Strengthen Vail’s sense of community by
providing opportunities for the development
of workforce housing.
Financial considerations
Utilize sound financial analysis and decision-
making with respect to both capital
expenditures and on-going maintenance and
operations costs.PLACEHOLDER IMAGE
October 1, 2019 - Page 110 of 299
Overview | 15
The Study Area
Town of Vail owned lands that comprise the Civic Area total 10.9 acres. Below are descriptions
of these lands and other site and development related considerations.
Municipal Building Site
Lot 10
Vail Public
Library
Dobson Ice
Arena
Charter Bus
LotLionshead
Parking
Structure
Middle
Creek Parcel
October 1, 2019 - Page 111 of 299
16 | Town of Vail Civic Area Plan
Municipal Building Site – 2.1 acres
A variety of municipal services, including Administration, Finance, Community Development,
Vail Police Department, the Council Chambers and a recycling center are located on this parcel.
The site is zoned General Use.
The site is bound by Interstate 70 and the South Frontage Road. The South Frontage Road
presents a barrier between the Municipal Building Site and the rest of Vail. Planned upgrades
to the South Frontage Road include a roundabout to be located at the western end of the
parcel. Access for any new development at this site will likely be from this new roundabout.
The Community Development and Administration buildings are 45 years old. Building
deficiencies are significant and include items such as the roof, HVAC and electrical systems,
ADA compliance, inadequate parking and poor energy efficiency. For these and other reasons,
the Town has explored the demolition and redevelopment of these buildings.
Lot 10 – 0.5 acres
Lot 10 includes a portion of the Gore Creek Trail, and a parking lot on the northern third of the
property that for many years has been used by Library Staff. The parking lot is approximately
12,000 square feet in size and is integrated with Vail Health’s adjoining parking lot. For the past
few years, much of this parking lot has been used by Vail Health for construction staging during
the redevelopment of the campus. The site is zoned General Use.
Land immediately to the north of Lot 10 is part of the Evergreen Lodge site. The Lionshead
Redevelopment Master Plan contemplates the redevelopment of the Evergreen Lodge. If or
when this occurs, the Master Plan suggests a pedestrian corridor be developed along the south
side of the site that would connect Lot 10 with the South Frontage Road and the Municipal
Building Site.
Middle Creek is located immediately west of Lot 10. This portion of Middle Creek is located
on a parcel of land owned by the Eagle River Water and Sanitation District. This creek corridor
is currently overrun with vegetation and the creek appears to have been channelized. It could
benefit from reclamation.
October 1, 2019 - Page 112 of 299
Overview | 17
Vail Public Library – 0.9 acres
The Vail Public Library provides many community services and hosts a wide variety of adult and
youth programs. The Library’s Community Room is actively used for meetings and events. The
Library’s location on the in-town bus route makes it accessible to both residents and guests.
The site is zoned General Use.
The Middle Creek corridor defines the eastern boundary of the site. Located on a separate
town-owned parcel, the Gore Creek corridor defines the south side of the Library. While
these two creeks contribute to the Library’s idyllic setting, the creek banks have been heavily
impacted by human use and are in need of restoration. The Gore Creek Recreation Trail runs
along the south side of the Library.
Middle Creek Parcel – 0.5 acres
Located immediately south of the South Frontage Road, this narrow parcel is just 60’ wide and
includes the Middle Creek corridor. The site is zoned Natural Area Preservation.
Other than for the possibility of a recreation trail, this parcel has no development potential.
This creek corridor is currently overrun with vegetation and the creek corridor appears to have
been channelized. It could benefit from reclamation.
PLACEHOLDER IMAGE
October 1, 2019 - Page 113 of 299
Charter Bus Lot – 1.4 acres
This site is located immediately east of the
Lionshead Parking Structure and extends
from the South Frontage Road to East
Lionshead Circle. The entry portal to the
parking structure is located on the Charter
Bus Lot site. Other than this entry there are
no other improvements on this site. The
Charter Bus Lot provides a critical location
for snow storage (from the parking structure).
The site is also used for short-term parking
by buses, large RV’s and semi-trucks
(typically in Vail to service special events).
The site is zoned General Use.
18 | Town of Vail Civic Area Plan
While the majority of the site is relatively flat,
there is a grade change of approximately
20’ at East Lionshead Circle. At the
eastern terminus of East Lionshead Circle,
a private drive extends to the north that
provides access to the Vail International
Condominiums.
The LHMP identifies the Charter Bus Lot as
the focal point for creating the “Vail Civic
Center complex”. While the LHMP does not
recommend a specific development program
for the Civic Center, it describes a vision for
the area is to create a cohesive center for
the Vail Public Library, Dobson Ice Area and
the Charter Bus Lot, to provide an eastern
terminus of Lionshead, and to create a place
that will better connect Vail Village and
Lionshead.
Restrictive covenants on portions of the
Charter Bus Lot currently limit the use of this
parcel to parking and associated uses. Any
other land uses would require modification of
these covenants.
October 1, 2019 - Page 114 of 299
Lionshead Parking Structure – 3.6 acres
The Lionshead Parking Structure includes +/-1100 public parking spaces used primarily for
skier parking and to support the Lionshead area. Other uses on this site include the Lionshead
Welcome Center, the Grand View Room, Imagination Station, a regional transit stop and a stop
for local hotel shuttle vans. The site is zoned General Use.
Restrictive covenants on the property currently limit the use of this parcel to parking and
associated uses. Any other land uses would require modification of these covenants.
The Lionshead Redevelopment Master Plan (LHMP) identifies the land south of the parking
structure to be considered for the development of retail or office space on the ground floor
and workforce housing on upper levels. The objectives of this development are to energize
the street, to potentially provide for locally accessible retail space and to provide local housing
proximate to Lionshead.
The Lionshead Parking Structure was built in the early 1970’s. Given the age of the structure,
the Town has evaluated the condition of the garage and periodically implements improvements
intended to extend the functional life of the structure. It is anticipated that periodic
maintenance will be an ongoing effort and with proper maintenance, the structure will be
serviceable for many years.
Dobson Ice Arena – 1.9 acres
Managed by the Vail Recreation District, Dobson Ice Arena provides a venue for many local
youth and adult skating programs such as the Vail Mountaineers Hockey Club and the Skating
Club of Vail. Dobson Ice Arena hosts many skating-related events each year and periodically
is used for corporate or other special events. The arena’s location on the in-town bus route
makes it accessible to both residents and guests. The site is zoned General Use.
The arena was constructed in 1979 and the condition of the building is commensurate with its
age. Building deficiencies include the condition of skylights and storefront windows, cooling
tower and refrigeration systems, ice coolant lines, domestic water, air handling systems, and
non-compliance with ADA and energy code standards.
Overview | 19October 1, 2019 - Page 115 of 299
20 | Town of Vail Civic Area Plan
Adjacent Parcels of Influence
There are a number of parcels immediately
adjacent to the Civic Area that may directly
or indirectly influence opportunities the
Town may have within the Civic Area. These
parcels of influence include:
Vail International
This development is adjacent to the Charter
Bus Lot, Dobson Ice Arena and the Middle
Creek Parcel. Access to Vail International is
from East Lionshead Circle, located between
Dobson Ice Arena and Charter Bus Lot.
Vail Health Campus
The Vail Health campus is located
immediately adjacent to Lot 10.
Evergreen Lodge
The Evergreen Lodge is located adjacent to
Lot 10 and to the Middle Creek stream tract.
Redevelopment plans for the Evergreen
Lodge include a pedestrian connection
between the South Frontage Road and Lot
10. This future connection has the potential
to establish better connectivity to the
Municipal Building Site.
Middle Creek Stream Tract
The Middle Creek corridor is located in two
parcels, one owned by the Town and the
other by the Eagle River Water and Sanitation
District (ERWSD). Coordination with ERWSD
will be necessary in order to address the
entire creek corridor.
Coordination with each of these landowners
will be necessary to understand areas of
mutual interests, areas of concern and how
potential collaborations could mutually
benefit both parties.
October 1, 2019 - Page 116 of 299
Overview | 21
The Planning Process and Community Engagement
Vail’s Civic Area Plan was developed over the course of a year-long
planning process that included five main steps:
Evaluation of the study area to
understand site characteristics,
relationship to surrounding uses,
opportunities and constraints, etc.;
Public and stakeholder engagement
to understand the community’s
perspective on the Civic Area, issues
and concerns to be addressed, and
goals for improvements within the study
area;
Identification of potential ideas and
opportunities for improvements and
the testing of various master plan
alternatives;
Understanding the potential order of
magnitude project costs and funding
opportunities that may be available to
implement the project, and;
Preparation of a draft plan followed by
formal review of the Plan by the Vail
Planning and Environmental Commission
and the Vail Town Council.
October 1, 2019 - Page 117 of 299
Community Engagement
The planning process for the Civic Area was driven in large part by community engagement.
The effort to reach out to the community was robust and was done throughout the entire
planning process. Community engagement activities and programs involved the following:
• A community “kick-off” meeting was held at the outset of the project to
inform the community of the scope and goals of the project.
• Formation of a Process Steering Committee made up of two
representatives from the Town Council and the Planning Commission to
help with the engagement program and overall planning process.
• Due in large part to EngageVail, the level of community engagement for
the Civic Area Plan dramatically exceeded what has been done for any past
planning process in Vail.
• EngageVail.com, a web-based program was created to keep citizens
informed of the planning process, upcoming meetings and other project
information and also provided a forum for participants to provide input
on the Plan. EngageVail was used for three “windows of engagement”.
Windows of engagement involved presenting project information and then
surveying the community on their thoughts and perspectives. 746 people
registered with EngageVail and the site had 9,000 visits during the planning
process. EngageVail generated input from 715 citizens.
• Direct outreach and meetings with neighboring property owners,
interested citizens, stakeholders and community groups including but not
limited to Town of Vail departments, Vail Recreation District, Vail Economic
Advisory Council, Commission of Special Events, Vail Local Marketing
District Advisory Council, and the Eagle River Youth Coalition.
• Town staff attendance at Town Picnics, the annual town meeting and other
events to provide information on the Plan.
• Informal “pop-ups” to share the plan with the community.
• Seven work sessions with the Town Council during which public comment
was taken. 22 | Town of Vail Civic Area Plan October 1, 2019 - Page 118 of 299
Overview | 23
The Planning Process
The Civic Area Plan evolved primarily in
response to community engagement and
input from the Vail Town Council. This
process involved a pattern of reaching out to
the community, preparing ideas in response
to input received, testing and refining ideas
with the Town Council, and then reaching
out to the community to share more refined
information and ideas. During the course
of this planning process, there were three
windows of engagement with the community.
The process involved:
Engagement Window #1
During this initial step of community
outreach, information regarding the goals of
the project and the study area was provided
on EngageVail.com. Community input was
prompted by asking fairly general questions
about issues and concerns with existing
conditions and goals for what the Civic Area
could be. Via EngageVail, 367 participants
provided comments. 11 key takeaways were
derived from this input.
11 Key takeaways from Window #1:
• Improve and expand parking and
accessibility throughout;
• Improve pedestrian access, safety,
aesthetics;
• Improve community green spaces,
integrate local art;
• Upgrade Dobson Ice Arena: expand its
uses (evaluate the need for a second sheet
of ice/multi-use), improve its aesthetics;
• Keep the Vail Public Library where it is; link
it with Dobson Ice Arena;
• Improve the Municipal Complex aesthetics,
or relocate/redevelop the site;
• Better utilize the Charter Bus Lot;
• Implement a community facility with flexible
space for multi-function events, community
gatherings, performing arts, recreation;
• Support the active community with outdoor
recreation spaces;
• Explore housing opportunities;
• Advocate public-private partnerships within
the civic area.
October 1, 2019 - Page 119 of 299
24 | Town of Vail Civic Area Plan
Follow up
Following Window #1, the project team
prepared generalized plans and diagrams
of potential improvements in response to
community input. Ideas were prepared for
the Vail Public Library, Dobson Ice Arena,
Lionshead Parking Structure, Charter Bus Lot
and the Municipal Building Site. These plans
and diagrams were then presented to the
Town Council for their review and comment.
Engagement Window #2
Information provided to the community in
Window #2 included a summary of what
was heard during Window #1 and the
generalized plans and diagrams of potential
improvements that were prepared in
response to community input. Participants
were asked to respond to a question
regarding how these potential improvements
responded to community input. The general
theme of input from this round of community
engagement was:
Vail Public Library – support for the potential
expansion and enhancement of this facility,
and the need to address library parking and
improve pedestrian access to the library.
Dobson Ice Arena – support for the
renovation or redevelopment of the arena,
create a west entry to the arena, and the
need to address arena parking.
Lionshead Parking Structure - support for
the expansion of parking and improving
the walking experience along East
Lionshead Circle with landscape/streetscape
improvements and a new building along the
south side of the structure.
Charter Bus Lot – acknowledgment that the
site is currently underutilized and support
for the development of civic-oriented
improvements.
Vail Municipal Building – support for the
redevelopment of the municipal building,
creating a site for private development or
workforce housing, and potentially moving
the South Frontage Road to better integrate
this site with the rest of Vail.
October 1, 2019 - Page 120 of 299
Overview | 25
Follow-up
Engagement Window #2 indicated a
general level of community support for the
improvement ideas that were presented. In
response, the project team further studied
each of these ideas and prepared alternative
concepts for what the Civic Area Plan could
be. This information was presented to the
Town Council and the community over the
course of four work sessions. During this
process “order of magnitude” cost estimates
were prepared, and potential funding
opportunities were discussed with the Town
Council. As a result of these work sessions,
specific goals for improvements and an
overall vision for the Civic Area began to be
defined.
Engagement Window #3
Diagrams depicting potential Civic Area
improvements that advanced from the
series of Town Council work sessions were
shared with the community in Window
#3. These improvements were presented
in context with the 11 key takeaways
from community input during Window
#1. Participants were asked which ideas
were most appealing to them and which
they felt were priorities for the community.
Improvements most frequently mentioned
were improvements to Dobson, a second
sheet of ice, creating outdoor space and
streetscape improvements, a multi-purpose
community facility at the Charter Bus Lot and
redevelopment of the Municipal Building site
with workforce housing.
Follow-up
During the course of Window #3 an outline
of the Civic Area Master Plan was presented
to the Town Council. A key element of this
outline were the goals, or the “big ideas” for
each of the sites within the study area. With
Town Council’s endorsement of these big
ideas and the general direction of the Plan,
work to prepare the full plan was initiated.
October 1, 2019 - Page 121 of 299
26 | Town of Vail Civic Area Plan
III. VAIL’S CIVIC AREA
The vision for Vail’s Civic Area is to create a new place, a new center for
gatherings, special events, culture, recreation, education, and activities that
will become a focal point for the community of Vail. Buildings and facilities
will provide venues for this engagement and outdoor spaces will serve to
connect them and create a unified, cohesive place.
Introduction
The plan for the Civic Area is not about any
single building or group of buildings, nor
is it about any single user group or activity.
Rather, it is about “the whole place” that the
Civic Area will become. It is about how the
Civic Area can help link Lionshead and Vail
Village by shortening the distance between
them. It is about how the design of buildings
and outdoor spaces will be integrated, and
how they will blend with nature and their
surroundings. It is about how various user
groups, locals, and guests will use these
buildings and spaces. Above all, the Civic
Area is about bringing people together
to be entertained, to be active, to learn,
and to engage, interact, and explore. The
Civic Area will be a place people will visit
for a specific purpose, it will be a place that
people will visit just to be there, and it will be
a place people will happen upon, to discover,
and then enjoy.
This chapter describes the place that the
Civic Area is envisioned to be. It describes
ideas, opportunities, and challenges. The
chapter is about placemaking, how the
composition of buildings, spaces, and
activities and programing will create Vail’s
Civic Area.
The vision for the Civic Area is described
based on its three main components:
Municipal Building Site
While an integral part of the Civic Area, the
Municipal Building Site is isolated by the
South Frontage Road and for that reason is
described separately from the rest of the
Civic Area. A number of important municipal
services are located at the site, albeit in
aging, outdated buildings. If some of these
functions were to be re-developed and
consolidated on the site, or were re-located
to the Charter Bus Lot, a development site
could be created for some other use such
as workforce housing. While physically
removed from the rest of the Civic Area,
the Municipal Building site is integral to this
planning process.
The Civic Hub
The term “Civic Hub” is derived from the
LHMP which referred to this area as the
location for the development of Vail’s “Civic
Center”.
October 1, 2019 - Page 122 of 299
Vail’s Civic Area | 27
Six key sites – Vail Public Library, Lot 10,
Middle Creek Parcel, Dobson Ice Arena,
Lionshead Parking Structure and Charter
Bus Lot comprise the Civic Hub. While
this area currently includes a number of
important community assets, it has great
potential to become a more cohesive, vibrant
activity center. With the development
potential afforded by the Charter Bus Lot,
the Civic Hub presents the opportunity
for Vail to implement change that will be
transformational for the community.
Public Places and Connectivity
Buildings will be instrumental to the success
of the Civic Area, but the public outdoor
spaces and connectivity between buildings
and outdoor spaces are critical to creating
the “place”. Outdoor spaces and safe,
efficient, enjoyable connectivity is essential
to the success of the Civic Area. Improving
connectivity between the Civic Hub and
the Municipal Building Site, the connectivity
between buildings and uses within the Civic
Hub and connectivity with the Civic Hub to
Vail Village and Lionshead are discussed
below.
Civic Hub
Municipal Building Site
October 1, 2019 - Page 123 of 299
Descriptions and explanations of plans for
the Municipal Building Site, the Civic Hub
and Public Places and Connectivity address
the following topics:
The Big Idea
The overall vision and goals for
improvements within the site or area.
The Approach
Alternative approaches for how the
vision and goals for these areas can be
implemented.
Design and Planning Considerations
Opportunities, challenges and other
planning and design considerations related
to potential improvement ideas that will
need to be better understood and ultimately
resolved during subsequent stages of the
planning and design process.
Next steps
Additional study, analysis, and design
subsequent to this master planning effort
that will be necessary to support future
decision-making regarding specific plans for
Civic Area improvements.
Sections below describe the three main
components of the Civic Area. The plans,
diagrams and sketches of potential buildings,
improvements and spaces are intended to
provide inspiration and a vision for the what
Vail’s Civic Area can be. While these images
convey a vision for the Civic Area, they are
not intended to suggest specific design or
architectural solutions. Decisions on specific
improvements for the Civic Area, and the
design of these improvements, will be
determined after further engagement with
the community, extensive study and analysis
of ideas, and more detailed architectural
and landscape design. These next steps are
more fully discussed in Chapter 4.
28 | Town of Vail Civic Area Plan October 1, 2019 - Page 124 of 299
Vail’s Civic Area | 29October 1, 2019 - Page 125 of 299
30 | Town of Vail Civic Area Plan
Municipal Building Site
THE BIG IDEA
• In order to address the aging structure
and poor aesthetics, demolish and
replace all or portions of the Municipal
Building.
• Re-locate all or some existing town
operations to create a development
parcel on the site that will allow for
other uses that may include workforce
housing.
• Evaluate design options for improving
the pedestrian crossing of South
Frontage Road.
• Evaluate the feasibility of re-locating
South Frontage Road to integrate the
site with the rest of town.
DESIGN AND PLANNING
CONSIDERATIONS
• If town offices are re-constructed on the
Municipal Building Site, identify interim
locations for municipal operations
during construction.
• Identify creative design or management
strategies to address parking
requirements for any workforce housing
that may be constructed on the site.
NEXT STEPS
• As a part of evaluating the Charter
Bus Lot, determine the feasibility and
desirability of re-locating municipal
functions to the Charter Bus Lot.
• Complete schematic design studies to
understand the development potential
of this site and review and confirm
previous programmatic square footages
for a new Town Hall.
• Determine the preferred use of any
development parcel that may be
created at this site.
• Explore P3 opportunities for the re-
development of the Municipal Building
Site.
THE APPROACH
• Town-funded initiative, or public/private
collaboration with a development
partner. Potential public/private
ventures could involve the town
contributing land for a workforce
housing project or some other private
development.
• Enhance funding opportunities for Civic
Area improvements with DDA and/or
land lease revenues.
• Potential scenarios for creating a
development parcel on the site:
o Consolidate Community
Development offices with other town
departments in a new town hall,
creating a development parcel at the
west end of the site.
o Re-locate all or portions of town
hall operations (excluding the Police
Department), to the Charter Bus Lot,
creating a larger development parcel
at the west end of the site.
o Re-locate the Police Department to a
new facility at Public Works or other
available sites, allowing the entire site
to be available for other uses.
o Move Council Chamber functions to a
new community theater at the Charter
Bus Lot.
• Understand the opportunities and
constraints of a bridge or tunnel
pedestrian crossing versus at-grade
crossing of South Frontage Road.
• Design any new improvements to
comply with the helicopter flight path of
the neighboring Vail Health emergency
helipad.
• Continue to explore the design, benefits
and cost implications of re-locating
South Frontage Road.
October 1, 2019 - Page 126 of 299
Vail’s Civic Area | 31
Images depict how the South Frontage Road could be re-located and massing
studies for the potential pre-development of the Municipal Building Site.
Municipal Building Site
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32 | Town of Vail Civic Area Plan
The Civic Hub includes the majority of land within the Civic Area. With the Vail Public Library,
Dobson Ice Arena and Lionshead Parking Structure, the facilities in this area already play an
important role for the Town and its residents and guests. Located on the Town’s primary
pedestrian and transit corridor between Vail Village and Lionshead, the Civic Hub is readily
accessible. Middle Creek and Gore Creek provide a delightful setting and the opportunity for
the area to integrate with nature. While existing facilities are valuable community assets, they
were developed independently with little attention given to how they can work together to
create a thoughtful, unified place. The condition was identified in the LHMP:
The Civic Hub
“The goal of this site is to create a single, cohesive civic center from the three
disparate components (the library, the area and the bus parking lot), using
coordinated architectural character and linked public spaces. The new concentration
of civic uses can help to connect Lionshead and Vail Village and will become the
eastern anchor of Lionshead, connected to the Lionshead pedestrian core by the
parking structure and the redeveloped East Lionshead Circle”
— From the Lionshead Redevelopment Master Plan
The Civic Hub is brimming with opportunity and the Charter Bus Lot is the key to stitching the
existing pieces of the Civic Area together. Anchored by the development of the Charter Bus
Lot, the Civic Hub will become the focal point of Vail’s Civic Area.
This area represents Vail’s opportunity to make changes and improvements that will be
transformational to the Town’s future. The balance of this section describes how the sites within
the Civic Hub – Vail Public Library, Lot 10 and the Middle Creek Parcel, Lionshead Parking
Structure, the Charter Bus Lot, and Dobson Ice Area can be improved to become the heart of
Vail’s Civic Area.
October 1, 2019 - Page 128 of 299
Vail’s Civic Area | 33
Lionshead
Parking
Structure
Dobson Ice
Arena
Vail Public
Library
Middle Creek
Parcel
Charter Bus
Lot
Lot 10
October 1, 2019 - Page 129 of 299
34 | Town of Vail Civic Area Plan
Vail Public Library
THE BIG IDEA
• Add a second floor to the building to
provide space for expanded Library
programs and/or other community use.
• Enhance the south lawn to create spaces
for outdoor programing.
• Implement site and landscape
improvements to enhance and protect
the Gore Creek and Middle Creek
corridors.
• Improve the safety and aesthetics of
the existing pedestrian corridor from
the Lionshead Parking Structure to the
Library.
• Improve parking availability for users of
the Library.
THE APPROACH
• Town-funded initiative.
• Potential improvements to the Library
can each be designed and implemented
independently for the others.
• Second floor expansion is dependent
upon defining a need for space and a
funding source.
DESIGN AND PLANNING
CONSIDERATIONS
• As an element of the site evaluation and
design studies for Dobson Ice Arena,
identify solutions for improving the
safety and aesthetic of the pedestrian
corridor from the Lionshead Parking
Structure to the Library.
• If or when a second level to the building
is pursued, design the building to
complement and maintain the unique
character of the existing building.
• Explore opportunities to integrate
educational opportunities into work
to be done to improve the Gore and
Middle Creek corridors.
NEXT STEPS
• Work with Library staff to identify the
Library’s long-term space needs that
could be accommodated by a second
level addition.
• Work with Library staff to identify the
potential for outdoor programing
that could be accommodated by
improvements to the south lawn.
• Evaluate the potential need for
community space that could be
accommodated by a second level
addition.
• Coordinate with the Town’s
Environmental Sustainability
Department on enhancements and
design improvements to Gore Creek
and Middle Creek.
• Identify programs to improve library
user’s experience such as additional
remote book drop-off locations and
management changes at the Lionshead
Parking Structure to ensure parking
availability for Library users during
periods of peak parking use.
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Vail’s Civic Area | 35
DOBSON
ARENA
EL = 8,135’-6”
BUS ROUTE
8,138’-4”
BUS ROUTELIBRARY
SECOND
MOUNTAIN V
I
E
W
S
CREEK VIEW
S
SOUTH
LAWN
LEVEL 02 - 8,148’-10”
LEVEL 01 - 8,136’-10”
COMMUNITY /
FLEX
+/- 4,000 sf
BOH +
RESTROOMS
PRE-FUNCTION /
GALLERY
CAFE
OUTDOOR
TERRACE
OUTDOOR
TERRACE
VERTICAL CIRCULATION
• PROGRAM POTENTIAL - 8,000+ sf @ level 02
-COMMUNITY MEETING SPACE
-SMALL EVENT SPACE
-CAFE
-OUTDOOR TERRACE WITH VIEWS TO SOUTH LAWN AND
BOTH CREEKS
-USE OF EXISTING VERTICAL CIRCULATION
-OUTDOOR TREE HOUSE TO AID IN ACTIVE LEARNING
• REMOVE AGING SKYLIGHT AND RE-PROGRAM
-PRE-FUNCTION FOR EVENTS
-REVOLVING GALLERY
COMMUNITY ROOM CAPACITY (@4,000 SF)
• STANDING COCKTAILS 570 OCCUPANTS
• SEATED LECTURE 265 OCCUPANTS
• SEATED BANQUET 180 OCCUPANTS
STUDY - SECOND LEVEL
GORE CREEK
MOUNTAIN +
CREEK VIEWS
MOUNTAIN +
CREEK VIEWS
OUTDOOR
TERRACE
MIDDLE
CREEK
SOUTH LAWN
CONNECTION
CREEK
VIEWS
SOUTH
LAWN
DOBSONPOTENTIAL GREEN ROOF
OR SOLAR ARRAYEXPANDED
VERTICAL
CIRCULATION
VAIL PUBLIC LIBRARY
1
1
2
2
REMOVE LEAKING SKYLIGHT AND REPLACE
WITH PITCHED ROOF STRUCTURE
CREATE OUTDOOR TERRACE WITH
MOUNTAIN/CREEK VIEWS
BIRDSEYE VIEW
N/S SECTION VIEW
Vail Public Library
October 1, 2019 - Page 131 of 299
36 | Town of Vail Civic Area Plan
Lot 10 and the Middle Creek Parcel
THE BIG IDEA
• Replace the existing parking lot with a
new outdoor public space.
• Design and animate this public space
to make it an appealing destination for
pedestrians along the Town’s primary
pedestrian corridor between Vail Village
and Lionshead.
• Restore and enhance the Middle Creek
corridor and integrate this creek with
Lot 10 improvements.
THE APPROACH
• Town funded initiative
• Potential for design and funding
collaborations with Evergreen Lodge,
Vail Health and Eagle River Water and
Sanitation District (ERWSD).
• Various alternatives for the design and
use of this outdoor space (i.e., a place
for public art, whimsical elements like
a children’s treehouse, hardscape and
landscape improvements, seating areas,
food carts).
DESIGN AND PLANNING
CONSIDERATIONS
• Coordinate with the Evergreen Lodge
on how their improvement plans could
integrate with improvements to Lot 10.
• Identify locations to replace existing
Librarian parking on Lot 10, alternatives
could include dedicated spaces within
the Lionshead Parking Structure, or at
the Municipal Building Site.
• Coordinate with ERWSD on their Middle
Creek parcel to allow for the entire
creek corridor to be addressed.
• Coordinate with the Town’s
Environmental Sustainability
Department on Middle Creek
restoration and enhancement and how
educational opportunities could be
incorporated into this project.
• Evaluate how the existing abutments for
the old Hwy 6 bridge over Middle Creek
can be maintained and made a part of
landscape improvements.
NEXT STEPS
• Initiate a community design process for
improvements to Lot 10 to determine
how this space can be used, design
features, etc.
• Initiate dialogue with neighboring
property owners on improvements to
Lot 10.
• Coordinate with the Environmental
Sustainability Department on
improvements to Middle Creek.
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Vail’s Civic Area | 37
Lot 10 and the
Middle Creek
Parcel
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38 | Town of Vail Civic Area Plan
Lionshead Parking Structure
THE BIG IDEA
• Improve the walking experience
along East Lionshead Circle between
Lionshead and the Civic Hub.
• Implement landscape and streetscape
improvements to provide a safe and
aesthetically pleasing pedestrian walk.
• Animate the street with the construction
of a “building wrap” along a portion of
the south side of the Lionshead Parking
Structure with ground level retail or
community uses that will create activity
and interest along the street.
• Potential for workforce housing on the
upper two levels of the building wrap.
• Continue maintenance programs
to extend the functional life of the
Lionshead Parking Structure.
THE APPROACH
• Town funded initiative or pubilc/
private collaboration with a
development partner. A potential
public/private venture could involve
the Town providing land and air-rights
development for the upper levels of
the building in exchange for developer
providing ground floor space to the
town.
• Alternatives for the use of this building
include but are not limited to retail,
community space, workforce housing or
free-market housing.
DESIGN AND PLANNING
CONSIDERATIONS
• The appropriateness of the building
wrap needs to be considered in
context with the entire Civic Hub, to
ensure sensitivity to the overall level of
development in the area, etc.
• A building wrap along Lionshead
Parking Structure must be designed to
not preclude the future demolition and
reconstruction of a new parking garage.
• Building design and scale of the wrap
to be compatible with neighboring
properties, the wrap should not exceed
three levels.
• Identify the need to modify restrictive
covenants that may limit the use of this
property.
• Address incremental parking
requirements from the development of
the building wrap.
NEXT STEPS
• Define the potential need for
community uses and determine the
preferred use(s) of the building wrap.
• Complete schematic design to better
understand the development potential
of this site.
• Explore opportunities for public/private
collaborations for the development of
the building wrap.
• Prepare schematic designs for
streetscape improvements to East
Lionshead Circle.
October 1, 2019 - Page 134 of 299
Vail’s Civic Area | 39
Lionshead Parking Structure
October 1, 2019 - Page 135 of 299
40 | Town of Vail Civic Area Plan
Charter Bus Lot and Dobson Ice Arena
The Charter Bus Lot and the adjoining
Dobson Ice Arena are the most critical sites
to creating the Civic Hub. While separate
parcels, due to their adjacency and their
potential to accommodate facilities and
provide outdoor spaces that can unify the
entire area, they are evaluated as one site.
The Charter Bus Lot and Dobson Ice Arena
have great potential to define the Civic
Area. There are however, many issues and
challenges with the development of these
sites that will need to be resolved. There are
also alternatives for how to most effectively
implement the goals for this area. These and
other considerations are addressed below.
THE BIG IDEA
• Create a place with synergy between
facilities and outdoor public spaces.
• Provide ice facilities sufficient to meet
the needs of Vail’s skating community.
• In order to address Dobson Ice Arena’s
obsolescence and poor aesthetics,
either demolish and replace the building
or complete a major renovation of the
arena.
• Provide a multi-purpose events facility
capable of accommodating large
gatherings, conferences, banquets,
community events, concerts, and
celebrations.
• Provide community spaces that may
include a small theater for performing
arts and community gatherings, offices
for non-profit organizations, business
incubator space, or space for other
community uses.
• Develop outdoor public places
within the Civic Hub - capable of
accommodating small intimate
gatherings to large scale community
events.
• Incorporate mixed-uses within the Civic
Hub that promote interaction and add
to the vibrancy and energy of the place.
THE APPROACH
While ambitious, the goals for the Charter
Bus Lot and Dobson Ice Arena will be
transformational for the Town. There are,
however, many approaches for how these
goals can be realized. This is primarily due
to the multi-use potential of some facilities.
For example, an ice arena can provide a
skating facility, and if properly designed, can
host concerts, conferences or other types of
special events. An events facility designed
for multiple purposes can accommodate
a range of activities that could potentially
include ice facilities. Equally important to
the design of these facilities is the manner in
which they are managed to meet the various
needs of the community.
Final decisions on the type, arrangement,
and design of facilities to be developed at
Charter Bus Lot and Dobson Ice Area can
best be made following additional research,
evaluation, and design work that will be done
subsequent to this master planning process.
Efforts to be addressed subsequent to this
Plan are described in Chapter 4.
October 1, 2019 - Page 136 of 299
Vail’s Civic Area | 41
Three potential approaches for the development of the Charter Bus Lot and Dobson Ice Arena
are outlined below. These options are not recommendations. They are intended to convey the
range of different ideas for how this site can be developed to address the goals for the Civic
Hub. While each option addresses the big ideas describe above, each does so in different
ways. The elements of the Civic Area that can be accommodated at this site will also influence
improvement plans for the Municipal Building Site and the idea of the building wrap at the
Lionshead Parking Structure.
Vail Public
Library
Dobson Ice
Arena
Lionshead
Parking
Structure
Charter Bus
Lot
October 1, 2019 - Page 137 of 299
42 | Town of Vail Civic Area Plan
• A new Dobson Ice Arena to include a west entry to better interface with the Charter Bus Lot and a modest expansion in size that could
potentially accommodate other recreational programing. The arena would be used primarily for skating and would also host other special
events at a frequency similar to its historic use.
• Multi-purpose events facility with its main entry and pre-function space at the southwest side of the Charter Bus Lot and a large, multi-
purpose events space and smaller multi-purposes spaces located partially below grade.
• A small theater for performing arts, community use, and to potentially serve as the Town Council Chambers.
• A small community building along the north edge of the upper plaza to help to frame the Civic Plaza.
• An elevated public outdoor plaza (above the multi-purpose events space) to link the pre-function space with the small community theater
and a public outdoor plaza along East Lionshead Circle to link the multi-purpose events facility with Dobson Ice Arena.
• Potential for additional parking at the north side of the Charter Bus Lot.
Option #1
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Vail’s Civic Area | 43
Option #1
Charter Bus Lot/
Dobson Ice Arena
October 1, 2019 - Page 139 of 299
44 | Town of Vail Civic Area Plan
• A new, larger Dobson Ice Arena designed as a multi-use facility that would accommodate ice use and host a variety of special events
including large gatherings, conferences, banquets, community events, concerts, and celebrations. The building would include a new west
entry to better interface with the Charter Bus Lot. The use of this new facility would focus primarily on special events.
• A utilitarian, dedicated sheet of ice located below grade at the south side of the Charter Bus Lot. The need for this sheet of ice is due to the
new Dobson Arena being used primarily as an events facility.
• A small theater for performing arts, community use, and to potentially serve as the Town Council Chambers.
• Town Hall to provide space for Administration, Community Development and other town offices.
• A small community building along the north edge of the upper plaza to help frame the Civic Plaza.
• An elevated public outdoor plaza (above the sheet of ice) to link the Town Hall building with the small community theater and a public
outdoor plaza along East Lionshead Circle to link the multi-purpose events facility with Dobson Ice Arena.
• Potential for additional parking at the north side of the Charter Bus Lot.
Option #2
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Vail’s Civic Area | 45
Option #2
Charter Bus Lot/
Dobson Ice Arena
October 1, 2019 - Page 141 of 299
46 | Town of Vail Civic Area Plan
• A major renovation and expansion to Dobson Ice Arena to include a west entry to better interface with the Charter Bus Lot. The arena would
be used primarily for skating and would also host other special events at a frequency similar to its historic use. Expanding the arena could
allow for new recreational programing.
• Multi-purpose events center with its main entry and pre-function space at the southwest side of the Charter Bus Lot and a large, multi-
purpose events space located partially below grade.
• Air-rights development for a potential public/private venture to develop a condominium/hotel above the multi-purpose events center. DDA
and/or land lease revenue from this development to subsidize the cost of Civic Area improvements.
• An elevated, public outdoor plaza (above the multi-purpose events center) to link the pre-function space with the condominium/hotel
building and a public outdoor plaza along East Lionshead Circle to link the multi-purpose events facility with Dobson Ice Arena.
• Space for various community uses located in the building wrap at the Lionshead Parking Structure.
• Potential for additional parking at the north side of the Charter Bus Lot.
Option #3
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Vail’s Civic Area | 47
Option #3
Charter Bus Lot/
Dobson Ice Arena
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48 | Town of Vail Civic Area Plan
DESIGN AND PLANNING
CONSIDERATIONS
• Goals for this area could include many
buildings and uses. It will be critical for
the future design and planning of this
area to ensure that the level and type
of development does not exceed the
practical carrying capacity of the site.
• The design and scale of buildings
should be sensitive to and compatible
with neighboring properties.
• Outdoor spaces should be sized relative
to the use and program of surrounding
buildings and the anticipated number of
people they will draw to the Civic Hub.
• The existing access drive to Vail
International presents a barrier to the
unified design of improvements at the
Charter Bus Lot and Dobson Ice Arena.
Coordinate with Vail International on
the feasibility of providing a new access
point to their development that would
reduce traffic. If this access is to be
maintained, consider how it can be
sensitively integrated into the design of
the public plaza.
• The hotel shuttle stop at the west end
of the Lionshead Parking Structure
generates a large volume of traffic on
East Lionshead Circle and the turn
around adjacent to the Charter Bus Lot
conflicts with the development of a
public plaza in this location. Evaluate
alternatives for eliminating this conflict.
Options could include moving the turn
around to the west, re-locating the
shuttle stop, or routing shuttle traffic
from West Meadow Drive.
• New buildings adjacent to the
Lionshead Parking Structure must be
designed to not preclude the future
demolition and reconstruction of a new
parking garage.
• Identify the need to modify covenants
or plat restrictions that may limit the use
of these properties.
• Address incremental parking
requirements from any new
development of these sites. Evaluate
management strategies for how
dedicated parking spaces can be
provided in the Lionshead Parking
Structure for Library and arena users.
October 1, 2019 - Page 144 of 299
• Ensure adequate access from South
Frontage Road can be provided for
service/delivery functions to the multi-
purpose events center. Design and size
loading facilities commensurate with
the needs of the multi-purpose events
center.
• Include a new west entry in Dobson
Ice Arena to better link this facility with
development of the Charter Bus Lot and
the Lionshead Parking Structure.
• Consider the potential for additional
recreation uses within Dobson Ice
Arena when evaluating potential
redevelopment scenarios.
• When addressing the parking demand
of new development within the Civic
Area, consider how multi-modal
access, management and operational
strategies, the Civic Hub’s proximity to
the Lionshead Parking Structure, and
future innovations like smart cars and
self-parking cars may affect the need
for, design of, and amount of additional
on-site parking that may be needed.
• Development of the Charter Bus Lot
will eliminate a critical snow storage
area used for the Lionshead Parking
Structure. Work with the Public Works
Department to identify alternatives for
managing snow removal.
• Development of the Charter Bus Lot
will eliminate the use of this site for the
short-term storage of RV’s, buses and
large trucks. Evaluate the feasibility of
alternative parking locations such as the
West Vail Fire Station or North Frontage
Road West, the Public Works facility
or the Soccer Field parking lot at Ford
Park.
• The reconstruction or renovation
of Dobson Ice Arena will eliminate
ice during the construction process.
Identify potential locations for
a temporary sheet of ice during
construction.
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• Study design alternatives for how other
potential uses and improvements at the
Charter Bus Lot can be accommodated
(i.e. test the fit and relationship of other
ideas such as the community theater,
town hall and community space). The
purpose of this effort is to determine
the most appropriate mix of uses and
level of development for the site.
• Based on schematic designs, prepare
updated cost estimates and alternative
funding strategies for these potential
improvements.
• Based on the results of the five steps
above, finalize the development
program and design plans for the site.
NEXT STEPS
• Complete a comprehensive market
and economic analysis for potential
improvements envisioned for the
Charter Bus Lot and Dobson Ice Arena.
The focus of the market analysis will
be to understand market potential, the
anticipated level of utilization, and to
determine optimal sizing and program
elements of these facilities. The focus
of the economic analysis will be to
understand the potential direct and
indirect economic benefits of these
facilities and to estimate ongoing
operation costs.
• In conjunction with the market and
economic analyses, complete schematic
design alternatives for ice and multi-
purpose event facilities. The goal of this
effort is to understand how alternatives
for the desired building programs can
be achieved and to better understand
the multi-use potential of various
facilities.
• Based on the finding of steps above,
determine the preferred design and
programmatic approach for ice and
multi-purpose event facilities. Prepare
schematic design plans for this preferred
approach.
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52 | Town of Vail Civic Area Plan
The Places, Public Spaces and Connectivity
The buildings and improvements described for the Civic Area will provide venues for
community gatherings and other activities. The use of these buildings will be the main catalyst
for attracting people to the Civic Area. They are, however, just buildings. Public plazas, parks
and pedestrian corridors, the spaces between the buildings, are what will make Vail’s Civic area
a special place. These outdoor spaces will link buildings within the Civic Area and they will
strengthen the connection of the Civic Area with Vail Village and Lionshead. The importance of
these outdoor spaces cannot be overstated, they are essential to the success of the Civic Area.
Small park at Lot 10
Streetscape improvements along
East Lionshead Circle
Enhance outdoor spaces
at Vail Public Library
Public plazas to link
buildings and uses
Streetscape improvements
to improve connection to
Vail Public Library
Walking path along
Middle Creek
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Vail’s Civic Area | 53
THE BIG IDEA
• Reinforce Vail’s primary pedestrian
and transit corridor with streetscape
improvements to East Lionshead Circle
and West Meadow Drive, and with the
development of parks and public plazas
along this corridor.
• Integrate public plazas with the design
of buildings to encourage the use and
THE APPROACH
• Town funded initiatives.
• Pursue potential collaborations with
Eagle River Water and Sanitation
District, Evergreen Lodge and Vail
Health on Lot 10 and Middle Creek
improvements.
enjoyment of the outdoors and to create
synergy between buildings.
• Establish a pedestrian walk along
Middle Creek that is designed to
protect the creek while allowing access
to it.
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PLANNING AND DESIGN
CONSIDERATIONS
• Ensure that the design of outdoor
spaces is integral to the design of
buildings.
• As part of the design of Dobson
Ice Arena, evaluate alternatives for
improving the walking experience
between the Lionshead Parking
Structure and the Vail Public Library.
• Consider the building wrap along the
Lionshead Parking Structure to animate
the street and bring activity to East
Lionshead Circle.
• Identify alternatives for eliminating
the shuttle bus turnaround at East
Lionshead Circle.
• Evaluate the feasibility of reducing
Vail International traffic from access
point between the Charter Bus Lot and
Dobson Ice Arena.
• Ensure the pedestrian connection
between Lot 10 and the South Frontage
Road is implemented as part of the
redevelopment of the Evergreen Lodge.
• If or when the Municipal Site is
redeveloped, evaluate alternatives
for at-grade and/ or grade-separated
pedestrian crossing of South Frontage
Road.
NEXT STEPS
• Initiate a community design process
for improvements to Lot 10 and the
Middle Creek corridor, coordinate with
neighboring property owners.
• If or when design work is initiated for
the Charter Bus Lot and Dobson Ice
Arena, involve landscape architects early
in the design process to ensure public
spaces and potential improvements
to the corridor between Dobson Ice
Arena and the Vail Public Library are
addressed.
• Prepare a schematic design for
streetscape improvements along East
Lionshead Circle.
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56 | Town of Vail Civic Area Plan
IV. IMPLEMENTATION
This chapter addresses implementation and other considerations relative
to the Civic Area Plan. As a master plan document this Plan is visionary
and it defines the Town’s goals for the Civic Area. This Plan represents just
the first step in the process of creating the Civic Area. Information below
summarizes follow-up steps that will need to be addressed for each site,
provides recommendations on the sequence of subsequent planning and
design work, summarizes the potential order of magnitude costs for Civic
Area improvements and potential funding alternatives, and discusses a
number of other topics related to the development of the Civic Area.
Next Steps
Chapter 3 describes potential improvements
that could be developed within the Civic
Area. It also outlines the next steps
necessary to implement these improvements
or to make final decisions on the type and
nature of future improvements. These next
steps, recommended sequences of work
and other considerations for each of the
Civic Area sites, are discussed below. It is
assumed that with direction from the Town
Council, the Community Development and
Public Works departments will coordinate
these efforts.
VAIL PUBLIC LIBRARY
POTENTIAL TIME-LINE FOR ACTION
Improvements to the Vail Public Library could
be implemented independently from other
Civic Area improvements. If a second level is
to be pursued and if this space is envisioned
to accommodate community use, it will
be important to coordinate this effort with
community space that may be developed at
the Charter Bus Lot or the building wrap at
the Lionshead Parking Structure.
It is anticipated that any efforts to pursue
the addition of a second level or to make
improvements to the south lawn would be
made if or when initiated by Library Staff.
NEXT STEPS
• Work with Library staff to identify the
Library’s long-term space needs that
could be accommodated by a second
level addition.
• Work with Library staff to identify the
potential for outdoor programing
that could be accommodated by
improvements to the south lawn.
• Evaluate the potential need for
community space that could be
accommodated by a second level
addition.
• Coordinate with the Town’s
Environmental Sustainability
Department on enhancements and
design improvements to Gore Creek
and Middle Creek.
• Identify programs to improve library
user’s experience such as additional
remote book drop-off locations and
management changes at the Lionshead
Parking Structure to ensure parking
availability for Library users during
periods of peak parking use.
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Implementation | 57
LOT 10 AND MIDDLE CREEK PARCEL
POTENTIAL TIME-LINE FOR ACTION
Improvements to Lot 10 and the Middle Creek Parcel could be implemented independently
from other Civic Area improvements. It will, however, be beneficial to coordinate the design of
these improvements with the design of streetscape improvements to West Meadow Drive and
East Lionshead Circle. Improvements to Lot 10 could be implemented as early as the fall of
2020, when Vail Health vacates Lot 10.
NEXT STEPS
• Initiate a community design process for improvements to Lot 10 to determine how this
space can be used, design features, etc.
• Initiate dialogue with neighboring property owners on improvements to Lot 10.
• Coordinate with the Environmental Sustainability Department on improvements to Middle
Creek.
LIONSHEAD PARKING STRUCTURE
POTENTIAL TIME-LINE FOR ACTION
While improvements along the south side of the Lionshead Parking Structure could be
implemented independently from other Civic Area improvements. If or when development of
a building along the south side of the structure is pursued, uses within the building will need to
be coordinated with plans for the Charter Bus Lot. Options for the Charter Bus Lot may include
the development of space for community use. If this use is provided at the Charter Bus Lot, it
would likely preclude the need to provide it in the building wrap. Decisions on uses for the
building wrap should be made after development plans for the Charter Bus Lot are finalized.
While streetscape improvements to East Lionshead Circle would most efficiently be made
in conjunction with the development of the building wrap, the design and installation of
streetscape improvements could occur prior to development of the building wrap. This would,
however, require careful study to understand if or how the future construction of the building
wrap would impact streetscape improvements.
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58 | Town of Vail Civic Area Plan
It will be important to coordinate the design of streetscape improvements to East Lionshead
Circle with the design of other streetscape, park and public plaza improvements throughout the
Civic Hub.
NEXT STEPS
• Define the potential need for community uses and determine the preferred use(s) of the
building wrap.
• Complete schematic design to better understand the development potential of this site.
• Explore opportunities for public/private collaborations for the development of the building
wrap.
• Prepare schematic designs for streetscape improvements to East Lionshead Circle.
CHARTER BUS LOT/DOBSON ICE ARENA AND THE MUNICIPAL BUILDING SITE
The Charter Bus Lot and Dobson Ice Arena present the greatest opportunity for change
within the Civic Area and improvements to these sites will “drive” the overall planning
process for the Civic Area.. Along with their potential for change, however, these sites also
present many challenges that will need to be addressed during the design and planning
process. These sites also present the greatest number of alternatives for how improvements
can address the goals of this plan.
There is a very direct relationships between potential improvements at the Charter Bus Lot/
Dobson site and at the Municipal Building Site. This Plan suggests the idea of some town
services being re-located to the Charter Bus Lot. The reasons for re-locating town services
are twofold – government services are a foundational civic function that may have a place
within the Civic Area. Municipal services at the Charter Bus Lot would also draw people
and activity to the new Civic Hub. Secondly, moving municipal services would create a
larger parcel at the Municipal Building Site that could accommodate some other use. Future
planning and design of these two sites needs to be closely coordinated.
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Implementation | 59
The next steps for defining improvements to be made to the Charter Bus Lot, Dobson Ice
Arena and Municipal Building Site include:
Charter Bus Lot and Dobson Ice Arena
• Complete a comprehensive market and economic analysis for potential improvements
envisioned for the Charter Bus Lot and Dobson Ice Arena. The focus of the market analysis
will be to understand market potential, the anticipated level of utilization, and to determine
optimal sizing and program elements of these facilities. The focus of the economic
analysis will be to understand the potential direct and indirect economic benefits of these
facilities and to estimate ongoing operation costs.
• In conjunction with the market and economic analyses, complete schematic design
alternatives for ice and multi-purpose event facilities. The goal of this effort is to
understand how alternatives for the desired building programs can be achieved and to
better understand the multi-use potential of various facilities.
• Based on the finding of steps above, determine the preferred design and programmatic
approach for ice and multi-purpose event facilities. Prepare schematic design plans for this
preferred approach.
• Study design alternatives for how other potential uses and improvements at the Charter
Bus Lot can be accommodated (i.e. test the fit and relationship of other ideas such as
the community theater, town hall and community space). The purpose of this effort is to
determine the most appropriate mix of uses and level of development for the site.
• Based on schematic designs, prepare updated cost estimates and alternative funding
strategies for these potential improvements.
• Based on the results of the five steps above, finalize the development program and design
plans for the site.
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60 | Town of Vail Civic Area Plan
Municipal Building Site
• As an element of the site evaluation and design studies of the Charter Bus Lot, determine
the feasibility and desirability of re-locating portions of town municipal functions to the
Charter Bus Lot.
• Complete schematic design plans sufficient for understanding the potential of
development sites at the Municipal Building Site that could be created be re-locating
municipal services. This design work will be necessary to determine the desired land uses
at the Municipal Building Site, evaluating the potential for public/private partnerships and
generally understanding the potential opportunities of re-locating municipal services.
• Determine the preferred use of any development parcel that may be created at this site.
• Explore P3 opportunities for the re-development of the Municipal Building Site.
The efforts above should be completed in a comprehensive and coordinated manner. The
concurrent evaluation of both sites will be necessary. A potential sequence for this work is:
1. Fundamental to making decisions on specific improvement plans for Charter Bus Lot
and Dobson Ice Arena is to define how to most effectively address the Civic Hub goals
for ice and multi-purpose event facilities. An understanding of market and economic
considerations and exploring design opportunities to understand the multi-use potential
for these facilities will be necessary. Initiating these studies is the first step in this process.
2. Complete schematic design plans sufficient for understanding the potential of
development sites at the Municipal Building Site that could be created be re-locating
municipal services. This design work will be necessary to determine the desired land uses
at the Municipal Building Site, evaluating the potential for public/private partnerships and
generally understanding the potential opportunities of re-locating municipal services.
3. After a preferred program and approach to the design of ice and event facilities is defined,
complete an overall conceptual plan for these facilities. Following the completion of this
plan, prepare alternative plans that evaluate how other uses identified in the three options
for this site (i.e. community space, town services, small theater, air-rights development)
could be accommodated at the Charter Bus Lot.
4. Evaluate the pros and cons of alternatives for the Charter Bus Lot and the opportunities at
the Municipal Building Site. Based on this evaluation make final decisions on improvement
plans and funding strategies for these sites.
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Implementation | 61
Funding Alternatives
Plans for the Civic Area outline ideas for many buildings and site improvements. While these
ideas may be considered bold or ambitious, they have the potential to be transformational for
Vail. Potential costs of Civic Area improvements and potential funding approaches have been
evaluated. Through a combined approach of Town funding, phasing, and creative public/
private partnerships, the implementation of improvements identified in this Plan is feasible.
ESTIMATES OF POTENTIAL IMPROVEMENT COSTS(Order of Magnitude)
Vail Public Library
8,000SF second level $7,000,000
Lionshead Parking Structure
20,000SF 3-level Building Wrap $10,000,000
Dobson Ice Arena
Demo and construct new 45,000SF arena $35,000,000
Demo and construct new 55,000SF arena $42,000,000
Municipal Building Site
Demo and construct new 27,000SF town hall $25,000,000
(Admin and Com Dev, 75 parking spaces)
Charter Bus Lot
50,000SF Multi-purpose events facility/support space $55,000,000
7,500SF theater and Council Chambers $4,000,000
6,000SF community space $3,000,000
Utilitarian ice rink $15,000,000
240-space parking structure $42,000,000
Streetscape and Lot 10 improvements $6,000,000
POTENTIAL IMPROVEMENT COSTS
Order of magnitude estimates of potential costs for
improvements contemplated by this Plan have been prepared.
These estimates are based on assumptions of building type and
a general understanding of site conditions. These estimates are
not based on the design of improvements. As such they provide
only a relative idea of possible project costs. In addition to hard
construction, cost estimates include design fees, FFE (furnishings,
fixtures, and equipment), construction management and cost
contingencies. Estimates are in 2019 dollars.
It is recommended that further detailed cost estimates be
prepared after design work for these improvements is completed.
It is likely that updated cost estimates will vary considerably from
the order of magnitude estimates provided below. It should be
noted that the Town may not bear the cost of all improvements
listed below. For example, the cost of all or portions of the
building wrap at the Lionshead Parking Structure may be done
via a public/private partnership. The Town’s direct project costs
will be refined during subsequent steps in the planning and
design process.
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62 | Town of Vail Civic Area Plan
FUNDING OPTIONS
The implementation of the improvements
in the Civic Area will require investment on
the part of the Town. To understand the
financial options available to the Town, a
comprehensive review of potential funding
sources was completed. As shown in the
chart to the right, there are many different
sources that could be utilized, ideally in
some combination that maximizes the
opportunities and minimizes the financial
burden on the community. In the scenarios
that were evaluated for the plan, not every
potential source of funds were tapped.
The intent is to select the most relevant
and effective source for a given project,
recognizing that it will vary over time.
Potential Funding Sources
For each source, a detailed evaluation was
completed to document the process of
formation and the corresponding revenues
that would be available. The purpose was
to provide direction on which sources
generated the greatest level of proceeds and
offered the most value relative to the efforts
to establish them. As part of this process,
the team tested each revenue source and
grounded them in the local context to ensure
the estimates reflected realistic proceeds.
As shown in the chart, a ‘High’ score in terms
of the amount of proceeds is a positive
indication. Regarding the level of effort
for adoption, a ‘Low’ level of effort is most
compelling.
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Implementation | 63
In terms of the anticipated proceeds, the revenue stream for each option was estimated
annually over a 30-year planning horizon and discounted by 5 percent to establish a present
value estimate. Currently, tax-exempt municipal debt can be underwritten at lower rates,
generating higher net proceeds. Recognizing that these tools may be implemented over an
extended period of time, a 5 percent discount rate is an appropriately conservative approach
for estimating proceeds.
Description of Potential Funding Sources
The most relevant funding sources are described in greater detail below.
A. Urban Renewal Authority
The existing Vail Reinvestment Authority has a remaining life of 11 years. It generates
approximately $5.7M annually. While it has existing obligations for these funds that
approximate $1.2M, the balance of $4.5M annually provides capacity to fund additional
projects. Bond proceeds that could be made available of approximately $35M would be
based on a relatively short amortization period of 10 years. These funds, if not expended
in or around the Lionshead redevelopment area by the expiration of the district, will be
redirected to existing taxing authorities. Because this urban renewal authority (URA) exists,
no action is required of the Town related to this funding source.
Town Council expressed interest in forming a new URA to cover properties in the Civic Area
Plan. In the event a DDA (see below) lacked support from the community and immediate
property owners, the Town could move forward with a second URA. To do so, it would
have to comply with the parameters of Senate Bill 1348. While complex, Council members
reported that the policy goals and intergovernmental cooperation was sufficiently high
to suggest it would be viable. The funding potential form a newly formed URA would be
comparable to that of the DDA concept modeled below.
B. Downtown Development Authority
A DDA has the potential to capture and redirect the property taxes associated with new
development within a designated DDA boundary. A DDA can be formed with a positive
vote of at least 50 percent of electors within a proposed district. It must, among other
criteria, reflect a concentration of governance and commerce for a given community, which
given the location of the existing and proposed improvements, would meet this test. Once
formed, the district redirects the property tax associated with any new development that is
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64 | Town of Vail Civic Area Plan
incrementally higher than the existing tax base. Similar to a URA, none of the existing Town
of Vail revenue sources are affected. Moreover, given that any publicly-owned site within
the study area that is publicly owned today and has a base of zero, the potential increment
from a new commercial development for example would result in substantial incremental
property taxes generated. A DDA can capture increment for 30 years, before the base is
reset. These proceeds can be used to service debt, and based on the potential increment
within the study area, the proceeds are listed in the previous table.
The revenue estimates from a DDA range from $13.1M up to $30.9M. The wide range
reflects different assumptions about the amount of development that could occur and be
captured for tax increment. In some scenarios, the relevant sites have been programmed
at densities that are comparable to existing development on surrounding sites and include
condominium and hotel facilities. Market research conducted regarding the depth of
demand for more condominium product showed reasonably strong interest, particularly
at luxury price points. Demand for additional hotel product was mixed, and all research
indicates that a large set of condominiums are needed to offset the otherwise substantial
interest carry on new hotel properties. The range of development types and sites involved
results in net proceeds for debt service ranging from $1.1M to $2.7M and corresponding
bond proceeds ranging from $13.1M up to $30.9M.
C. Public Improvement Fee
A PIF is a fee applied to the sales of goods and services that is enforced by a private
agreement between a development entity and its future tenants. It is often collected in
conjunction with sales tax and local municipalities remit the proceeds to the developer
(after deducting a service fee). The PIF is often used to service debt related to public
improvements, although because it is a private agreement there is wide latitude in terms of
its potential applications. No election is required for these fees, given that it is administered
as a private agreement. Typically, PIFs are negotiated at time of entitlement, with the
local government recognizing the formation of a PIF in conjunction with proposed public
improvements. In some cases, revenues from PIFs are combined with other sources, such as
Metropolitan Districts, to address a broader set of public improvement needs.
The PIF proceeds have been estimated using the current annual lodging activity of $235M
and assuming a range of 40 to 60 percent of lodging properties will opt into the program
and apply a rate of 1.5 percent for the PIF. The resulting annual revenues range from $1.4M
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Implementation | 65
to $2.1M, and if bonded over a 30 year period would generate proceeds ranging from $16.3
to $24.5M.
D. Dedicated Sales and Lodging Tax
A dedicated sales and lodging tax could be established to cover costs related to the
proposed improvements. Either revenue source would require a vote of the public. The
lodging community has expressed interest in a multipurpose events center of sufficient
scale to attract meeting business that cannot be served by existing conference facilities. The
revenues would also be dedicated in this case to service debt and could be sized to cover
operating expenses as well.
The proceeds are based on the current Town of Vail level of activity for sales tax and lodging
tax, which are $677M for sales and $235M for lodging. The incremental tax that has been
modeled builds on the existing rates of 4.0 and 1.4 percent, respectively, and ranges from
0.25 percent to 0.5 percent for sales tax and 1.0 percent to 1.5 percent for lodging tax.
Based on these assumptions, the proceeds range from $1.7M to $3.4M annually for the
additional sales tax and $2.4M to $3.5M for additional lodging tax. The bond proceeds,
assuming a 30 year amortization period, range from $19.6M to $39.1M for sales tax and
$27.2M to $40.9M for lodging tax.
E. Land Lease/Land Sale
The Town of Vail’s land holdings represent significant development potential. The Town
could partner with a private developer by putting the land under a proposed project.
By doing this, the Town could either monetize the asset in the form of a land sale or
could generate revenue in the form of lease payments over an extended period of time.
Alternatively, it could incent the project by discounting the cost of land, if the improvements
required a form of public finance and achieved an identified public policy goal.
The focus of the land lease has been the current Municipal Site, assuming that 144,000
square feet of land area would be made available for new development and that the existing
uses would be relocated. The valuation for this parcel, assumed at $16M, reflects the best
estimate from high-level residual land analysis and comps using assessor data. Based on
the analysis, it is assumed to be a conservative number. Applying industry standards for
projecting revenue streams from long-term leases, a range of 8 to 12 percent has been
applied to the value to determine the annual payment, which were then loaded as inputs to
October 1, 2019 - Page 161 of 299
project bond proceeds of $18.5M to $27.8M.
F. Public Private Partnership/Joint Development
It should be noted that the term Public Private Partnership addresses a form of development
in which the private sector invests with the Town on a project. For this analysis, this concept
was tested as a hotel or hotel/conference center or condo/hotel that would be constructed
on Town owned land. The revenue streams derived from this type of project included land
lease revenue (or hypothetically, land sale revenue). More significantly, the Town could
create a Downtown Development Authority or create a second Urban Renewal Authority.
Both tools enable the Town to capture the property taxes paid on the increment. In some
cases, the proposed developments were substantial in terms of the net Assessed Valuation,
which in turn, generated reasonably high revenues to the Town and the associated body
established to collect the revenues (DDA or URA). For this analysis, the Town of Vail would
not be a direct partner in a real estate project, but would rather create revenue streams
generated by the project to be captured by one of the other mechanisms listed in this
section.
G. Current Town Reserve
The Town of Vail, consistent with its internal policies, maintains a prudent reserve. Currently,
aggregate Town reserves range from $60M to $70M, a portion of which is restricted and a
portion is not. Town staff believes that a use of $10M of these reserves would still provide
sufficient cushion in the event future revenues are weak and/or unforeseen fiscal conditions
require the use of reserves. It should be noted that during the economic contraction as
part of the 2007 recession, the Town reduced its overall budget in response to declining
revenues, but it did not tap its reserve funds.
H. Town of Vail Bonding
Research provided by Town staff shows a history of the Town bonding to fund
improvements. For the approximately 20-year time period starting in 1970, the Town issued
15 bonds. Examples of these improvements include the purchase of Ford Park and Katsos
Ranch, and the construction of parking structures, Vail Public Library, Dobson Ice Arena and
the Lionshead Mall. Town staff believes that the Town could dedicate $3.5M to $4.5M in
debt service for a bond issue, without reducing its ability to maintain all operations that it
currently conducts. Using similar assumptions regarding bonding potentials, the proceeds
from this could range from $34.7M up to $52M.
Town Council Ranking 66 | Town of Vail Civic Area Plan October 1, 2019 - Page 162 of 299
Implementation | 67
Decisions on funding improvements will be made by future Councils when more information in
on project design and costs has been prepared. During this planning process funding options
presented to the Town Council were informally ranked in terms of High Support, Moderate,
and No Support. As shown on the table to the right, five sources were ranked “High,” three
were ranked “Moderate/Low,” and the option that included a land sale was eliminated, as the
Council stated a preference for a long-term land lease.
Potential revenue sources strongly supported by the Town Council are indicated on the table
below. While these sources could theoretically generate over $200M in proceeds, it has been
assumed that different sources will be tapped for different uses, and over the course of the
implementation of the Civic Area Plan, future Councils will select specific sources (or portions
of specific sources) that best align with a given project under consideration. Another $50M
was identified that had Moderate/Low support of the Council. The Council did not support the
sale of Town lands. As noted previously, any future development scenario is likely to involve a
combination of different funding sources.
Next Steps
The Town of Vail is in a unique position to fund improvements identified by the Civic Area Plan.
It has financial resources that reflect the strong market and fiscal base of the community.
To the extent there is interest in pursuing revenue streams that involve private development,
there is potential upside in the form of new revenues that can be established by tapping market
forces. The Vail brand is strong—the Town and ski mountain reinforce decades of consistently
superior experience for the guest and resident. There may be potential for the Town to partner
with private development that would generate revenue to fund Civic Area improvements.
Alternatively, the Town could pursue more traditional sources of funding, such as a dedicated
lodging and/or sales tax. This would give the Town a strong basis from which to move forward.
Cultivating support within the community for these tools will be an important next step to
increase the potential approval by the voters.
Both courses of action are worthwhile and merit continued evaluation. As the concepts within
this Plan are refined, additional work should be completed to understand the depth of market
support, the costs for construction as well as operations, the fiscal benefits (in the form of
additional sales and lodging taxes), and the next economic benefits to the community. There
are many ways to evaluate each of the projects within the overall study area, with fiscal and
economic viability being just one of many perspectives. Because the economic viability is a
foundational issue, additional study is warranted.
October 1, 2019 - Page 163 of 299
Other Considerations
ENVIRONMENTAL CONDITIONS OF THE SITE
A report addressing environmental resources and existing conditions of the Civic Area has been
prepared. The report identified opportunities, constraints and considerations associated with
these natural resources. Specifically, this report addressed:
• Surface water conditions and potential site-specific improvements to the streamside
habitat,
• Regional ground water supply flows tributary to Middle and Gore Creeks,
• Floodplains, wetlands, and riparian areas,
• Atmospheric conditions,
• Geologic conditions,
• Biotic conditions including wildlife: threatened, endangered and sensitive species,
• Vegetation,
• Waste, noise, odors, and visual considerations.
This report was prepared by Watershed Environmental Consultants and a copy of this report
can be found in the appendix of this Plan.
SUSTAINABILITY
The Town of Vail is committed to the stewardship and protection of our unique mountain
environment. The Civic Area has the potential to set a new standard as a show-case of
sustainable development in a resort community. The Town of Vail’s Environmental Sustainability
Strategic Plan outlines six goals. These goals are listed below along with examples of how they
can be implemented with the future development and operation of the Civic Area.
1. Solid Waste Stream Diversion and Recycling
• Implement zero-waste programs as part of the operation and management of all
facilities.
68 | Town of Vail Civic Area Plan October 1, 2019 - Page 164 of 299
Implementation | 69
• Provide readily accessible recycling bins throughout the Civic Area.
• If or when the Municipal Site is redeveloped, provide a suitable location for the
community recycling facility.
2. Energy Efficiency
• Design and construct buildings for maximum energy efficiency.
• Design buildings to be easily adaptable to future generations of power grids/systems.
3. Ecosystem Health
• Coordinate with the Town’s Sustainability Department on the restoration,
enhancement, and protection of the Middle and Gore Creek corridors.
• Design any new buildings or improvements proximate to the Middle and Gore
Creek corridors to not impact natural riparian areas or the overall health of these
ecosystems.
• Incorporate best management practices for erosion control and the collection,
retention, and treatment of storm water.
4. Sustainable Economic and Social Development
• Utilize sustainably sourced construction materials.
• Design improvements within the practical carrying capacity of the Civic Area
balancing building mass, scale and form with open space, vegetation and sunlight.
• Where feasible, incorporate the development of workforce housing into the Civic
Area.
5. Public Education and Communication
• Where possible, assist with the development of the Gore Valley Trail Interpretive Plan
to promote education of ecosystem health and water quality.
6. Transportation
• Continue to encourage use of the town’s public bus system and other multi-modal
means of transportation that reduce the use of private automobiles.
October 1, 2019 - Page 165 of 299
ZONING
With the exception of the Middle Creek Parcel (zoned Natural Area Preservation), all parcels
within the Civic Area are zoned General Use (GU). The purpose of the GU district is to “provide
sites for public and quasi-public uses which, because of their special characteristics, cannot be
appropriately regulated by the development standards prescribed for other zoning districts . . .
. The general use district is intended to ensure that public buildings and grounds and certain
types of quasi-public uses permitted in the district are appropriately located and designed to
meet the needs of residents and visitors to Vail, to harmonize with surrounding uses, and, in the
case of buildings and other structures, to ensure adequate light, air, open spaces, and other
amenities appropriate to the permitted types of uses”.
Any new building or site improvement within the GU District requires Planning and
Environmental review of a proposed “development plan”. Site development standards for the
development of GU-zoned properties are prescribed by the Commission as an element of their
review.
The majority of all uses contemplated by the Civic Area Plan are allowed in the GU District.
Workforce housing is a Permitted Use. Public and private parks, public and quasi-public indoor
community facilities, public buildings and grounds, public parking structures, public theaters,
meeting rooms, and convention facilities are all permitted in the GU District with approval of a
Conditional Use Permit.
This Plan suggests the possibility of air-rights development at the Charter Bus Lot that could
include private development such as a condominium or condominium/hotel. This type of use
would necessitate a change to the GU zoning.
70 | Town of Vail Civic Area Plan October 1, 2019 - Page 166 of 299
PARKING
The Town’s zoning regulations require on-site parking for most of the land uses contemplated
by this Plan. There is the potential to add additional parking at the north side of the Charter
Bus Lot. This parking would necessitate re-construction of the entry to the Lionshead Parking
Structure. One, two, or three trays of below grade parking could be provided. Each tray could
include approximately 80 spaces, meaning up to 240 spaces could be provided. Vehicular
access to these new parking stalls would be via the existing LHPG ramps and circulation
patterns.
The Civic Hub’s proximity to the Lionshead Parking Structure creates an opportunity to
potentially utilize this existing parking resource to in part address parking requirements of the
Civic Hub. The Civic Hub’s central location to Vail Village, Lionshead, and to the Town’s in-town
bus route also provide great potential for multi-modal access, meaning less parking demand for
the project. The impact of management programs and new innovations such as smart cars and
self-parking cars should also be considered. These and other considerations will be evaluated
during the detailed planning and design of the project.
Implementation | 71October 1, 2019 - Page 167 of 299
72 | Town of Vail Civic Area Plan
CIVIL ENGINEERING
Detailed civil engineering plans will be completed during future design phases of the project.
Civil plans will include the design of water, sewer, and other utility services, and the design
of grading and drainage plans. In order to understand any “big picture” issues with utilities,
an initial evaluation of water and sewer services was completed. This evaluation involved
discussions with ERWSD to understand existing sewer and water service capacities within the
Civic Area and how they can accommodate future water and sewer needs. In addition, existing
utility lines within the Civic Area were identified relative to how they may influence the design of
future improvements.
This evaluation was completed by Alpine Engineering. A report summarizing their findings is
found in the appendix of this plan.
October 1, 2019 - Page 168 of 299
Implementation | 73
TRAFFIC
A detailed traffic analysis will be completed after development plans and programs for improvements at the Civic Area have been refined. This
analysis will be prepared as an element of the Town’s review of specific development plans. The purpose of this analysis will be to understand
how traffic generated by the development can be accommodated by the surrounding road system.
An initial analysis has been completed to understand potential traffic considerations of the development scenarios contemplated by this Plan.
A new roundabout is planned as part of improvements to be made to the South Frontage Road. This roundabout is located at the west end of
the Municipal Building Site. Access to any new development at this site will be from the roundabout or by a separate right-in/right-out access
point, east of the roundabout. There are no capacity or service issues anticipated with this new access point.
Access to the Charter Bus Lot is expected to be from the South Frontage Road and to be shared with the access to the Lionshead Parking
Structure. As an element of the planning and design of South Frontage Road improvements, a traffic analysis was completed for the entry/exit
at the Lionshead Parking Structure. This analysis found that the existing access point operates at a Level of Service (LOS) “F” for exiting vehicles
during the PM peak hour. Improvements to be made to this intersection include multiple turn lanes. These changes will improve the average
LOS to “A” for exiting vehicles during the PM peak hour. While specific uses at the Charter Bus Lot are yet to be determined, it is possible that
development of the Charter Bus Lot may include up to 240 additional parking spaces. LOS analyses for the Lionshead Parking Structure access
point were completed assuming these additional parking spaces were in place.
A more detailed traffic analysis will be completed when more is known about the future development of the Charter Bus Lot. This analysis will
consider the type and intensity of new development, how the traffic patterns of these uses relate to peak skier traffic, how multi-modal programs
can be implemented to potentially minimize site generated traffic, and other considerations.
This initial evaluation was completed by Kimley/Horn. A report summarizing their findings is found in the appendix of this plan.
October 1, 2019 - Page 169 of 299
74 | Town of Vail Civic Area Plan
APPENDIX
1. Preliminary Traffic Assessment, by Kimley Horn
2. Preliminary Civil Engineering Assessment, by Alpine Engineering
3. Civic Area Plan Environmental Review, by Watershed Environmental Consultants
October 1, 2019 - Page 170 of 299
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C: A ppeal of Town of Vail Z oning A dministrator’s Determination of standing made on
or about S eptember 23, 2019 regarding certain appeals of the Planning Environment Commission
(the “P E C”) decision A pproving B ooth Heights Development Plan (P E C 19-0018)
P RE S E NT E R(S ): Matt Mire, Town Attorney
B AC K G RO UND: On October 1, 2019 the Town of Vail received objections to the Town of Vail
Zoning Administrator’s Determination of standing made on or about September 23, 2019
regarding certain appeals of the Planning Environment Commission (the “P E C”) decision
A pproving B ooth Heights Development Plan (P E C 19-0018). T he Vail Town Code requires the
Town Council to consider this matter at a meeting prior to the appeal hearings on the Booth
Heights development project on October 15, 2019.
AT TAC H ME N TS:
Description
Booth Heights Appeal on Standing 100119
October 1, 2019 - Page 171 of 299
October 1, 2019 - Page 172 of 299
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C: Parking and Transportation Task F orce Recommended W inter 2019-2020
P arking Program
P RE S E NT E R(S ): Greg Hall, director of P ublic Works and Transportation
AC T IO N RE Q UE S T E D O F C O UNC I L: A pprove or Approve with modifications the W inter
2019 - 2020 Parking P rogram as recommended by the Parking and Transportation Task F orce
B AC K G RO UND: The Parking and Transportation Task F orce was formed in 1999 in an advisory
capacity and has been enacted through the years at the direction of the Vail Town Council. I n
reinstating the Task F orce, the role of the 12-member group is to provide advisory input and
recommendations on parking, transit and mobility issues.
S TAF F RE C O M M E ND AT IO N: Staff recommends the Town council approve the P arking and
Transportation Task F orce recommendations for the W inter 2019-2020 Parking P rogram.
AT TAC H ME N TS:
Description
staff memo
Last Season Parking brouchure
Stats
Stats 2018-2019
October 1, 2019 - Page 173 of 299
1
TO: Vail Town Council
FROM: Parking and Transportation Task Force
Greg Hall, Director of Public Works and Transportation
DATE: October 1, 2019
SUBJECT: Parking and Transportation Task Force Recommended Winter 2018-2019 Parking
Program
I. PURPOSE
The purpose of this item is to:
Provide Town Council the Parking and Transportation Task Force (PATTF)
recommendation for Winter 2019-2020 Parking Program
Request Town Council approve the Winter 2019-2020 Parking Program
II. BACKGROUND
The Parking & Transportation Task Force met on September 24, 2019 to review statistics
from the winter 2018- 2019 season as well as make recommendations for Winter 2019 –
2020 Parking Program.
The Parking & Transportation Task Force was formed in 1999 in an advisory capacity and
has been enacted through the years at the direction of the Vail Town Council. In reinstating
the Task Force, the role of the 12-member group is to provide advisory input and
recommendations on parking, transit and mobility issues. Representatives are as follows:
Representing the retail community - Meg Hanlon and Hugh Paine
Representing the restaurant community - Bill Suarez
Representing the lodging community - Brian Butts
Representing the community-at-large - Kent Johnson, Andrew Lanes and Don
Marks
Representing Vail Valley Medical Center - Darryl Flores (Cheryl Cannataro Alt.)
Representing Vail Resorts – Beth Howard and Jeff Babb
Representing the Vail Town Council - Mayor Dave Chapin and Jen Mason
The Task Force is chaired by Mayor Chapin and supported by various departments and
agencies to assist with technical expertise.
Recommended Winter 2019- 2020 Rate and Parking Structure:
October 1, 2019 - Page 174 of 299
2
Existing Proposed
0 to 30 Free Free
30 to 1 Free Free
1 to 1.5 Free Free
1.5 to 2 Free Free
2 to 3 $10 $10
3 to4 $20 $20
4 to 15 $30 $30
15 to 24 $50 $50
Recommended Parking Pass Prices
Existing Proposed
Gold $3300 $3300
Silver $2000 $2000
Blue $1250 $1250
Green $ 625 $ 625
Red $ 450 $ 450 (Red Sandstone parking garage)
Pink $ 200 $ 200
The adopted goal of the Town of Vail for parking during the winter is to provide a parking
program in which all but 15 days of overflow parking occur. This past winter there were 35
days of overflow parking.
III. TASK FORCE DISCUSSIONS | WINTER 2018-2019
The Parking and Transportation Task Force for the Winter 2019-2020 Parking reviewed
new initiatives proposed by Bustang and Gondola car pool app.
The hospital loss of parking spaces and construction will impact parking for the upcoming
season similar to last season. Vail Health presented their transportation plan to the task
force. It was the task force’s thought not recommending changes at this time with the
understanding there is only one more winter season with the impacts of Vail Health, is the
best approach.
The PATTF discussed the following items.
Supply
The completion of the Red Sandstone Parking Garage will provide 120 additional spaces
every day and up to 160 spaces during non-school days. This will be the first full season of
the availability of these spaces. It was the recommendation of the Task Force to keep the
current pass in place to gather use data for a full season to better understand the
patterns.
The task force viewed video of the parking situation in the area on the N Frontage Road
west of the West Vail roundabout, as presented by Bob Armour, representing the West
Vail neighborhood . It was determined to adjust the area available for parking on both
October 1, 2019 - Page 175 of 299
3
sides of the street where there is adequate space to provide parking spaces which do not
encroach into the travel lanes. This will affect the amount of parking available on the south
side of the frontage road adjacent to the interstate.
Rates
The PATTF reviewed the rates and recommend the rates stay the same for the upcoming
season.
Season Parking Passes
The PATTF reviewed the parking passes and recommend the passes stay the same.
There was some discussion the price may increase a small increment each year verses
the larger increase as was presented the last time prices increased. There was also
discussion of creating an overnight pass for employees who work graveyard shifts. This
pass would only allow entry after a certain time period.
There was also acknowledgement of the loss of parking at either Ford Park, or the soccer
field to stage special events.
IV. RECOMMENDED WINTER 2019-2020 PARKING PROGRAM
The Task Force makes the following recommendations when considering all the variables,
policies and dynamics of the Vail parking program: reducing demand, the desire to
encourage transit and carpooling use, discourage driving, align parking policies with our
environmental policies, while recognizing the need to cover costs of increased parking
operations and transit and other alternative enhancements.
Winter 2019-2020 objectives and recommendations
Require construction projects to have an employee transportation and parking plan
Work with ECO Transit to support increased service under the anticipated new
ECO director
Develop a marketing and messaging plan around the following to reach 15 day
overflow goal
o Walking
o Don’t rent a car
o Environmental effects of driving
o Healthy lifestyles
o Reduce congestion
o Promote transit use
o Ridesharing (Uber, Lyft)
o Carpooling
o Employee van pools
o Biking
o Random Acts of Kindness/Guest Recovery
o Investigate first and last mile solutions
Long-term storage of cars
.
.
October 1, 2019 - Page 176 of 299
4
VI. ACTION REQUESTED
Approve or approve with modifications the Winter 2019-2020 Parking Program as
recommended by the Parking and Transportation Task Force. Approving the program is
required prior to pass sales which begin on October 28th.
Recommended Rate Structure:
Existing Proposed
0 to 30 Free Free
30 to 1 Free Free
1 to 1.5 Free Free
1.5 to 2 $ 5 Free
2 to 3 $10 $10
3 to4 $20 $20
4 to 15 $30 $30
15 to 24 $50 $50
Recommended Parking Pass Prices
Existing Proposed
Gold $3300 $3300
Silver $2000 $2000
Blue $1250 $1250
Green $ 625 $ 625
Red $ 450 $ 450
Pink $ 200 $ 200
VII. STAFF RECOMMENDATION
Staff recommends the Town Council approve the Parking and Transportation Task Force
recommendations for the Winter 2019-2020 Parking Program.
October 1, 2019 - Page 177 of 299
Parking Information
Winter Season 2018 - 2019
GOLD PASS $3,300Guaranteed parking anytime in Vail Village and Lionshead structures.
BLUE PASS $1,250(Vail Property Owners, Residents and Employees Only**) Daily at Lionshead structure; Monday-Thursday during
non-peak times at Vail Village structure. Peak times:
Every Friday, Saturday and Sunday; Dec. 21-Jan. 2,
Jan. 15 and Feb. 19.
GREEN PASS $625
(Vail Employees Only**) Lionshead structure Monday-
Thursday, restricted days of Dec. 21-Jan. 2; Jan. 21 and
Feb. 18. Access to Red Sandstone parking garage, Ford
Park and soccer field lots from 6 a.m. to 2 a.m. daily. Available to Vail Village or Lionshead-based businesses only. Proof of employment is required. Note: Restrictions apply. See restrictions below for lot closures.***
RED PASS $450 No longer available this season(Vail Employees Only**) Daily at Red Sandstone Parking Garage, Ford Park and soccer field, 6 a.m. to 2 a.m. See restrictions below for lot closures.***
PINK PASS $200(Vail Employees Only**) Daily at Ford Park and soccer field, 6 a.m. to 2 a.m. See restrictions below for lot closures.***
VANPOOL PASS $200 Call 970.479.2104 for details.
VAIL VALUE CARD*
(Vail Property Owners, Residents and Employees Only**)
Both parking structures. 50% discount during non-peak
time (Sunday-Thursday) and 20% during peak times
(Every Friday and Saturday, plus Dec. 21-Jan. 2, Jan. 21
and Feb. 18). Certification required for activation and
transfer of balance each year.
EAGLE COUNTY VALUE CARD*(Eagle County Businesses, Property Owners and Residents) Both parking structures. 40% discount during non-peak time (Sunday-Thursday) and 12% during peak times (Every Friday and Saturday, plus Dec. 21-Jan. 2, Jan. 21 and Feb. 18). Certification required for activation and transfer of balance each year.
*Pay-on-foot stations in the parking structures enable pass holders to add
value to their cards at any time once the card has been certified by the
town’s parking sales office.
**Available to Vail business license holders’ employees working a minimum
of 30 hours per week.
*** Ford Park lot will be closed Dec. 13-16 for Snow Days, March 21-24 for
Après Vu, plus April 11-14 for Spring Back to Vail. The soccer field parking
lot will be closed Feb. 19 through March 9 to accommodate staging needs
for Burton US Open Snowboarding Championships. Use outlying free lots
during closures.
Parking Passes
Buses
VAIL - FREE BUSES
Seasonal schedules can be found at most bus stops and
Welcome Centers, as well as vailgov.com/bus-schedules
or 970.479.2178.
• Winter schedule begins Dec. 10.
• Route: Free Vail buses run from East Vail to West Vail.
ECO TRANSIT (Eagle County Buses)
Schedules available at eaglecounty.us/transit
or 970.328.3520.
• Winter schedule begins Nov. 19.
• Route: ECO Transit runs buses 21 hours a day from
Vail to all points west in Eagle County, including Minturn,
Eagle-Vail, Avon, Beaver Creek, Edwards, Wolcott, Eagle,
Eagle County Airport, Gypsum and Leadville.
• Cost: $4 each way ($7 to Beaver Creek and Leadville)
for adults and $1 for seniors and youth 18 and under.
Children 5 and under ride free. Punch, daily and monthly
passes available.
Town of Vail Parking | 75 South Frontage Road
Open Monday - Friday | 8 a.m. to 4:45 p.m.
vailgov.com/parking/winter | 970.479.2445
Parking Pass Sales: 970.479.2104
Additional Contact Information:
Parking Operations 970.479.2445
Vail Transit 970.479.2178
Town of Vail 970.479.2100
ADA Parking Info 970.479.2104
ECO Transit 970.328.3520
Electric Car Chargers
PURCHASE PARKING PASSES
Town of Vail Parking Pass Office
75 South Frontage Road
Monday - Friday | 8 a.m. to 4:45 p.m.
Bring proof of eligibility as restrictions apply
970.479.2104
MORE INFORMATION
vailgov.com/parking/winter | 970.479.2445
SAME
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Exclusive Vehicle
Town of Vail
There are free-to-use ChargePoint electric vehicle charging
stations at Vail Village and Lionshead parking structures,
as well as Red Sandstone parking garage. For more
information, visit vailgov.com/parking/winter.
• Parking Passes
• Free Parking | Free Buses
• Hourly Parking
• Short-Term Parking
• Oversize Vehicle Parking
• Electric Car Chargers
• Buses
October 1, 2019 - Page 178 of 299
Park FREE | Ride FREE
Hourly Parking
Short-Term Parking
Vail and Lionshead Parking Structures
Short-term parking is available on the top level of the Vail
Transportation Center in Vail Village and west end of
level 1 of the Lionshead structure.
Free Trailhead Parking
Daily 7 a.m. to 11 p.m.
• Gore Creek Trailhead
• East Vail Interchange Trailhead
• Pitkin Creek Trailhead
• Booth Falls Trailhead
• North Trail Spraddle Creek Trailhead
• North Trail Red Sandstone Creek Trailhead
• North Trail Buffehr Creek Trailhead
• North Trail Davos Trailhead
Parking availability is limited and some spaces are
restricted to three-hour trailhead use.
Vail Village and Lionshead Parking Structures
Free for first 2 hours; Free after 3 p.m. until 3 a.m.
(1 p.m. - 3 p.m. will be charged the 2 to 3 hour rate).
North Frontage Road (75 spaces)
Across from West Vail Mall; Daily, 7 a.m. - 11 p.m.
North Frontage Road (100 spaces)
West of West Vail roundabout; Daily, 7 a.m. - 11 p.m.
Donovan Park (90 spaces)
1600 S. Frontage Rd. W.; Available when Pavilion is
not in use (see signage at entrance or for updates visit
vaileventparking.com) 7 a.m. - 11 p.m.
Red Sandstone Park (15 spaces)
725 N. Frontage Rd. W.; Daily, 7 a.m. - 11 p.m.
South Frontage Road Overflow
On north side of road when both structures are full, until
11 p.m.
Town of Vail Parking | 75 South Frontage Road
Open Monday - Friday | 8 a.m. to 4:45 p.m.
vailgov.com/parking/winter | 970.479.2445
Parking Pass Sales: 970.479.2104Includes all levels in Vail Village and Lionshead structures:
Hours Rate Hours Rate
First 2 hours FREE 4 to 15 hours* $30
2 to 3 hours $10* 15 to 24 hours** $50
3 to 4 hours $20* Lost Tickets** $50
Pay stations are located at the pedestrian exits on level 4
in the Vail Village structure and level 1 in Lionshead
*Transaction ends upon exit; re-entry begins new transaction
**Per day
Oversize Vehicle Parking
There is a $50 daily charge for RVs and other oversize
vehicles using the Charter Bus Lot east of the Lionshead
parking structure.
Park for FREE in one of the areas below, then take
a FREE Town of Vail bus from there. Visit vailgov.
com/bus-schedules for frequent times and bus
stop locations.
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East Vail
Interchange
at I-70 Exit # 180E§¨¦70
I-70 Exit
# 176
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(# 20)(# 20)
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Gondola (# 19) Gondola (# 19)
Va i l M o u n t a i n
Va i l M o u n t a i n
North Trail
Spraddle Creek
(*free parking)
Red Sandstone Park (free parking)
Donovan Park
(free parking pending
scheduled events)VailVail
Village Village
North Frontage
Road West
(both sides)
west of
Roundabout
(free parking
7 days/week)
§¨¦70 West V
ail
West V
ail
I-70 Exit
# 173
TOV Municipal Buildings
(free parking in designated
spaces, Sat & Sun only)
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§¨¦70
E
North Trail
Red Sandstone Creek
(*free parking)
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by West Vail Safeway
(free parking 7 days/week)
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(*free
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!(Pink
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(*free parking)
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§¨¦70
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(*free parking)
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(*free parking)
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October 1, 2019 - Page 179 of 299
Winter Parking StatisticsWinter Season 2007‐2008 2008‐2009 2009‐2010 2010‐2011 2011‐2012 2012‐2013 2013‐2014 2014‐2015 2015‐2016 2016‐2017 2017‐2018 2018‐2019Number of Days in the Season 144 145 150 157 148 151 150 150 150 150 144 159Village transactions 286,240 288,924 324,974 343,396 319,223 337,851 344,978 395,308 381,780 368,993 344,005 394,312 Lionshead transactions 184,619 180,328 187,045 179,971 167,682 175,877 175,467 215,528 232,046 225,744 208,481 260,848 Total transactions 470,859 470,252 512,024 523,367 486,905 513,728 520,445 610,836 613,826 594,737 552,486 655,160 Total transactions Town Managed Lots658,491 638,211 587,167 696,556 Average Number of Transactions/day 3270 3233 3418 3334 3290 3402 3470 4072 4092 3965 3837 4121Village Structure Filled Days 73 50 38 16 7 22 26 21 21 32 15 42South Frontage Road Day 48 24 21 7 7 10 7 10 29 20 10 35Vail Village Revenue 2,119,748 2,760,013 2,469,316 2,235,562 1,514,497 1,930,580 2,039,995 2,029,856 2,476,926 2,357,334 2,268,749 2,950,214 Lionshead Revenue 1,581,374 1,888,881 1,757,173 1,602,069 1,178,017 1,317,510 1,245,295 1,473,792 1,702,556 1,617,779 471,473 1,898,485 Transaction Revenue 3,701,122 4,648,894 4,226,489 3,837,631 2,692,514 3,248,090 3,285,290 3,503,648 4,179,482 3,975,113 3,740,222 4,848,699 Total number of S Frontage Road Cars 14672 8518 7875 1675 1949 4401 2614 4256 9878 6433 2967 10584Average Number of S Frontage Road Cars* 319 355 380 239 278 550 469 473 341 322 297 302Maximum Number of S Frontage Road Cars 1070 715 702 393 401 933 1070 891 969 685 409 598Number Cars in other Public Parking,Wendy's, Donavan, W Front Rd etc.* 30988 38741 37934 36382 40319 41405 39483 4155115th busiest S Frontage Road Day 365 284 289 N/A N/A N/A N/A N/A 384 217 N/A 31715th busiest All Unmanaged Day 610 734 352 314 369 383 361 768Skier Visits 1.622 M 1.599M 1.746MVRI Maze Score Ease of Parking 3.51 3.42 3.53 3.71 4.46 4.05 4.28 4.21 6.59 6.49 6.1 6.41October 1, 2019 - Page 180 of 299
Parking Stats 2018-2019Village Structure FilledFrontage Road Parking2000-2001 2001-20022002-20032003-20042004-20052005-20062006-20072007-20082008-20092009-20102010-2011 2011-20122012-20132013-20142014-20152015-20162016-20172017-20182018-20192000-2001 2001-20022002-20032003-2004*2004-2005*2005-20062006-20072007-2008**2008-2009 #2009-20102010-2011 2011-20122012-20132013-20142014-20152015-20162016-20172017-20182018-2019November 3060040000000000001November 3 0 4 0 0 4 0 0 00000 0 00001December 15 11 15 9 5 12 8 5 11210543109010December 10 12 6 2 3 4 3 4 52101 0 15508January 17 11 5 12 11 13 13 19 14 10 5 2 2 9 4 11 8 312January 11 10 9 5 7 8 5 14 96220 4 295112Febuary 14 10 15 12 12 15 15 18 9 12 7 3 7 5 8 10 9 59Feburary 9 8 7 5 7 6 8 10 56336 1 46457March 23 23 16 9 13 19 20 25 13 10 2 3 6 7 5 9 6 68March 12 10 8 1 7 8 8 15 43132 1 37647April 2031432634102112011April 0 0 1 0 3 1 1 5 14001 0 02000Total 74 55 60 43 45 66 58 73 50 38 16 8 22 26 21 42 32 1541Total 45 40 35 13 27 31 25 48 24 21 7 8 10 6 10 29 20 1035Passes2001-02 2002-032002-03 2003-042004-20052005-20062006-20072007-20082008-20092009-20102010-2011 2011-20122012-20132013-20142014-20152015-20162016-20172017-20182018-2019South Frontage Road Car Counts (highest to lowest)Gold 196 181 205 175 178 172 173 243 184 191 125 115 118 120 42 49 42 41562000-2001 2001-20022002-20032003-2004*2004-2005*2005-20062006-20072007-2008**2008-2009 #2009-20102010-2011 2011-20122012-20132013-20142014-20152015-20162016-20172017-20182018-2019Silver56 54 50 43 27 22 24 27 30 30 42561208 910 1420 829 1207 891 1001 1070 715 702 393 401 933 1070 891 969 685 409598Blue 359 188 309 175 181 199 270 233 283 224 237 211 203 208 227 342 329 470621957 800 1073 485 950 596 576 812 688 567 308 392 892 622 767 702 480 383544Green 169 195 107 134 146 220 445 107 144 133 143 81 84 158 203 158 137139921 781 893 462 717 590 525 751 603 543 274 376 492 498 673 583 479 322446Pink 492 585 415 547 585 690 704 408 480 515 583 481 558 562 629 587 655621787 738 871 459 510 581 442 749 528 534 196 323 456 268 346 511 427 319437Vail Value 1700 1935 2348 3660 Meter Meter Meter 928 1030 1533 1840 2089 1030 1378 2211 1497 1369 786 641 768 381 461 580 358 675 501 517 192 179 382 264 326 491 421 307419Eagle County Meter Meter Meter 0 222 653 860 983 694 936 1379 1016 1105 709 609 681 369 459 493 331 673 495 515 183 172 380 92 318 438 402 295410New issued 676 645834707 583 661 320 417 462 295 549 414 481 129 125 372 317 430 396 289395Red Pass60705 520 565 300 386 447 282 479 405 467 106 285 215 403 329 284385Const/placard 41 159 20 0 118 60 0 19 631 472 564 210 325 418 257 451 363 437 111 214 402 317 183383Total 2255 2965 3642 872 4700 1143 1512 1701 1964 2459 3299 3779 3819 1493 10th day 621 424 513 205 323 404 226 417 361 431 98 189 382 312 176368Pases w/o value 555 1030 1294 872 1040 1143 1512 1701 1036 1207 1113 1079 1345 615 421 512 181 315 396 214 416 342 390 348 312352608 406 490 173 287 391 193 410 332 389 342 303351571 390 410 102 264 349 169 398 327 378 337 239337558 385 407 69 240 335 168 368 290 320 308 222322 15th day541 367 381 214 303 132 365 284 289 304 217317521 364 351 209 299 96 324 275 237 288 211313500 351 330 200 287 91 324 274 221 270 190311480 342 321 195 235 82 310 249 180 247 187311421 308 288 187 235 82 309 245 163 242 154310418 304 287 169 222 76 294 229 108 236 150292387 288 275 168 205 70 287 208 106 214283382 280 251 163 184 283 146206275374 277 235 156 183 281 136198265349 259 203 115 183 260 108196247339 249 189 104 164 246192224321 246 184 158 243168220304 229 180 139 238162219287 221 168 95 214157201282 204 138 54 21315219830th Day274 174 70 202180267 165 191162254 134 177137204 114 173131200 113 171122188 98 168119110 50 16795163161120120118959269688Total 17882 13217 13679 4545 8741 9879 5666 14672 8518 7975 1675 1949 4401 2814 4256 9678 6433 2967 10584Avg # cars on the road 483 367 456 325 350 341 270 319 355 380 239 278 550 469 473 341 322 297 302* West Day Lot in Use** Wendys Lot NFR in Use# Wendys, Donovan and NFR in useAttachment AOctober 1, 2019 - Page 181 of 299
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C: Ordinance No. 13, Series 2019, First Reading, Ordinance adopting a budget and
financial plan and making appropriations to pay the costs, expenses and liabilities of the Town of
Vail, Colorado for its fiscal year J anuary 1, 2020 through December 31, 2020
P RE S E NT E R(S ): K athleen Halloran,Finance Director
AC T IO N RE Q UE S T E D O F C O UNC I L: A pprove or approve with amendments Ordinance No.
13, S eries 2019.
B AC K G RO UND: P lease see attached memo.
S TAF F RE C O M M E ND AT IO N: A pprove or approve with amendments Ordinance No. 13,
S eries 2019.
AT TAC H ME N TS:
Description
2020 Budget 1st Reading
Presented Contribution Request Applications
October 1, 2019 - Page 182 of 299
2020 PROPOSED BUDGET
1st Reading
October 1, 2019
October 1, 2019 - Page 183 of 299
TOWN OF VAIL
PROPOSED 2020 BUDGET
TABLE OF CONTENTS
COVER MEMO 1
REVENUE 6
Major Revenue Analysis 10
PERSONNEL 11
Summary of Changes in Personnel 15
Ten-Year Summary of Budgeted Positions by Department 16
Employee Benefits Summary 18
Staffing Requests 19
EXPENDITURES 31
General Fund 36
CONTRIBUTIONS 37
Contributions Summary 38
Contributions Notes 40
CAPITAL PLAN 49
Capital Projects Fund 52
Housing Fund 57
Real Estate Transfer Tax Fund 58
Unfunded 62
.
OTHER FUNDS 63
Marketing and Special Events Fund 64
Heavy Equipment Fund 65
Health Insurance Fund 65
Dispatch Services Fund 66
Timber Ridge Fund 67
ORDINANCE 68
October 1, 2019 - Page 184 of 299
TO: Vail Town Council
FROM: Finance Department
DATE: October 1, 2019
SUBJECT: Proposed 2020 Town Manager’s Budget
I. SUMMARY
First reading of Ordinance No. 13, Series 2019, a first reading of the proposed 2020 Town
Manager’s Budget.
II. DISCUSSION
On September 3rd, staff presented a draft budget for Council’s review. Any changes or
additional information resulting from that meeting is included below:
• Property Tax revenue has been updated to reflect the most recent report from the
County Assessor’s office. Total collections are projected at $5.9 million, a $400,000
increase from previous estimates. The increase stems from a “re-assessment” year,
where property values increased an average of 12% for residential and 16% for
commercial.
• During the September 3rd discussion, Council approved $50K for a “First & Last Mile”
plan and implementation. Staff proposes using this funding toward an employee
request: “Mobility Planner” (please refer to page 27 in the Personnel tab for a detailed
description of the position). A total of $97K for salary and benefits is included in the
General Fund for Council’s consideration.
• After further review, staff is requesting that the Human Resources Coordinator be
budgeted as a full time employee rather than the previously proposed part time position.
This is based on the numerous employee initiatives such as a review of housing
opportunities, employee engagement and recruiting support. This request would add
$42K to the proposed budget for salary and benefits (total cost is $84K).
• Per Council’s request, Highline and Vail Valley Foundation are presenting during the
afternoon work session on additional funding requests. Highline has requested total
funding of $550,000, an increase of $250,000 from the prior year for the Spring Back to
Vail Event, and the Vail Valley Foundation has requested that the Mountain Games be
recognized as a Signature Event for the town, with funding totaling $140,000 (up from
$75,000).
• Council requested more information on the Actively Green program, specifically the
number of businesses that participate. Annual funding of that program is included in the
proposed budget for $40,000 (paid from the RETT Fund) as an annual contract with
Walking Mountains. Please see attached memo from Walking Mountains.
• Council requested presentations by the Children’s Garden of Learning and Eagle Valley
Childcare, mainly for an update on number of Vail children served, and the benefits
October 1, 2019 - Page 185 of 299
available to Town of Vail employees. This presentation is scheduled for the afternoon
work session on Oct. 1st.
• $10,000 is requested for a feasibility study of adding pickle ball courts, and/or winterizing
the current courts. This is proposed for funding out of the RETT Fund.
• Coinciding with the huge success of the “Vail Social” neighborhood pot luck event, staff
is recommending that the budget for next year’s event be increased by $10K, for a total
expenditure of $20K.
THE FOLLOWING INFORMATION IS REPEATED FROM SEPT. 3RD COUNCIL PACKET
The proposed 2020 budget is presented to Council with conservative revenue projections, a
balanced operating budget, and funding for priorities within the Council’s focus areas.
Staff has also included a high level Recession Plan for your consideration.
BUDGET PRIORITIES
The Town of Vail 2020 budget proposal presented in this document reflects the town’s vision to
be the premier international mountain resort community in a fiscally responsible manner.
Each year the Town Manager and staff prepare an annual budget that serves as a funding plan
as determined by Town Council. The 2020 budget proposal assumes a continuation of high
service levels within a conservative economic forecast.
Priorities that guided the 2020 budget tie directly to common themes found in both the Council
Action Plan and the prior year’s Community Survey results. The major themes include ensuring
citizens are afforded the opportunity to live and thrive in our community, providing a world class
guest experience, balancing our economic, environmental and social needs to deliver a
sustainable community as well as growing a vibrant and diverse economy.
Many of the new budget requests help align resources and equipment to accommodate added
service levels and improvements to address several topics of importance to both Town Council
and the community at large. Investment in in the town’s “human capital” is a top priority of this
budget proposal, with implementation of the Total Rewards program, to focus not only on
retention and recruiting of employees but also a focus on succession planning for the future.
Community: With acquiring resident-occupied, deed-restricted housing a significant priority of
the “Community” goals within the Council Action Plan, the Housing Department’s 2020
proposed budget includes $30,000 in funding to allow for site feasibility of potential housing
Town of Vail Page 2
October 1, 2019 - Page 186 of 299
development opportunities, $25,000 for a housing communications plan and public
engagement, $50,000 to update inclusionary zoning and commercial linkage, $10,000 for an
online employee housing unit (EHU) compliance tool and $30,000 for an updated housing
demands and needs analysis. No additional staff resources are proposed at this time. Instead,
an additional staff member to support the day-to-day functions of the growing department is
likely to be proposed for consideration in 2021. Until then, the Department is expected to rely
upon professional contract services to meet the one-time project needs.
The 2020 budget also reflects $2.5M transferred into the Housing Fund from the Capital
Projects Fund to continue the success of the Vail InDEED Program. To date, the program has
funded approximately 121 new deed restrictions within the town at an average cost of $44,553
per bedroom or $82 per square foot. Spending on individual deed restriction purchases total
$1.7 million in 2018 and $1.7 million year to date in 2019 (budget of $2.5 million). Deed
restrictions have also been secured with public/private partnerships such as Solar Vail ($4.2
million) and 6 West Apartments ($625,000).
Staff is proposing a placeholder of $300,000 to update the Vail Vision Plan in 2020. The
expense would cover the cost of consultants to gather information and feedback from the
community; present the updated plan to Council; and prepare the final document.
Experience: Council and staff continue to strive for improving the guest and citizen experience.
A new Guest Service initiative with Vail Resorts is planned this November 2019 to boost the
early season opening in Vail with a Thanksgiving-themed event that would expand into tree
lighting and other holiday festivities. Another segment of the initiative is a customer service
training program and employee engagement. A total of $159,000 was approved in 2019 and
increased funding of $228,000 is proposed in 2020 with intentions to provide full year
community guest services training and growing the early season activation. The additional
funding for Thanksgiving week will be earmarked for an Art in Public Places (AIPP) component
to the activation and will include a significant collaboration for a temporary art installation
helping to drive destination tourism.
Continued trail management with funding for the Front Country Ranger and summer host
programs will work toward a better experience on Vail trails. The town should have results of
the trail surveys later this year, with the development of a proposed management plan following.
Economy: For the Civic Area Master Plan outcomes, staff has proposed additional planning
and design dollars in both the General Fund ($250K for general economic studies and public
outreach) as well as the Capital Projects Fund ($1.0 million for feasibility studies, design and
construction estimates).
Special events bring economic vitality and increased sales tax collections for the town,
especially in the summer months. The 2020 proposed budget currently includes funding for the
Commission on Special Events (CSE) ($893,600), plus funding of both Signature Events
$998,000 (Bravo!, Vail International Dance Festival, Vail Jazz, and Burton US Open) and
Destination Events $600,000 (Vail Snow Days and Spring Back to Vail). Included in the
Contribution section are requests for increased funding of Mountain Games and Spring Back to
Vail events. Please see page 37 for more details on these requests. Event spending across all
funding sources totals $2.8 million, and is accompanied by $3.5M in proposed summer
marketing from the Vail Local Marketing District to boost economic vitality.
Town of Vail Page 3
October 1, 2019 - Page 187 of 299
Sustainability: One of Council’s priorities within the “Sustainability” goal is employee
recruitment and retention. The funding and implementation of a sustainable employment
strategy in 2020 will be critically essential in the town’s ability to meet its goals in recruiting and
retaining top-notch employees. Otherwise, the town stands to lose its competitive edge. The
town’s core functions provide a vast array of world-class services to both guests and citizens
with public safety (fire/police), transportation, building planners and inspectors, a public library,
parks and landscaping, parking facilities, environmental stewardship, welcome centers and
administration. The town’s employees are infrastructure providing critical services. Please see
the section on “Personnel” (page 11) for more information on proposed 2020 initiatives,
compensation and benefits.
For Environmental Sustainability, the 2020 proposed budget includes funding to continue
implementation of the Gore Creek Water Quality Plan and program updates required to maintain
Vail’s global sustainable destination certification, a continuation of Actively Green programming
in the business community, and continued participation in Energy Smart Colorado to help meet
the town’s climate goals. In addition, staff is proposing $100,000 of capital spending on wildlife
habitat improvements, as a funding match with the developer of the Booth Heights housing
project.
With expanded environmental goals, initiatives and work plan, the 2020 proposed budget
reflects the elevation of the Environmental Sustainability department as a stand alone function
from the Community Development department. This includes the Environmental Director
reporting directly to the Town Manager and a new staffing request of 1.0 FTE for an Energy
Program Coordinator to develop and implement strategies that support the town’s energy and
carbon emissions goals. This department is funded in full by the Real Estate Transfer Tax
(RETT) Fund.
The capital plan includes $6.9 million for the purchase of seven electric buses to replace diesel-
fuel buses that service the outer areas of Vail. To coincide with the purchase of electric buses,
$1.4 million in capital expenditures is proposed in the 2020 capital plan to install electric bus
chargers and electrical service improvements. This is offset with a $1.1 million FASTER grant.
What is not currently included in the operating budget is the estimated cost for operational
changes with running electric buses that need to re-charge more frequently than diesel buses
need to be re-fueled. Those costs are currently being analyzed by staff and will be presented to
Council in the upcoming months.
____________________________________________________________________________
Each budget section is prefaced with an executive summary of information on that topic. The
below chart will direct you to the various sections of budget documents within this presentation:
Tab Section Page
Revenue 6
Personnel 11
Expenditures 31
General Fund 36
Council Contributions 37
Capital & RETT Funds 49
All Other Funds 63
Town of Vail Page 4
October 1, 2019 - Page 188 of 299
RECESSION PLAN
Due to the Great Recession of 2008, the town experienced a reduction in sales tax of 13.8%
during 2009. Town Council and staff responded with a two-part strategy. The first was to draw
visitors in the near term winter months. So in the fall of 2008, Council approved an additional
marketing spend of $550,000 from General Fund reserves and worked with resort community
partners to retain a leadership position in lodging and tourism. The second approach was to
maintain a high level of municipal services within budget constraints. The budget was adjusted
multiple times during the year and ultimately trimmed $2.0 million from the General Fund
operating expenditures that year. The town was able to come out of the recession without
dipping into reserves, and experienced sales tax growth in 2010.
Staff is proposing to have a plan in place for the next recession, whether in one year or in ten
years. There are multiple stages of this recession plan, with each stage representing escalating
impacts to revenue streams. The resulting measures are suggested to mitigate each stage in
the plan:
1. Minor: Impacts to revenues are minor, such as a 1-5% reduction. Staff recommends
maintaining service levels while making minor cuts to operating expenditures. Utilize
reserves where necessary.
2. Moderate: Impacts to revenue are moderate, such as a 5-10% reduction. Staff
recommends maintaining service levels while making larger cuts to operating
expenditures. Reduce annual merit increases for employees. Defer capital projects
unless already in process. Utilize reserves where necessary.
3. Significant: Impacts to revenue are significant, such as a 10-15% reduction. Staff
recommends limited service reductions (“unseen” services to be reduced first), manage
staffing vacancies and deferring capital projects. Utilize reserves where necessary.
Potential merit deferral / freeze in wages.
4. Major: Impacts to revenue are major, such as a 15-20% reduction. Staff recommends
service reductions, merit deferral / freeze in wages, potential reduction in staff and
deferring capital projects. Utilize reserves.
5. Crisis: Impacts to revenue are at a crisis level such as over 20% reductions to
revenues. Staff recommends significant reductions in service levels, reduction in staff,
merit deferral / freeze in wages and deferring capital projects. Utilize reserves.
III. ACTION REQUESTED OF COUNCIL
Staff requests feedback from Council in preparation for the second reading of the 2020 Budget
scheduled for October 15th.
Town of Vail Page 5
October 1, 2019 - Page 189 of 299
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October 1, 2019 - Page 190 of 299
Marketing & Communications $10,000
(newspaper and radio ads; Vail business spotlights/ambassador campaign;
certified business’s #1 sustainability tips; recognition of Town of Vail sponsorship)
This also includes outreach to recruit new businesses to join the Actively Green program. WMSC
has also forged Infinity Partnerships with booking.com and bookdifferent.com, which highlight
certified hotels and businesses on their websites as sustainable businesses as a marketing tool.
Educational trainings & Workshops $5,500
(Three 3‐hour industry focused workshops, GSTC STTP training Oct. 24 & 25, 2019)
*In‐kind use of Grand view room for GSTC training
Awards & Recognition of Businesses $4,500
Annual awards
Total to WMSC $40,000
October 1, 2019 - Page 191 of 299
Certified Actively Green Businesses within Vail (28)
Alpine Bank ‐ Vail
Antlers at Vail
Berkshire Hathaway Home Services, Lionshead
Betty Ford Alpine Gardens
CO Ski and Snowboard Museum
DoubleTree by Hilton Vail
Eagle Point Resort (East‐West Destinations)
Eagle River Water and Sanitation District
Eye Piece of Vail
Grand Hyatt
HR Plus Inc.
Lion Square Lodge (Wyndam)
Montaneros in Vail (Wyndam)
Manor Vail Lodge
Patagonia ‐ VRR ‐ Lionshead
Root and Flower
Ski and Snowboard Club Vail
Sonnenalp Hotel
The Sebastian
The Wren at Vail ‐ EWDH
Town of Vail Community Development
Vail Public Library
Vail Racquet Club
Vail Spa Condominiums EWDH
West Vail Liquor Mart
Vail Marriott
Vail Businesses in Progress to be Certified as Actively Green (12)
Black Tie Ski Rental
Blue Moose Pizza
Fjallraven
Four Seasons
Lionshead Welcome Center
Lodge Tower
Ritz Carlton
Ski Butlers
The Lion
Vail Interfaith Chapel
Vail Municipal Building
Vail Village Welcome Center
Certified Actively Green Businesses that Operate in Vail (8)
These businesses were not included above in the funding breakdown.
American Plumbing, Heating & Solar
October 1, 2019 - Page 192 of 299
Organic Housekeepers
RA Nelson
R&H Mechanical
Schaeffer Hyde Contructoin
SteamMasters
Vail Honeywagon
October 1, 2019 - Page 193 of 299
REVENUE $73.8 MILLION
The town’s major revenue sources have been projected conservatively, in accordance with
budget guidelines, based on historical trends and any additional information known at this time.
Assumptions for each major revenue source are outline below.
The town’s 2020 budget is funded by a projected $73.8 million net revenue budget. Net
revenues exclude inter-fund charges and transfers. 2020 projected revenues are flat with the
2019 forecast and a 7.6% decrease from 2018 actual results. The below chart identifies the
various sources of town revenue:
LOCAL TAXES: Six revenue sources make up local taxes and generate 67% of the town’s
annual revenues: sales tax; property and ownership tax; use tax; ski lift tax; real estate transfer
tax; and franchise fees.
A 4% general sales tax will produce approximately 39% of annual revenue for 2020. Sales tax
revenue is influenced by a number of factors including the general economy, tourism and
snowfall, special events and redevelopment activity. Sales tax revenue is seasonal, with
Sales Tax
39%
Property and
Ownership Tax
8% Use Tax
3% Ski Lift Tax and
Franchise Fees
9%
Real Estate
Transfer Tax
9%
Licenses and
Permits
4%
Intergovernmental
Revenue
7%
Transportation
Centers
9%
Charges for
Services
5%
Rent, Fines &
Miscellaneous
4%
Reimbursed from
VRA
3%
Earnings on
Investments
1%
2020 Proposed Net Revenue:
$73.8M
6
October 1, 2019 - Page 194 of 299
approximately 70% of the total generated during the ski season which is defined as November
through April. While the winter season continues to generate the majority of tax collections,
summer growth has outpaced winter for the last three years.
The $28.5 million of sales tax projected conservatively at an increase of 2.0% from the 2019
forecast and a 2.3% increase from 2018 actual results. Sales tax revenue for 2020 was
estimated using historical trends, current economic trends, and special event activity. As of July
2019 sales tax collections are trending at a 4.3% increase from 2018. Annual CPI is up 1.3%
for the first half of 2019.
Property and Ownership Tax of $5.9 million will generate 8.0% of total revenues for 2020.
This is an 11.3% increase from the 2019 amended budget based on the preliminary report from
the County Assessor’s office. During 2018 and 2019, tax revenue was impacted from a
reduction in residential taxes due to the Gallagher Amendment, but was offset by increases in
property valuations. The current base mil levy is 4.69 and typically constitutes 10% of the
average taxpayer’s property tax bill. The Gallagher Amendment will impact the town’s property
tax revenues in 2020 by another 10% reduction, or an estimated $550,000 without offsets from
increased property valuations.
In November 2000, Vail’s electorate approved lifting the revenue limitation placed on property
tax revenue by the Tax Payer’s Bill of Rights (TABOR) approved by Colorado voters in 1992.
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15.0
30.0
45.0
60.0
75.0
90.0
105.0
120.0
135.0
150.0
165.0
180.0
195.0
210.0
225.0
240.0
255.0
270.0
285.0
300.0
315.0
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
20.0
22.0
24.0
26.0
28.0
30.0
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Budget
2019
Forecast
2020
Budget Consumer Price Index Sales Tax ($ Millions) Sales Tax Compared with Inflation
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Property values are reassessed every two years, providing potential increases or decreases in
the even years. However, the base mil levy cannot be increased without a vote.
Construction Use Tax collections are estimated at $2.2 million for 2020, flat with 2019 budget.
This revenue item may be updated as more construction projects are permitted. In November
2007, voters approved the implementation of a 4% construction use tax effective January 1,
2008. Revenue from this source is allocated to the Capital Projects Fund.
Ski Lift Tax and Franchise Fees total $5.3 million and $1.2 million, respectively for 2020,
representing 9% of the total annual revenue. The town assesses a 4% tax on all lift access
tickets to the Vail ski area and budgeted revenue based on historical data. The town also
collects franchise fees from all the major utilities operating in the Town of Vail. The fees are
collected and paid by the local gas, electric, telephone, and cable television companies. The
rate is established by ordinance and is different for each utility type. Lift Tax was projected with
a 1.9% increase over the 2019 forecast and a 3.8% increase from 2018. All franchise fees are
projected based on historical trends, and are accounted for in the General Fund.
Real Estate Transfer Tax (RETT) is a 1% tax on transfers of property within the Town of Vail.
This tax is the primary revenue source in the Real Estate Transfer Tax Fund whose use is
restricted to parks, recreation, open space, and environmental sustainability.
Real Estate Transfer Tax collections of $6.3 million represent 9% of total annual revenues. This
is flat with the 2019 forecast and a decrease of 17.6% from 2018. RETT is estimated based on
current economic trends, historical averages, as well as communications with the lodging
community about new construction projects. 2018 was a record year for RETT with $7.6 million
in collections. Prior to 2018, RETT averaged an increase of 3.2% each year for the past five
years. For 2019, RETT collections are tracking 25% below prior year, but flat with budget.
LICENSES AND PERMITS are expected to generate approximately $2.7 million or 2.4% of total
revenues in 2020, up 4% from the 2019 amended budget. This revenue source can fluctuate
from a few large commercial and residential construction projects. No large projects have been
identified at this time for 2020. The 2020 projection is based on five year historical average.
Licenses and permits are General Fund revenues with the exception of the business license fee
and recreational amenities fee as described below.
Construction Fees, which include building permits, electrical, mechanical, and plumbing
permits, design review fees, plan check fees, variances, etc., are the largest component of the
license and permit category. Construction fees alone are budgeted at $2.1 million in 2020. The
2020 construction fee projection is based on a historical average.
The Business License Fee is restricted by ordinance for marketing and special events, and is
recorded in the Marketing Fund. Budgeted revenue for 2020 of $325,000 is an 18% from the
2019 budget, and consistent with year to date collections in 2019.
INTERGOVERNMENTAL REVENUE supplies 7.1%, or $5.3 million of total revenue and
includes federal and state grants, county sales tax, county road and bridge tax, highway users’
tax, cigarette tax, and E911 Authority Board. Revenue forecasts are obtained from the
contributing agencies or estimated based on trends. Federal and state grants are recorded in
the Capital Projects Fund, RETT Fund or the General Fund depending upon their purpose.
Lottery revenue is recorded in the RETT Fund and all other intergovernmental revenue goes to
the General Fund. 2020 proposed revenues includes a $1.0M FASTER grant for electric bus
8
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chargers, a $525,000 grant to purchase new electric buses and $700,000 federal grant for the
continuation of the Bridge Road Bridge reconstruction.
The E911 Authority Board is a conduit managed by Eagle County to fund emergency
communications from the surcharges it collects on phone bills. In 2020 the E911 board will
contribute a total of $845,030 for salary and benefits for the equivalent of two dispatch
supervisors, six dispatchers and a systems engineer in the Vail Communications Center.
County Sales Tax: The town receives fifteen percent (15%) of a 1% general retail sales tax
levied by Eagle County. This payment is pursuant to an enabling ballot question approved by
the voters and applies to all of the towns within the county. Collections budgeted for 2020 total
approximately $912,768.
County Road & Bridge: The town collects a portion of the county’s mil levy for road and bridge
based upon Colorado State Statutes. County road and bridge revenue for 2020 was budgeted
based on the prior two year history, at approximately $720,000. This revenue is dependent
upon what Eagle County sets for a road and bridge mil levy and the assessed valuation for the
town.
Highway Users’ Tax: The State of Colorado shares a portion of its gasoline tax based upon
the town’s miles of roads in proportion to other municipalities in the state. This revenue of
$250,000 is budgeted at a 14% increase from the 2019 budget based on information provided
by the Colorado Municipal League.
TRANSPORTATION CENTERS located at Lionshead, in the Vail Village, and at Red
Sandstone Elementary school, the parking structures generate 9% of total revenues and are
budgeted at $6.4 million for 2020. This is budgeted flat with 2019 forecast and a 1.0% decrease
from 2018 actuals (a higher than average year). Daily parking fees and parking passes during
ski season are the largest sources of this revenue. This budget proposal includes an estimate
for overnight summer parking based on 2018 and 2019 trends and pass sales for the new Red
Sandstone structure.
CHARGES FOR SERVICES comprise 5% of the town’s annual revenue. The largest sources in
this category include dispatching contracts and a contract with the Colorado Department of
Transportation (CDOT) for maintenance of the frontage roads.
EARNINGS ON INVESTMENTS generate 1% of the town’s annual revenues. The town’s
investment policy priority is safety, followed by liquidity and then return. Current return on the
town’s investment is approximately 1.8%.
Vail Reinvestment Authority (VRA) was created on November 4, 2003 to oversee
development and redevelopment of identified blighted areas within the town. The Authority is
funded with incremental property tax collected on redeveloped properties within the district. The
VRA will reimburse the town’s Capital Projects Fund for various capital projects in Lionshead.
For 2020 this includes a $2.6M reimbursement for the Red Sandstone parking structure (a total
of $9.3 million will be reimbursed for that project over a 3 year period which began in 2018). The
VRA reimbursement in 2020 will represent approximately 3.0% of funding available for town
spending.
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Major Revenue Analysis2020 Proposed Budget% from 2018 % from 2019 % from 2019 Forecast2011 2012 2013 2014 2015 2016 2017 2018 2019 2019 2020Actual Actual Actual Actual Actual Actual Actual Actual Budget ForecastProposed CommentsGeneral Sales Tax19,581,414 20,046,455 21,999,999 23,881,130 25,141,932 25,763,244 25,591,483 27,886,113 27,080,000 27,964,400 28,524,000 2020 proposed 2% increase from 2019 forecast and a 2.3% increase from 2018 actuals. YTD collections as of June up 5.8% from 201810.8% 2.4% 9.7% 8.6% 5.3% 2.5% -0.7% 9.0% -2.9%3.3% 2.0%RETT Tax4,403,706 5,452,937 4,725,589 6,849,449 6,965,617 6,843,356 6,313,611 7,649,013 6,300,000 6,300,000 6,300,000 2020 flat with 2019 budget; and a 17.6% decrease from 2018-36.6% 23.8% -13.3% 44.9% 1.7% -1.8% -7.7% 21.2% -17.6%0.0% 0.0%Parking Revenue4,023,940 3,453,836 4,170,065 4,528,137 4,948,993 5,230,062 4,902,756 6,416,013 5,426,000 6,360,000 6,360,000 2020 proposed flat with 2019 forecast, or a 1% decrease from 2018-20.1% -14.2% 20.7% 17.9% 9.3% 5.7% -6.3% 30.9% -15.4%17.2% 0.0%Both 2019 and 2020 include summer parking revenue of approx. $200KVail Health will need passes again in 2020Property & Ownership Tax5,031,770 4,157,279 4,227,966 4,358,411 4,389,241 4,911,842 4,940,193 5,313,730 5,300,000 5,300,000 5,900,000 Updated for August Assessor report1.6% -17.4% 1.7% 0.1% 0.7% 11.9% 0.6% 7.6% -0.3%0.0% 11.3%Lift Tax Revenue3,529,125 3,433,686 4,007,908 4,351,624 4,763,956 5,032,970 4,708,765 5,103,480 5,025,000 5,200,000 5,300,000 2020 proposed at a 1.9% increase from 2019 forecast and a 3.8% increase from 2018 actuals5.1% -2.7% 16.7% 15.1% 9.5% 5.6% -6.4% 8.4% -1.5% 3.5% 1.9%Construction Fees985,377 1,333,681 1,404,928 2,608,807 1,949,884 1,552,569 1,628,471 2,958,948 2,061,207 2,061,207 2,122,988 2020 is a 3.0% increase from 2019 budget and does not include any major projects (so far)-22.6% 35.3% 5.3% 4.4% -25.3% -20.4% 4.9% 81.7% -30.3%0.0% 3.0% 2019 YTD collections of $2.0M is trending up 67% from prior year, however this does include Mtn ViewConstruction Use Tax721,002 1,221,734 1,360,585 1,803,853 2,220,168 1,688,841 1,740,754 3,689,131 2,220,000 2,220,000 2,220,000 2020 flat with 2019 budget and based on 5 yr average; No major projects included at this time-34.6% 69.4% 11.4% 0.2% 23.1% -23.9% 3.1% 111.9% -39.8%0.0% 0.0%2018 inlcluded $1.9M from Vail Health projectOther Taxes1,806,708 1,672,112 1,735,016 1,829,591 1,886,347 1,812,997 1,803,508 1,982,124 1,878,560 1,906,861 1,973,888 County sales tax (based on TOV sales tax), Road & Bridge, Hwy users revenue, etc.5.6% -7.4% 3.8% 5.6% 3.1% -3.9% -0.5% 9.9% -5.2%1.5% 3.5%Federal / County Grants1,596,040 916,067 82,630 474,399 152,193 184,827 169,883 1,168,041 2,021,706 2,021,706 2,337,287 2020 $1.1M FASTER electric bus chargers grant; $525K CDOT bus grant; $700K federal grant-57.8% -42.6% -91.0% -45.6% -67.9% 21.4% -8.1% 587.6% 73.1%0.0% 15.6%for replacement of Bridge Rd. bridge; 2019$1.15M from Eagle County and ERWSD for Dowd Junction path reconstruction; 2018 includes $700K CDOT Water Quality "TAP" grant and $135K state grant for water quality at PWEarnings on Investments539,541 492,015 426,975 674,027 271,896 191,992 563,885 1,123,184 381,260 681,260 1,143,688 Based on available fund balance and investment returns assumed at 1.8%63.4% -8.8% -13.2% 57.9% -59.7% -29.4% 193.7% 99.2% -66.1%78.7% 67.9%Rental Income895,872 832,134 918,691 1,044,463 1,028,950 1,019,509 1,027,199 1,028,569 1,102,852 1,102,852 1,093,177 Includes Donovan Pavillion at $310K; employee housing rentals and parking structure leases3.9% -7.1% 10.4% 24.2% -1.5% -0.9% 0.8% 0.1% 7.2%0.0% -0.9%E911 and Interagency Dispatch 1,958,581 1,915,218 1,982,170 1,931,359 1,896,010 1,918,590 2,008,451 2,055,844 2,158,030 2,158,030 2,171,915 Funding by E911 Authority Board and participating agencies2.6% -2.2% 3.5% -2.6% -1.8% 1.2% 4.7% 2.4% 5.0%0.0% 0.6%Vail Reinvestment Authority Transfers7,125,196 5,354,864 1,842,286 3,049,280 2,757,637 3,546,063 4,179,718 4,599,998 3,848,281 3,848,281 2,550,000 2019 & 2020 Red Sandstone parking garage (multi-year payback to Capital Projects Fund)565.7% -24.8% -65.6% 65.5% -9.6% 28.6% 17.9% 10.1% -16.3%0.0% -33.7%Sale of Chamonix Housing Units- - - - - - - 17,748,304 - - - Project Reimbursment Red Sandstone- - - - - - - 5,800,000 - - - $4.3M from Vail Resorts; $1.5 from Eagle County School District cost share of RSES parking structureAll Other Revenue6,463,634 4,725,743 4,725,539 7,522,484 9,577,305 7,783,483 7,358,044 8,923,905 7,963,847 7,029,846 5,842,464 In general, this item includes franchise fees, fines and forfeitures, employee portion of healthcare-18.8% -26.9% 0.0% 59.2% 27.3% -18.7% -5.5% 21.3% -10.8%-11.7% -16.9%premiums, license revenue, administration fees collected from VLMD and RETT and other chargesfor service such as out of district fire response and Police contracted services. It may also includeuse of Traffic Impact fees or Holy Cross Community Enhancement FundsTotal Revenue 58,661,907 55,007,762 53,610,347 64,907,014 67,950,130 67,480,345 66,936,720 103,446,397 72,766,742 74,154,442 73,839,407 % compared to Prior Year1.2% -6.2% -2.5% 21.1% 4.7% -0.7% -0.8% 54.5% -29.7% 1.9% 1.5%vs. 2019 Original Budget19.4% -8.9% -7.2% -0.4%vs. Forecast10October 1, 2019 - Page 198 of 299
11
PERSONNEL INFRASTRUCTURE – AN OVERVIEW
Investment in the town’s “human capital” is a top priority of this budget proposal and includes
implementation of the Total Rewards program that will focus not only on retention and recruiting
of employees, but also a focus on succession planning for the future. The town’s employees
are critical infrastructure providing critical services.
In the last number of years, the town has experienced increased turnover, especially in the 0 -5
year window. A growing number of retirements have also occurred; almost 37% of our
employees are age 50 or older. Succession planning and skills transfer will be critical in the
near future. The town has also seen a number of employees being recruited away from the town
by other local employers. One example is our landscape crews being propositioned by private
landscape companies while on duty, offering higher wages. This summer, the town has
experienced 39% turnover in our core summer seasonal positions (parking, landscape and
wildland fire). This amounts to 15 separations out of 38 positions as of last week. The cost to
recruit, re-train and backfill these positions will be analyzed for a future session with Council.
Turnover for full time staff for the last seven years:
2012 2013 2014 2015 2016 2017 2018
13% 12% 14% 11% 8% 12% 16%
The historical five year average for turnover is 11%; 2019 is estimated at 16-18% turnover.
Based on the low number of employment applications being received to date, staff is also
concerned with upcoming recruitment of seasonal positions such as bus drivers and parking
attendants with the current offerings. Staff has committed to reviewing the structure of town
employment and the “seasonal” business model over the next several months. Pending
outcomes, staff may return to Town Council with budget requests as early as the next 2019
supplemental.
TOTAL REWARDS
To address employee retention, productivity and overall engagement, the town has developed a
“Total Rewards” philosophy. Total Rewards are made up of three pillars: Compensations &
Benefits, Learning Opportunities and the Employee Experience.
Initiatives proposed as a part of the 2020 budget include:
Compensation & Benefits Package
o 3-5% merit based performance
o 1 – 1.5% market adjustment
o A 5% increase in healthcare costs will be shared between town and employees
Learning Opportunities
o Continued training initiatives such as service training and lunch & learns
o Implement a new Performance Management System ($55,000 budgeted in
Capital Projects Fund) to develop standardized performance measures,
performance reviews and tracking/reporting of performance data.
Employee Experience
o Vacation reinvestment program is proposed for 2020. Criteria and policy will be
set to define this program such as minimum amounts of accrued vacation time
October 1, 2019 - Page 199 of 299
12
that must be both earned and taken prior to a reinvestment in the employee (Flex
medical/dependent care account or 457 plan savings, etc.). Estimated budget
impact $250,000.
o Encourage additional input from the Great Place to Work Team for new concepts
and alignment with Council focus areas.
STAFFING
The town’s staff includes three basic categories of employees: 1) full-time regular, 2) fixed term
and/or externally funded, and 3) part-time or seasonal. Full-time regular staff positions are fully
funded by the town, generally work 40 hours per week, and have a full benefits package. Fixed-
term and/or externally funded positions may be full or part-time with negotiated benefits and are
filled for a period of time determined by workload and/or contract or until external funding is no
longer available. Part-time employees work 30 hours a week or less and seasonal employees
work 40 hours a week, but less than half a year in a position. The town reports staffing in terms
of full-time equivalents or FTE’s to provide a common measure. One FTE equals 40 hours a
week or 2,080 hours a year. For example, a part-time employee working 20 hours equates to .5
FTE and a seasonal employee working four months a year equates to .33 FTE.
The town’s operations are proposed to be supported by 331.27 full time equivalent (FTE)
positions in 2020. Of these, 286.54 are full-time regular employees. Of the 11.35 increase in
FTE count reflected in the 2020 proposed budget, a majority was approved during 2019, and is
a “catch-up” of FTEs (7.85). The remaining 3.5 are newly-requested FTEs as a part of this
budget proposal. Over the past ten years, the town has added 40.9 employees, or 16% of the
total headcount. The majority of headcount additions over the years have centered on adding
218 215 213 227 236 249 257 266 272 278
56 58 59 47 43
41 42 38 38 43
11 12 12 11 9
10 11 10 10 10
0
50
100
150
200
250
300
350
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
BUDGETED POSITIONS BY TYPE
(Full-time Equivalent Positions)
Full-Time Regular Base Force Seasonal and Part-Time Positions
Fixed-Term and Externally Funded Positions
October 1, 2019 - Page 200 of 299
13
services such as a new fire station in West Vail, taking over the operation of the Welcome
Centers, increased hours of bus service, parking hosts and special event support.
The new headcount requested in 2020 includes the following:
Energy Coordinator (1.0 FTE) – paid out of RETT Fund
Digital Content Coordinator (1.0 FTE) – General Fund
Fire Inspector (0.5 FTE increase) – General Fund
Human Resource Recruiting Coordinator (1.0 FTE) – General Fund
Mobility Planner (1.0) – General Fund
Reduction of 1.0 FTE for the previously-approved Innovation Officer
Staffing requests proposed by department heads that are not currently included in the 2020
budget proposal include:
Bus Washer (Unscheduled bus driver) (1.0 FTE) – General Fund
Mobility Planner (1.0 FTE Fixed term for 2 years) – General Fund
Seasonal Summer Maintenance Worker (0.5 FTE) – General Fund
Library Community Relations (1.0 FTE) – General Fund
Supporting documentation is included on pages 19-30 for each requested position.
The “catch-up” headcount that was approved during 2019 includes:
Construction Manager (1.0 FTE) – paid out of Capital Projects Fund. This position was
initially approved for the Red Sandstone Parking project. Previously contracted out, this
position protects the town from unnecessary construction costs by providing oversight of
contractors.
Systems Engineer (1.0 FTE) – General Fund. This position was approved shortly after
the IT Director’s departure, late in 2018 after the 2019 budget had been approved.
Previously contract labor, this position was entirely dedicated to the town’s network
operations, a critical function.
Electrical Inspector (0.5 FTE) – General Fund. This position was previously contracted
with Safebuilt and would no longer be supported by the company; by combining the
electrical and building inspections, the town’s service levels increased significantly.
SALARY AND WAGES
During the August 20th meeting, Council supported performance based merit increases for full-
time employees (between 1 – 5%) and 1-1.5% of wages for market adjustments.
The town is experiencing increasing turnover rates across the organization, most notably in the
first few years of employment. An internal assessment is that workforce opportunities have
grown regionally and competition is stronger for skilled workers. The combined merit and
potential market adjustment is proposed to prevent a decline in market competitiveness and to
continue as an average payer for most employment categories.
As pay is only one tool used to attract, retain, and motivate employees, staff also formed a
Great Place to Work team to identify strategies to ensure the town is an employer of choice.
One of the recommendations of the committee was to reinstate the “vacation reinvestment”
program. This program would allow employees to cash out a specified number of accrued
vacation hours and reinvest in for example, the town’s 457 savings plan or Flex medical or
October 1, 2019 - Page 201 of 299
14
dependent savings account. During 2020 staff will fully define the program terms and eligibility
requirements. However, for the purposes of a budget proposal, criteria of at least 80 vacation
hours earned and at least 40 hours of vacation used within the calendar year provided a total
estimated cost of $250,000.
Benefits for the entire organization are projected to total $9.7 million, an 11.1% increase from
the 2019 budget. Please refer to page 18 for a break-out of all employee benefits. Benefits are
broken out into two categories: “Fee-based” and “Payroll-based”. Fee-based expenses relate
to elected benefits such as healthcare and disability insurance. Payroll-based expenses relate
to mandated benefits such as Medicare and unemployment insurance.
As a percentage of wages, total benefits expense is projected at 39.5% for full time year round
employees, down 1.1% from the 40.6% budgeted for 2019 and up 1.7% from 2018 actual.
The largest single component of benefit cost is health insurance at 48%. The town is self-
insured and has stop-loss coverage from an outside insurer to protect against significant claims.
In earlier years (2013-2016) the town experienced reductions in overall healthcare due to fewer
large claims which enabled the town to utilize savings to build up healthy reserves to cover the
cyclical nature of health claims activity. Later, during 2017-2019 the town experienced
significant increases in claims, but did not need to dip into reserves of the Health Insurance
Fund. For 2020, premiums and fees are estimated to only increase by 5% from 2019 budget.
Staff will manage the impact in three ways: through an increase to employee monthly premiums,
an increase in benefits charged to town departments and an appropriate amount of Health
Insurance Fund reserves if needed.
The next largest component of the benefits cost is employee pension comprising 37.5% of total
benefits. The town’s full-time pension plan contribution ranges from 11.15% to 17.15% of
salary, depending on length of service. Seasonal and part-time employees receive a 1.5%
contribution. The contribution for full-time employees is somewhat higher than most private
sector employers because town employees are not part of the Social Security system.
Health
Insurance
48%
Life, Disability,
and
Unemploymt
Insurance
5%
Worker's
Compensation
Insurance
3%
Pension
37%
Medicare
4%
Wellness
Benefit
3%
2020 Benefits Costs
$9.7M
October 1, 2019 - Page 202 of 299
Comments
Full-time Regular Positions
Innovation Officer (1.00) Remove placeholder for Innovation Officer
Digital Content Coordinator 1.00 Add full time Digital Content Coordinator
Energy Coordinator 1.00 Add full time Energy Coordinator
Mobility Planner 1.00 Add full time Mobility Planner
Fire Prevention Inspector 0.50 Conversion of Fire Prevention Inspector/Wildland Lead to full time fire prevention
inspector (Wildland Lead remains at a 0.5 FTE as currently budgeted)
Human Resource Recruiting Coordinator 1.00 Add full time HR Recruiting Coordinator
2020 Full-time Proposed Positions 3.50
Full-time Regular Catch-up
Systems Engineer 1.00 Catch-up conversion of contract engineer to full time Systems Engineer
Electrical Inspector 0.50 Catch-up for conversion of part time Electrical Inspector to full time combined
electrical and building inspector
Construction Manager 1.00 Catch-up for full time Construction Manager; this position will be paid for from project
budgets
Full-time Catchup 2.50
Total Full-time Regular Positions: 6.00
Seasonal Positions Catch-up
Admin part time seasonal support (0.09) Reduce Administration part time support
Bus Drivers 1.84 Catch-up summer bus drivers for added summer service
Parking 3.60 Catch-up to add 9 summer seasonal parking attendants for added service
Total Seasonal Positions: 5.35
Total Changes to FTE Count: 11.35
TOWN OF VAIL 2020 BUDGET
SUMMARY OF CHANGES IN PERSONNEL
FROM 2019 ORIGINAL BUDGET TO 2020 BUDGET
15
October 1, 2019 - Page 203 of 299
2020PositionsDepartment 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 ChangeFull-Time Regular Positions - Funded by TOVTown Officials 6.23 5.43 4.43 4.43 4.43 3.43 3.43 3.43 3.43 4.43 3.43 (1.00) Remove Innovation OfficerAdministrative Services 20.35 19.35 19.35 19.40 21.40 24.60 25.10 29.6029.60 29.60 32.51 2.91IT Catch-up, Digital Content Cord, HR recruiting coordCommunity Development 15.85 14.85 13.85 13.85 12.85 13.85 12.85 12.00 13.00 11.50 12.00 0.50 Electrical Inspector Catch-upHousing - - - - - - - 2.00 2.00 2.00 2.00 0.00 Unique department as of 2017Environmental Sustainability - - - - - - - - - 3.00 4.00 1.00 Unique department as of 2019; Add Energy CoordFire 24.25 24.00 24.00 24.50 25.50 28.50 29.50 30.50 36.50 37.50 38.00 0.50Upgrade building/electrical inspector to fulltimePolice and Communications 55.50 53.75 54.75 54.25 54.25 55.25 56.25 56.25 57.25 57.75 57.75 0.00Library 6.55 6.55 6.55 6.55 6.55 6.55 6.55 6.55 6.55 6.55 6.55 0.00Public Works, Streets & Roads, Landscaping 30.80 30.80 30.80 30.80 34.30 36.30 40.30 40.80 41.80 43.30 44.301.00 Project Mgmt catchupTransportation & Parking 31.00 31.00 31.00 31.00 39.50 39.50 47.50 47.00 47.00 47.50 48.50 1.00 Mobility PlannerFleet Maintenance 12.00 12.00 12.00 12.00 12.00 11.00 11.00 12.00 12.00 12.00 12.00 0.00Facility Maintenance 20.00 20.00 18.00 16.00 16.00 17.00 17.00 17.00 17.00 17.00 17.00 0.00Total Full-Time Regular 222.53 217.73 214.73 212.78 226.78 235.98 249.48 257.13 266.13 272.13 278.04 5.91Fixed Term EmployeesAdministrative Services - - - 0.50 - - 1.00 1.00 1.00 1.00 1.00 0.00Community Development 0.50 - - - - - - 1.00 1.00 - - 0.00Police and Communications - - - - - - 1.00 1.00 - - - 0.00Public Works, Streets & Roads, Landscaping 1.50 - - - - - - - - - - 0.00Capital Projects - - 0.50 0.50 - - - - - - - 0.00Document Imaging 1.00 1.00 1.00 1.00 1.00 - - - - - - 0.00Total Fixed-Term3.00 1.00 1.50 2.00 1.00 0.00 2.00 3.00 2.00 1.00 1.00 0.00Externally Funded EmployeesPolice and Communications 10.00 10.00 10.00 10.00 10.00 9.00 8.00 8.00 8.00 9.00 9.00 0.00Total Externally Funded10.00 10.00 10.00 10.00 10.00 9.00 8.00 8.00 8.00 9.00 9.00 0.00Total Full-Time Employees235.53 228.73 226.23 224.78 237.78 244.98 259.48 268.13 276.13 282.13 288.04 5.91TEN-YEAR SUMMARY OF BUDGETED POSITIONS BY DEPARTMENT16October 1, 2019 - Page 204 of 299
2020PositionsDepartment 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 ChangeTEN-YEAR SUMMARY OF BUDGETED POSITIONS BY DEPARTMENTSeasonal Positions - Funded by TOV Town Officials 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Administrative Services 1.94 1.94 1.94 1.94 1.94 1.69 1.19 2.29 2.29 2.292.29 0.00Community Development 0.00 0.00 0.25 0.25 0.25 0.25 0.00 0.00 0.00 0.00 0.00 0.00Fire 10.20 12.70 13.70 13.70 12.70 9.61 10.07 9.00 3.00 2.50 2.50 0.00Police and Communications 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Library 1.70 1.70 1.70 1.70 1.70 2.20 2.40 2.40 2.40 2.40 2.40 0.00Public Works/ Streets & Roads/Landscaping 10.46 10.46 10.94 12.38 9.14 8.64 7.20 8.66 8.66 9.16 9.160.00Transportation & Parking 27.46 27.46 27.46 27.46 20.30 19.84 19.00 19.00 20.52 20.52 25.96 5.44 Catch-up for added summer bus & parking serviceFleet Maintenance 0.25 0.25 0.25 0.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Facility Maintenance 1.38 1.38 1.38 1.38 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.00Total Seasonal / Part-Time53.39 55.89 57.62 59.06 46.95 43.15 40.78 42.27 37.79 37.79 43.23 5.44All FTE's (Full-Time Equivalents)Town Officials 6.23 5.43 4.43 4.43 4.43 3.43 3.43 3.43 3.43 4.43 3.43 (1.00)Administrative Services 22.29 21.29 21.29 21.84 23.34 26.29 27.29 32.8932.89 32.89 35.80 2.91Community Development 16.35 14.85 14.10 14.10 13.10 14.10 12.85 13.00 14.00 11.50 12.00 0.50Housing 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 2.00 2.00 0.00Environmental Sustainability 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 4.00 1.00Fire 34.45 36.70 37.70 38.20 38.20 38.11 39.57 39.50 39.50 40.00 40.50 0.50Admin 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00Patrol 28.00 27.00 28.00 28.00 28.00 28.00 28.00 28.00 28.00 29.00 29.00 0.00Investigation 5.00 5.00 5.00 5.00 5.00 5.00 6.00 6.00 6.00 6.00 6.00 0.00Records 5.50 4.75 4.75 4.25 4.25 4.25 4.25 4.25 4.25 4.75 4.75 0.00Dispatch 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.000.00Police and Dispatch Total 65.50 63.75 64.75 64.25 64.25 64.25 65.25 65.25 65.25 66.75 66.75 0.00Library 8.25 8.25 8.25 8.25 8.25 8.75 8.95 8.95 8.95 8.95 8.95 0.00Public Works, Streets & Roads 42.76 41.26 41.74 43.18 43.44 44.94 47.50 49.46 50.46 52.46 53.46 1.00Transportation & Parking 58.46 58.46 58.46 58.46 59.80 59.34 66.50 66.00 67.52 68.02 74.46 6.44Fleet Maintenance 12.25 12.25 12.25 12.25 12.00 11.00 11.00 12.00 12.00 12.00 12.00 0.00Facility Maintenance 21.38 21.38 19.38 17.38 16.92 17.92 17.92 17.92 17.92 17.92 17.92 0.00Capital Projects / Fixed Term 1.00 1.00 1.50 1.50 1.00 0.00 0.00 0.00 0.00 0.00 0.000.00Total FTE's288.92 284.62 283.85 283.84 284.73 288.13 300.26 310.40 313.92 319.92 331.27 11.3517October 1, 2019 - Page 205 of 299
2018 2019 2020
Actual % Salary Budget % Salary Budget % Salary
Full-Time Regular Employees
Fee Based
Health Insurance 3,510,281 19.51% 3,936,000 19.83% 4,158,943 18.12%
Group Term Life, Disability & Accidental Death 231,841 1.29% 243,313 1.23% 243,000 1.06%
Wellness Benefit 99,629 0.55% 13,000 0.07% - 0.00%
Lifestyle Account - 137,500 0.69% 275,000 1.20%
Sworn Officer Death and Disability Insurance 117,362 0.65% 133,046 0.67% 122,500 0.53%
Subtotal Fee Based 3,959,113 20.49% 4,462,859 22.49% 4,799,443 20.91%
Payroll Based
Pension Contribution 2,774,179 15.42% 2,975,085 14.99% 3,603,553 15.70%
Medicare 254,059 1.41% 265,763 1.34% 332,809 1.45%
Workers' Compensation Insurance 255,518 1.42% 291,200 1.47% 265,000 1.15%
Unemployment Compensation Insurance 74,129 0.41% 59,500 0.30% 68,857 0.30%
Subtotal Payroll Based 3,357,885 17.38% 3,591,548 18.10% 4,270,219 18.60%
Total Full-Time Benefits 7,316,998 37.87% 8,054,408 40.59% 9,069,663 39.52%
Part-Time and Seasonal Employees
Fee Based
Wellness Benefit 47,793 2.60% 45,000 2.78% 8,500 0.45%
Wellness Benefit - Boards 9,100 0.49% 9,100 0.56% 9,500 0.50%
Mini-Med Program
Health Insurance 464,706 25.24% 514,000 31.73% 511,057 27.07%
Payroll Based
Pension Contribution 28,058 1.52% 24,298 1.50% 28,314 1.50%
Medicare 26,700 1.45% 23,488 1.45% 27,370 1.45%
Workers' Compensation Insurance 26,150 1.42% 20,800 1.28% 26,500 1.40%
Unemployment Compensation Insurance 7,586 0.41% 4,860 0.30% 5,663 0.30%
Subtotal Payroll Based 88,494 4.81% 73,446 4.53% 87,847 4.65%
Total Part-Time and Seasonal Benefits 610,093 33.13% 641,546 39.60% 616,903 32.68%
Total Benefits - All Employees 7,927,091 39.97% 8,695,954 40.51% 9,686,566 39.00%
Town of Vail
Employee Benefits
18
October 1, 2019 - Page 206 of 299
Name of
Departm
Council A
Descripti
and 80%
wide Ren
energy p
use analy
opportun
program
Justificat
areas: wa
educatio
managem
and the m
the town
80% by 2
purchase
the snow
breadth a
resource
creation
behavior
goal. In a
much mo
BUDGET
Fund: RE
FTE Coun
Salary an
Other Co
f Position: E
ment: Enviro
Action Plan G
ion: Develop
by 2050 ene
newable Ene
rograms inc
ysis and prog
nities for ren
s.
tion: The Tow
aste, energy
n and transp
ment of the V
managemen
n is pursuing
2050. Though
es, the town
wmelt carbon
and depth o
s to focus on
of a new Re
r change (ele
addition, the
ore aggressiv
ETT
nt: 1
nd Benefit C
osts (project
Environment
onmental Su
Goal: Sustai
ps and imple
ergy and car
ergy Mitigati
luding “Sma
gram develo
newable ene
wn of Vail’s
y and climate
portation. Th
Vail Nature
nt of the Wild
20% energy
h staff has m
has only rea
n emissions
of the enviro
n town facili
enewable En
ectricity, nat
e new draft E
ve goal in th
ost: $103,31
t budgets, ve
2020 STA
tal Sustainab
ustainability
nability
ements strat
rbon emissio
on Program
art‐Regs” tha
opment. The
ergy, and ma
adopted Env
e, ecosystem
he program
Center cont
dlife and Op
y and carbon
made great s
ached a net
a priority in
nmental pro
ities, commu
ergy Mitigat
ural gas and
Environment
e next 10 ye
13
ehicles, etc)
19
AFFING REQ
bility Coordin
tegies that su
ons goals. Th
(REMP), bu
at apply to w
e position als
anages publi
vironmental
m health, soc
has expande
ract, the imp
pen Space pr
n emissions r
strides in bui
reduction b
the Council’
ogram today
unity efficien
tion Program
d fleet) in ord
tal Sustainab
ears.
: No addition
QUEST
nator II – En
upport the 2
his includes t
ilding code u
workforce ho
so develops
c education
l Sustainabil
cial and econ
ed over the
plementatio
rograms. In t
reductions b
ilding efficie
etween 4‐5%
’s Action Pla
y, there is a n
ncy and buil
m REMP prog
der to achiev
bility Strateg
nal funding
ergy Program
20% by 2020
the develop
upgrades, co
ousing, and i
in‐town and
associated
ity Strategic
nomic sustai
past decade
on of the Op
the energy a
by 2020, 25%
ency and ren
% total ener
an, however
need for add
ding code p
gram (snow
ve the energ
gic Plan upda
is requested
m
0, 25% by 20
ment of a to
ommunity
internal ene
d partnership
with these
c Plan has 6 g
inability, pub
e to include t
en Lands Pla
and climate g
% by 2025 an
ewable
rgy. Address
given the
ditional
rograms, the
melt offset),
gy and clima
ate calls for
d
025,
own‐
rgy
p
goal
blic
the
an,
goal,
nd
ing
e
,
ate
a
October 1, 2019 - Page 207 of 299
20
Staff Recommendation: Staff is recommending the addition of an Environmental Sustainability
Coordinator II for 2020. This position aligns itself with the “Sustainability” Council Action Plan
goal and will help the town develop and implement strategies to support the 2050 energy and
emission goal. This position is currently included in the 2020 Budget draft in the RETT Fund.
October 1, 2019 - Page 208 of 299
Name of
Departm
Council A
Descripti
and inten
platform
emerging
first‐resp
and fire e
Justificat
media, a
departm
with thes
digital m
public sa
a unifyin
and enga
the prem
engage a
are requi
BUDGET
Fund: Ge
FTE Coun
Salary an
Other Co
Staff Rec
Specialist
througho
services t
f Position: D
ment: Comm
Action Plan G
ion: Develop
nded results
s, apps, e‐ne
g methods o
ponder durin
emergency s
tion: The tow
pp, etc.) The
ents, some m
se functions
edia environ
fety emerge
g strategy to
agement acr
mier internat
all members
ired above a
eneral Fund
nt: 1
nd Benefit C
osts (project
commendati
t in order to
out all town
to the comm
Digital Media
munications
Goal: Comm
ps and imple
s for the orga
ewsletters, o
of engaging i
ng crisis com
services.
wn’s invento
ese platform
more succes
due to othe
nment has e
encies, there
o improve re
ross all socia
ional resort
of our comm
and beyond c
ost: $100,7
t budgets, ve
ion: Staff rec
provide a c
department
munity.
2020 STA
a & Commun
munity
ements strat
anization’s o
online calend
ndividuals d
mmunications
ory of digital
ms are being
ssfully than o
er pressing p
volved into
e is a need to
eal‐time mes
l and digital
community
munity.” To
current staff
79
ehicles, etc)
commends f
onsistent dig
ts in addition
21
AFFING REQ
nications Spe
tegies that su
online prese
dars, multi‐m
digitally. Posi
s and incide
platforms h
managed on
others. Staff
priorities ide
a powerful c
o leverage th
ssaging, cade
accounts in
as well as th
effectively d
fing levels an
: No addition
funding the
gital media p
n to providin
QUEST
ecialist
upport the d
nce includin
media outlet
ition also pr
nt response
has grown to
n an ad hoc
f turnover ha
ntified withi
communicat
he town’s di
ence, consis
a manner t
he Town Co
direct this ef
nd responsib
nal expense
Digital Med
presence an
ng essential
desired cont
ng websites,
ts, digital ad
ovides an es
working clo
o nearly 40 s
basis by var
as created la
in job descri
tions tool, es
gital media
stency, brand
hat reflects
uncil’s goal t
ffort, additio
bilities.
s requested
ia and Comm
nd marketing
crisis comm
tent, voice, s
social media
dvertising an
ssential role
osely with po
sites (web, so
ious
ack of contin
iptions. As th
specially dur
platforms u
ding, contin
our vision to
to “inform a
onal resource
at this time
munications
g efforts
munication
style
a
d
as a
olice
ocial
nuity
he
ring
nder
uity
o be
and
es
e.
October 1, 2019 - Page 209 of 299
Name of
Departm
Council A
T
T
T
co
T
sp
T
Alignmen
G
G
G
Descripti
The Fire
inspectio
Inspecto
provided
In FY 201
to be a sh
filled due
and wild
full‐time
Costs wit
2018, thi
general f
f Position: Fi
ment: Fire
Action Plan G
C Goal excel
C Initiative B
C Initiative:
ontinue to p
C Priority: P
pecific areas
C Priority: P
nt with Vail F
Goal I. B – Se
Goal I.C –Wo
Goal I. D – Su
ion:
Inspector po
ons, fire inve
r works und
d and to fill c
19 a .5 FTE F
hared positi
e to the inab
land supervi
position. Th
thin the fire
s offset was
fund, not as
re Inspector
Goal:
llent municip
Be a leader i
Enhance mu
provide an ex
rovide excel
s for improve
rofessional w
Fire and Eme
rvice consist
rkforce Deve
ccession Pla
osition is res
estigation, ev
er the Fire M
ritical gaps i
ire Inspecto
on for a Wild
bility to find
ision. This pr
he Wildland
prevention
s $142,565. H
a cost offset
2020 STA
r
pal services
n developing
unicipal serv
xcellent leve
lent municip
ement
workforce cu
ergency Serv
tent with co
elopment
anning
sponsible for
vent review,
Marshal to e
in the curren
r position w
dland Lead.
a suitable ca
roposal is to
Lead would
program are
Historically t
t to the fire
22
AFFING REQ
g an excepti
vices with a r
el of service
pal core serv
ulture.
vices Strateg
mmunity ne
r plan review
event inspe
nsure that a
nt communit
as approved
The half‐tim
andidate wit
o convert the
remain a se
e partially of
these funds
prevention p
QUEST
ional and pro
review of co
that meets t
vices utilizing
gic Plan
eeds
w, permit ins
ection, and p
a high level o
ty risk reduc
d. The other
me Fire Inspe
th the divers
e .5 FTE Fire
easonal posit
ffset by plan
have been s
program.
ofessional w
mmunity su
the “Vail Sta
g survey inp
spections, lif
public educa
of customer
ction progra
.5 FTE for th
ector positio
se skill sets o
Inspector po
tion (.5 FTE)
n review and
shown as rev
workforce.
urvey input a
andards
put to identif
fe safety
ation. The Fir
service is
m.
his position w
on has not b
of fire preve
osition into
.
permit fees
venue to the
and
fy
re
was
been
ntion
a
s. In
e
October 1, 2019 - Page 210 of 299
23
Justification:
Prior to the recession, the fire prevention division was staffed with four full time positions, this
provided an adequate level of customer service both in terms of plan review, permit
inspections, and commercial occupancy inspections. Currently one person (Fire Marshal)
conducts plan review, special event permitting, and permit related inspections. This is in
addition to other responsibilities such as participation in the DRT, ERC and conducting fire
investigations. Special events create a significant fire prevention workload as they also require
permit review, consultation with promoters and pre‐event inspections. Due to the current
workload, special events and other assembly occupancies (nightclubs, etc.) are rarely inspected
at the time of the event. The 400+ commercial occupancies and the numerous multi‐family
occupancies in the Town have had no life safety inspections from approximately 2008 until
2016. In 2016 an engine company based inspection program was implemented. Although this is
a stop‐gap measure, this program does not have the capacity to inspect all commercial
occupancies within an acceptable timeline (an inspection every 1‐2 years). The licensing of
short term rentals has created additional demands on the position. These demands include
responding to complaints and consulting with owners of short term rentals who request
assistance in understanding the life safety requirements for short term rentals. It is anticipated
that the workload for the fire prevention division will continue to grow in 2020 and beyond.
Lack of depth in the Fire Prevention Division continues to be a weak spot in overall performance
for the fire department. In the biennial community survey, fire prevention services are
consistently the lowest rated fire department service. When the Fire Marshal is absent due to
vacation, sick leave, or required continuing education, there is a critical service delivery gap,
which often results in complaints from contractors and property owners.
BUDGET
Fund: General Fund
FTE Count: 0.5 (add to existing 0.5 FTE for one full time position)
Salary and Benefit Cost: $49,919 (total cost of this position is $89,838, however 0.5 FTE was
added for this position in 2018.
Other Costs (project budgets, vehicles, etc.): Staff will evaluate the need for an additional
vehicle during the first year. The current plan is to use existing FD staff vehicles. No additional
costs are anticipated in year one. In subsequent years, this position will have costs associated
with professional development of approximately $2,000 per year and uniform costs of $500 per
year.
Staff Recommendation: Staff recommends funding this position to provide service for the
higher volume needed in the community and to aid in succession planning for the current Fire
Inspector.
October 1, 2019 - Page 211 of 299
2020 STAFFING REQUEST
Name of Position: Recruiting Coordinator (part-time)
Department: Human Resources/Risk Management
Council Action Plan Goal:
Experience
• Excellent municipal services
• Be a leader in exceptional and professional workforce
Sustainability
• Develop practices to bolster employee retention, productivity, and overall
engagement
Description:
The HR/Risk team has many initiatives planned to enhance and improve the services with the
organization including: paperless forms processes, employee development and performance
management programs, onboarding/orientation improvements, modernizing our employment policies,
ADA audit and action plans, rewards program refresh, and much more. These initiatives have been
stalled or minimized by the lack of staff resources available to focus on them.
Justification:
Most department functions have expanded over the last few years, and most markedly in
recruitment/retention. Some very notable items include: The number of posted positions has increased
50% over the last 2-3 years (44 in 2015, 47 in 2016, 55 in 2017, and now 68 in 2018) resulting in more
than 100 new hires/re-hires plus about 30 internal promotions for 2018; this increase also impacts
number of background checks, reference calls, new hire orientations, data entry for new hires, benefit
enrollments, etc. The HR team has conducted most of the reference checks for seasonal, entry-level, and
management positions over the last several years as the hiring teams were struggling to complete this
important work. The recent organizational initiatives related to the Great Place to Work team (improved
communication, employee events & engagement, compensation review, inclusion initiatives, etc.) have
been well received and we have more initiatives ahead. The constantly changing legislation related to
employee rights, employer obligations, and benefits, requires monitoring the compliance and education
on changes to remain a priority.
BUDGET
Fund: General Fund
FTE Count: 1.0 FTE
24
October 1, 2019 - Page 212 of 299
Salary and Benefit Cost: $83,849
Other Costs (project budgets, vehicles, ect): Nothing expected
Staff Recommendation: Staff recommends funding this position for 2020 to help address
increased recruiting and retention needs.
25
October 1, 2019 - Page 213 of 299
Name of
Departm
Council A
Descripti
the Trans
position
Justificat
ability to
the morn
buses to
electric d
deliverin
An exper
The least
division e
the barn
effects o
BUDGET
Fund: Ge
FTE Coun
Salary an
Other Co
Staff Rec
recomme
fleet to e
f Position: U
ment: Public W
Action Plan G
ion: This pos
sit division h
would provi
tion: Having
provide reli
ning shifts is
electric bus
draw down.
g the service
rienced drive
t costly exch
eliminated 9
. The second
n shift per d
eneral
nt: 1
nd Benefit C
osts (project
commendati
ends evaluat
electric.
n assigned B
Works Trans
Goal: Experi
sition would
has one shift
de 7 day cov
a Full time d
iable bus ser
critical to th
es can requi
Ensuring the
e our guests
er available f
ange of bus
90,000 miles
d most effici
day verses al
ost: $62,60
t budgets, ve
ion: Staff do
ting the nee
2020 STA
Bus Driver(B
sportation
ence, Sustai
d be a full tim
t un assigned
verage.
driver with u
rvice 7 days
he success o
ire buses to
e bus depart
expect.
for last minu
es is on rout
of dead hea
ent way is h
l shifts.
08
ehicles, etc)
oes not recom
d along with
26
AFFING REQ
us Washer)
inability
me driver po
d. This provid
un assigned
a week year
f the transp
exchanged m
tment is run
ute schedule
te and elimin
ad service in
aving a dedi
:
mmend fund
h the operat
QUEST
sition with n
des 4 day co
shift provide
r round. The
ortation exp
more freque
ning at full c
e disruptions
nate dead h
n the 90’s by
icated excha
ding this pos
tional impact
no assigned
overage. Add
es the bus d
e availability
perience. Th
ently regard
capacity is cr
s allows for
ead miles. T
not exchan
ange progra
sition at this
ts of conver
shift. Curren
ding a secon
epartment t
of busses fo
e conversion
ing charged
ritical to
less overtim
The transit
ging each bu
m which onl
s time, howe
ting the bus
ntly
nd
the
or
n of
and
me.
us at
ly
ever
s
October 1, 2019 - Page 214 of 299
2020 STAFFING REQUEST
Name of Position: Mobility Planner
Department: Public Works and Transportation
Council Action Plan Goal: Experience, Sustainability, Innovation and Technology community
Description: An initial two year Term Mobility Planner to be used to develop an overall mobility
program for the Town of Vail. Transit and parking have been mainstays to the overall
experience to town residents, guests and employees. The Transportation arena is expanding
exponentially as the user experience and significance of the sustainability merge in enhanced
mobility. Communities which embrace all facets of mobility are the most desirable to live and
visit. The change in enhancing the ability to move about without the use of a car greatly
improves the impact of the transportation system on the environment. Vail was a leader in the
transportation field for many years in order to continue to stay atop the field in both mobility
and sustainability embracing and providing resources for a mobility planner is the next step.
Keeping accurate and up to date statistics and data bases to log trends provide performance
measures and provide guidance in decision making is critical to a successful mobility program.
Enhancing the user experience, in first and last mile initiatives, accurate and real time
information so consumers are able to make informed decisions, as well as addressing areas of
identified improvements is the guest experience.
Integrating systems while staying current and looking longer term to where the transportation
industry is heading. Ensuring that Vail is able to make the necessary leaps smoothly and in a
relative short timeframes to stay on top of the market.
Justification: There are a multitude of avenues where resources are needed to perform
research, make contacts and work through logistics of many varies integrations of mobility
initiatives and then to successfully implement and continue to maintain the components
through on going operations. This position provides the resources dedicated to making actions
reality. The end result is Vail’s user experiences concerning mobility are enhanced and keeping
pace with the quickly changing environment. The ability for the Town of Vail to seek out every
funding opportunity as they become available and not be reactive. Have our mobility plan in
place and implementable results in being in the best possible light on funding requests.
27
October 1, 2019 - Page 215 of 299
ECO, RFTA and Summit Stage all have full time planners. The City of Aspen and City of Boulder
have multiple people working specifically on Mobility initiatives within there Transportation
Departments. Avon has a Mobility Director.
Mobility is one focus area of the sustainability plan and sustainable destination designation in
which little progress is being made.
BUDGET
Fund: General
FTE Count: 1 FTE
Salary and Benefit Cost: $97,664
Other Costs (project budgets, vehicles, etc.): Misc. operating costs as well as Professional
development and travel to verify different real life working examples would be in the range for
all of $ 3,500/ year
Staff Recommendation: Staff recommends using $50K approved by Council on September 3rd
for a “First & Last Mile” plan and implementation towards this position.
28
October 1, 2019 - Page 216 of 299
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October 1, 2019 - Page 218 of 299
31
EXPENDITURES – ALL FUNDS $85.4 MILLION
The town’s major expenditures have been projected conservatively, in accordance with budget
guidelines, based on historical trends and any additional information known at this time.
The town’s expenditure budget for 2020 is $85.4 million excluding inter-fund transfers and
charges. This is a 19.3% decrease from the 2019 amended budget, mainly due to a decrease in
capital projects spending. 2019 included large capital projects such as the completion of the
Red Sandstone parking garage ($2.6M), replacement of Bridge Road bridge ($2.3M),
construction of a secondary data center at the West Vail fire station ($2.3M), and re-stabilization
of the Dowd Junction rec path ($2.2M).
Sixty percent ($50.9 million) of the expenditures are to provide municipal services, or all town
operations. Municipal operations are considered the “core services” of the town. Forty percent
($34.4 million) is proposed to fund capital improvements. Please see the Capital Plan Tab for
the proposed budgets for these funds.
The town currently has no debt.
Municipal
Services
59.7%
Capital
Improvements
40.3%
Debt Service
0.0%
Where the Money Goes
2020 Budgeted Expenditures $85.3M
October 1, 2019 - Page 219 of 299
32
The $50.1 million of spending on municipal services (operations only) proposed for 2020 can
be broken into departmental categories:
Public safety totals 27%
11% for the Vail Police Department
5% for Vail Public Safety Communications
11% for Fire prevention and suppression.
Transportation and parking is 15%, which includes the free bus system and free and
paid parking in the parking structures and at the Ford Park softball and soccer fields.
Public Works and Streets account for 11% of spending. This includes daily repairs and
maintenance of the town’s infrastructure and support of special events, but not new
capital or items that extend the life of existing capital.
Facility and fleet maintenance at 10% includes daily repairs and maintenance of town-
owned buildings and equipment and operation of the Donovan Pavilion, Lionshead
Welcome Center and Grand View, but again not new capital or items that extend the life
of existing capital.
Police
11%
Public Safety
Communications
5%
Fire
11%
Town Officials
3%
Administrative
Services & Risk
Management
10% Community
Development
5%
Environmental
2%
Housing
1%
Library
2%
Contributions,
Marketing, &
Special Events
8%
Public Works &
Streets
11%
Parks & AIPP
4%
Transportation &
Parking
15%
Facilities & Fleet
Maintenance
10%
Employee
Housing EHOP
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2%
Where the Money Goes
Municipal Services by Area
October 1, 2019 - Page 220 of 299
33
Another way to look at municipal services is to look at expenditures by category. The major
categories within municipal services are Salaries; Benefits; Contributions, Marketing and
Special Events; and Operating, Maintenance and Contracts (All other Operating Expenses).
As a service organization, human capital is town’s most valuable asset. For that reason salaries
and benefits typically represents approximately two-thirds of the total operating budget. For
2020, the town’s personnel expenditures make up 67%, or $33.4M.
Salaries, which represent 49% the total expenditures, include full-time, part-time and seasonal
salaries, overtime, bonuses, and special pay categories. The remaining 18% is the cost of
benefits for town employees. Benefit costs include: health insurance, disability coverage,
worker’s compensation, pension, life insurance, unemployment, Medicare and the wellness
“Lifestyle Account”. Please see Personnel Tab for more information on headcount, salaries,
benefits, and the town’s Total Rewards program.
Contributions, Marketing, and Special Events make up the remaining 5% of municipal services,
or $2.8M in 2020. Contributions, Marketing, and Special Events include the funding provided by
the town to local non-profit and marketing organizations as well as the Commission on Special
Events. This category does not include $3.5 million in summer marketing expenditures of the
Vail Local Marketing District, which are reported separately. The majority of this expense
represents a transfer to the Marketing Fund for Commission on Special Events funding and
Council Contributions for Signature and Destination events as well as the Services category of
contributions.
Across all funds, department operating expenses total $13.9M or 26% of municipal services.
Included in the category of operating, maintenance and contracts are: utilities; property and
liability insurance premiums; fuel and parts for vehicles; other professional fees; repairs and
maintenance for facilities and equipment; office and general operating supplies; and operating
leases and rentals. Listed below are significant changes to the town’s General Fund operating
budget.
GENERAL FUND $43.7 MILLION
The General Fund accounts for the majority of operations, with 2020 proposed expenditures
totaling $43.7 million. This is an increase of 3.5% from 2019 amended budget and a 13.8%
Salaries
49%
Benefits
18% Contributions
, Marketing,
Special
Events
5% All Other
Operating
Expenses
28%
Where the Money Goes
Municipal Services by Category
October 1, 2019 - Page 221 of 299
34
increase from 2018 actuals. The town had savings of $2.9 million in expenditures during 2018 of
which was due to staffing vacancies ($1.4M), delay of planning projects ($407.0K), and general
operating expenditures such as supplies, cinder, and professional fees ($1.0M).
Departmental spending of $8.1 million (also labeled as “All Other Operating” in the General
Fund statement on page 36) is a 1.8% decrease from the 2019 amended budget. The following
items represent significant changes or new requests from the prior year spending as they relate
to Council Action Plan:
Community
$20,000 to perform housing site feasibility on available town land.
$30,000 to perform a housing demand trends and needs analysis to aid in developing
strategies in achieving the town’s adopted housing goal. This be done in conjunction
with building a housing database to track all deed-restricted units with in the town ($40K
has been included in the Capital Projects Fund for the database).
$50,000 to update Inclusionary Zoning and Commercial Linkage policies.
$25,000 for a Communications plan and Public engagement effort for the Housing
Authority.
$10,000 for the Youth Recognition Program; this is an increase of $8K from the prior
year.
Bi-annual Community Survey $35,000
Experience
$73,000 for a new town-wide Guest Services initiative with Vail Resorts combined with a
customer service training and employee engagement program.
$30,000 used to expand guest surveys from summer only to year round. Summer
surveys are funded by the Vail Local Marketing District.
Continued added summer services such as parking hosts and increased bus service
during events.
Economy
$250,000 for general economic studies regarding the Civic Center Area once the master
plan is approved. A $1.0M placeholder was included in the Capital Projects Fund as
well for feasibility studies and the next phase of design and planning for specific projects
should Council continue with an implementation of the master plan.
$2.8 million investment in special events (please see below for more details)
Sustainability
$300,000 placeholder to develop the Vail Visioning Plan, an update to “Vail 2020” vision
document.
Additional sustainability operating expenses and programs for 2020 are included in the
Real Estate Transfer Tax Fund.
Transfer to Marketing Fund & Special Events line item in the General Fund budget transfers
funds to the Marketing fund ($2.5 million proposed in 2020). This transfer, along with business
license revenue ($325K is projected for 2020) funds special events for a total of $2.8 million.
Event funding includes $998.0K for Signature Events, $600.0K for Destination Events, $893.6K
for the Commission on Special Events, and $154.5K for Education and Enrichment Events. Staff
has also included $155,000 for a second annual Thanksgiving themed event to boost early
season. This event will expand into tree lighting and other holiday festivities.
October 1, 2019 - Page 222 of 299
35
At this time, the General Fund does not include Council Contribution requests for the following:
$140,000 request from the Vail Valley Foundation for the Mountain Games to be
designated a Signature Event and funded at that level. In prior year this event has been
funded by the Commission on Special Events ($75,000 for 2019).
An additional $250,000 request from Highline for a total of $550,000 for the Spring
Back to Vail event. This is currently included at the prior year funding level of $300,000.
Should Council decide to fund these events, they will be funded from reserves.
Please see the Contributions section for details on 2020 proposed event funding and Council
Contribution staff recommendations.
This General Fund 2020 budget proposal results in an ending fund balance of $34.9
million or 79% of annual revenues.
October 1, 2019 - Page 223 of 299
2018 2019 2019 2019 2020
Actual Original Amended Forecast Proposed
3.3% 2.0%
Revenue
Local Taxes:27,886,113$ 27,080,000$ 27,080,000$ 27,964,400$ 28,524,000$
Sales Tax Split b/t Gen'l Fund & Capital Fund 57/43 62/38 62/38 62/38 62/38
Sales Tax 16,149,000 16,790,000 16,790,000 16,790,000 17,685,000
Property and Ownership 5,313,730 5,300,000 5,300,000 5,300,000 5,900,000
Ski Lift Tax 5,103,480 5,025,000 5,025,000 5,200,000 5,300,000
Franchise Fees, Penalties, and Other Taxes 1,158,678 1,142,925 1,142,925 1,142,925 1,175,440
Licenses & Permits 3,201,300 2,343,328 2,343,328 2,797,227 2,400,000
Intergovernmental Revenue 2,650,967 1,977,104 2,002,538 2,026,538 2,075,088
Transportation Centers 6,416,013 5,426,000 5,426,000 6,367,426 6,360,000
Charges for Services 1,091,119 1,016,123 1,016,123 1,016,123 1,025,918
Fines & Forfeitures 210,495 245,563 245,563 245,563 250,476
Earnings on Investments 434,854 200,000 200,000 500,000 500,000
Rental Revenue 1,028,571 1,092,352 1,102,852 1,102,852 1,093,178
Miscellaneous and Project Reimbursements 220,849 254,000 260,900 260,900 251,000
Total Revenue 42,979,056 40,812,395 40,855,229 42,749,554 44,016,100
Expenditures
Salaries 18,163,387 19,319,540 19,412,222 19,412,222 20,499,231
Benefits 6,666,873 7,408,946 7,430,029 7,230,029 7,377,769
Subtotal Compensation and Benefits 24,830,260 26,728,486 26,842,251 26,642,251 27,877,000
0.039
Contributions and Welcome Centers 262,868 285,695 305,695 305,695 289,626
All Other Operating Expenses 7,403,690 8,122,932 8,290,222 8,290,222 8,144,158
Heavy Equipment Operating Charges 2,311,680 2,497,629 2,497,629 2,497,629 2,530,419
Heavy Equipment Replacement Charges 692,751 755,279 755,279 755,279 845,122
Dispatch Services 659,608 669,590 669,590 669,590 661,194
Total Expenditures 36,160,857 39,059,611 39,360,666 39,160,666 40,347,519
0.025
Transfer to Marketing & Special Events Fund (2,186,120) (2,357,788) (2,407,788) (2,407,788) (2,476,211)
Revenue Over (Under) Expenditures 4,632,079 (605,004) (913,225) 1,181,100 1,192,370
Planning Projects
Vail 2030 - - - - (300,000)
Civic Area/Dobson Master Plan (67,588) (125,000) (125,000) (125,000) (250,000)
West Vail Master Plan - (325,000) (325,000) (325,000) (325,000)
Total Expenditures 38,414,565 41,867,399 42,218,454 42,018,454 43,698,730
Surplus (Deficit) Net of Transfers & New Programs 4,564,491 (1,055,004) (1,363,225) 731,100 317,370
Beginning Fund Balance 29,289,331 28,813,182 33,853,822 33,853,822 34,584,922
Ending Fund Balance 33,853,822$ 27,758,178$ 32,490,597$ 34,584,922$ 34,902,293$
As % of Annual Revenues 79% 68% 80% 81% 79%
EHOP balance included in ending fund balance - not spendable 890,000$ 890,000$ 890,000$ 890,000$ 890,000$
TOWN OF VAIL 2020 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
GENERAL FUND
Updated for
Assessor's Prelim
Report - August
Includes addition of
Mobility Planner and
HR Coordinator at full
time rather than part
time
36
October 1, 2019 - Page 224 of 299
37
CONTRIBUTIONS AND SPECIAL EVENTS $2.8 MILLION
Special Event funding is facilitated through both the Commission on Special Events (CSE), a
Council-appointed board, as well as directly by Town Council’s “Council Contributions” for larger
“Destination and Signature Events”. Funding is provided mainly by the General Fund, with a
transfer to the Marketing Fund for centralized reporting. Business License revenue ($325,000
projected for 2020) is also used to fund events. Please see page 64 for the Marketing Fund
statement.
Proposed 2020 budget includes the following:
Recommended Comments
Commission on Special Events $893,648 Flat with 2019 budget
Education & Enrichment Events $154,530 2% increase with budget
Fireworks $52,015 Flat with 2019 budget
Signature Events $946,018 2% increase with budget
Destination Events $600,000 Flat with 2019 budget
Several events requested increased funding. The 2020 proposed budget currently includes
staff recommendations (please see pages 38-47 for a summary of contribution requests and
recommendations). Below are the items currently not included:
Mountain Games $140,000 funding request as a Signature Event. (Currently funded by
CSE at $75,000)
Spring Back to Vail request for an increase in funding of $250,000 (from $300,000 to
$550,000)
Burton US Open request for an increase in funding of $25,000 (from $490,000 to
$515,000)
Vail Jazz Foundation request for an increase in funding of $125,100 (from $74,902 to
$200,000)
Council Contributions also includes funding for programming of various non-profit organizations
within a “Services” category, with $411.7K proposed in the 2020 budget. This includes High
Five Access Media’s share of cable franchise fees ($112K); Eagle Air Alliance $75K; Betty Ford
Alpine Gardens ($71.1K); Eagle Valley Childcare ($53K), Colorado Snowsports Museum
($45.5K); Eagle River Watershed ($40K) and Friends of Mountain Rescue ($10K).
During 2019, Council reviewed contribution funding policies. As a result, all applicants are
required to submit an application annually. In additional, council contributions will no longer
support annual operating requests. Requests will be considered for program funding.
All requests were considered based on how the contribution or event fits into the Council Action
plan and the overall Council Goals listed below:
Improve economic vitality
Grow a balanced community
Improve the quality of the experience
Develop future leadership
October 1, 2019 - Page 225 of 299
2020 Council Contribution Request SpreadsheetStaffTOWN OF VAIL FUNDING REQUEST CashRecommendedCash FundSIGNATURE EVENTS (VAILBRAND) ABravo! Colorado - New York Philharmonic 90,193 - 93,000 91,997 MF Philadelphia Orchestra 90,193 - 93,000 91,997 MF Vienna- Berlin 78,275 - Orchestra of Europe - - 80,000 79,841 MF Commissioning Project (New Works Project) 30,000 - 50,000 30,600 MF Donovan Chamber Music Series (Uncorked) Donovan for 6 days 39,570 Donovan for 9 days ($62,955) 62,955 Silver Oak & Twomey Series Donovan for 3 days 19,785 BNational Repertory Orchestra 1,000 - 4,500 2,500 MFCVail Jazz Festival 74,902 4 full day rentals of Donavan, 4 full day rentals of the Grand View 39,570 200,000 76,400 MF 2 full day rentals of Donovan Pavillion, 2 days use of the Grandview room, 30 day parking passes in the Vail Village parking strcture; 30 day parking passes in Lionshead parking structure 17,490 DVail Valley Foundation Vail International Dance Festival 53,562 - 69,500 54,633 MF Bus/Shuttle drivers to assist with in-town transportation Hot Summer Nights 27,500 $2,800 in police support (7 events x $400 each) 2,800 35,000 28,050 MF $2,800 in PD support Whistle Pig - determined by the ERC 2,800 Summer Mountain Games - 55,000 140,000 - MF 40,000 for public works,power/water, sandbags, fire, ect.. EBurton US Open 490,000 - 27,600 515,000 490,000 MFFFireworks Funding 52,015 - 52,015 52,015 MF TOTALSIGNATURE EVENTS 987,640 187,125 1,332,015 998,033 80,445 DESTINATION EVENTSGSpring Back 300,000 - 550,000 300,000 MFHSnow Days 300,000 - 300,000 300,000 MF TOTAL DESTINATION EVENTS 600,000 - 850,000 600,000 - SERVICES IColorado Snowsports Museum: In-Kind Waived rent ($130,050) plus 2 blue and 1 sliver parking pass per lease terms 134,550 Waived rent $132,651; 2 blue parking pass, 1 silver parking pass per lease terms137,151 Colorado Snowsports Museum programming 44,566 45,903 45,457 GFColorado Snowsports Museum Capital - 20,000 - CPFJBetty Ford Alpine Garden: Operating 69,700 One blue parking space ($1,250) to be used by the director, 2 designated parking spots in Ford Park ($400)1,650 75,000 71,094 RETT2 designated parking spots at Ford parking, 1 blue parking pass for the director1,250 Betty Ford Alpine Garden: Capital Request 19,000 - - KEagle River Watershed Council 42,000 Use of Donovan Pavilion (1 day for Waterwise Wednesday event)3,000 40,000 40,000 RETTLEGE Air Alliance 75,000 75,000 75,000 GFMHigh Five Access Media (TV5) 112,000 - 112,000 112,000 GFNEagle Valley Childcare 52,015 - 55,000 53,055 GFOEagle Valley Land Trust - - 7,500 - GFPChildren's Garden of Learning 32,500 Snow plow services5,000 17,993 - Capital$5K Snow Plow Services5,000 QVail Mountain Bike Association 5,000 - 7,500 5,100 RETT 6 hour rental of Donovan PavillionRFriends of Mountain Rescue 16,000 Radios (to be purchased with PD radios in 2018)20,000 10,000 10,000 GFRed Sandstone Elementary 15,000 - - - STreetop Child Advocacy Center - - 5,000 - GF TOTAL SERVICES 482,781 164,200 465,896 411,707 143,401 IN KIND20192019 Council -Approved 2020 Requests In-Kind In-Kind Cash Request In-Kind Request In-Kind Recommended38October 1, 2019 - Page 226 of 299
TVail Junior Hockey - Nov 2016 Tournament/January 2017 Tournament- 8 days usage of Dobson unless more are available, 1 day usage of Donovan (not including set-up fees) $22,240 22,240 11 days use of Dobson ($30,580) 22,240 USki and Snowboard Club Vail - 4 days usage of Dobson $2,780 per day 11,120 4 days usage of Dobson $2,780 per day 11,120 VSkating Club of Vail (July 13-17 & Dec 21-24, 26,27) - 8 days usage of Dobson unless there is enough available days ($22,240) 22,240 2,500 GF 11 days use of Dobson ($30,580) 22,240 WSmall Champions of Colorado - 54 single day parking vouchers ($1,350) 1,620 60 single day parking vouvhers; 9 days use of Welcome Center1,620 XSpecial Olympics (Sundays Jan , Feb, Mar '18) - 46 parking coupons for Sundays from 1/4 thru 4/12 not incl. Pres Wkd ($1,380) 1,380 60 parking coupons ($1,800) 1,380 YForesight Ski Guides - 2 Blue passes ($2,500) 2,500 2 blue parking passes and 2 pink parking passes 2,500 ZSOS Outreach - 25 single day parking passes $750 750 25 single day parking vouchers 750 AARound Up River Ranch - 50 day parking vouchers 1,500 50 day parking vouchers 1,500 BBMind Springs Health - 3 blue parking vouchers ($3,750); rent and utilities ($43,050) 46,800 3 blue parking vouchers ($3,750); rent and utilities ($43,050) 46,800 TOTAL IN KIND 0 63,350 2,500 063,350GRAND TOTAL: COUNCIL CONTRIBUTIONS 2,070,421 414,675 2,650,411.00 2,009,739.12 287,196 39October 1, 2019 - Page 227 of 299
40
2020 Council Contributions: Staff Recommendations
SIGNATURE (VAIL BRAND EVENTS)
Signature Events represent events and programs that have been built by solid organizations
over a period of time and enjoy national and international recognition for excellence. These
events represent the Vail brand at the highest level and the loss of any one of them would have
a negative effect. The customer base includes a significant portion of destination guests and
economic impact to the town is profound.
A. Bravo! Vail
CASH REQUEST: $316,000 ($288,661 or 9.5% increase from prior year)
IN-KIND REQUEST: Ten days use of Donovan Pavilion (valued at $69,950)
BACKGROUND INFORMATION:
Bravo! Vail is requesting a total cash contribution $316,000, an increase from prior year funding of
$27,339 (9.5%). The request includes $186,000 for current concert programs including the New
York Philharmonic ($93,000), the Philadelphia Orchestra ($93,000), and the New Works Project
($50,000). New program requests include the debut of a concert residency of the Orchestra of
Europe ($80,000). This will be replacing Academy of St. Martin in the fields for 2019. Bravo! is also
requesting in-kind use of Donovan Pavilion for a total of ten days.
STAFF RECOMMENDATION: Staff recommends a contribution of $294,434, a 2% increase over
prior year. This includes $91,997 of funding to both the New York Philharmonic and the
Philadelphia Orchestra, $79,841 for the Orchestra of Europe, and $30,600 for the new works
commissioning project.
Staff also recommends an in-kind contribution of nine days at Donovan Pavilion valued at up to
$62,955. This includes the use of up to six days of Donovan for the Donovan Chamber Music
Series and up to three days use of Donovan for the “Uncorked” Series.
B. Bravo! Family Concert (National Repertory Orchestra)
CASH REQUEST: $4,500 ($3,500 increase from prior year)
BACKGROUND INFORMATION: Each summer season the Orchestra puts on a free family concert
at Ford Amphitheater in collaboration with Bravo! Vail. The Orchestra is requesting $4,500 to offset
event costs of marketing, instruments and equipment transportation, music and truck rental, and
rehearsal costs.
STAFF RECOMMENDATION: This event has been funded at $1,000 since 2012. Staff
recommends funding at $2,500, to cover increased event costs.
C. Vail Jazz
CASH REQUEST: $200,000 ($125,098 or 167% increase from prior year)
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INKIND REQUEST: Two full day rentals of Donovan Pavilion ($13,990), two full days rentals of the
Grandview room ($1,700), 60 one day parking passes to be used in the Vail Village and Lionshead
parking structures ($1,800).
BACKGROUND INFORMATION: Vail Jazz is requesting a total cash contribution of $200,000, an
increase from prior year of $125,098 (167%). The increase in funding is requested to support three
26th anniversary special events which includes a mini Vail Jazz party in the spring to celebrate
workshop alumni, additional fall (September) programing called the “Master class” capturing alumni
artists passing through Vail (on tour), and a holiday sing along to engage the Vail winter audience.
The incremental request of $125K will cover 1/5th of the cost to fund the three special events listed
above.
STAFF RECOMMENDATION: Staff recommends a contribution of $76,400, a 2% increase over
prior year. Staff also recommends an in-kind contribution of 2 full day rentals of Donovan and 2 full
day rentals at the Grandview room valued at $15,690. Staff does not recommend funding 60 one
day parking vouchers at the parking structures.
D. Vail Valley Foundation (VVF)
CASH REQUESTS:
MOUNTAIN GAMES (MG): $140,000 (previously funded by the CSE); $44K of in-kind
services
VAIL DANCE: $69,500, 23% increase from prior year
HOT SUMMER NIGHTS: $35,000 cash contribution, 27% increase from prior year; $2,800
of in-kind services
BACKGROUND INFORMATION:
D1. Vail Internati onal Dance Festival: The VVF is requesting $69,500, a $15,938, or 30% increase
from prior year. The increased request is to assist with the annual costs to run the program.
$69,500 will cover 2.5% of expenses for this program.
D2. Hot Summer Nights: The VVF is requesting a cash contribution of $35,000. This is a $7,500 or
27.5% in funding from prior year. In addition, $2,800 of in-kind PD support is requested. The cash
request will be used to market the free Hot Summer night’s summer music concert series.
D3. Mountain Games (MG): The VVF is requesting that the MG be designated a Signature Event to
be funded by Council Contributions. Previously the MG was funded by the commission on special
events ($75,000 for 2019). The MG has sustained steady growth over the past 18 years and has
attracted 80,000 plus attendees in additional to pro and amature athletes along with a diverse group
of national and global sponsors. The event has expanded over the past 18 years and also includes
free concerts, food vendors, top industry brands, art exhibits, and kid’s activities and events.
The VVF is requesting $140,000 cash contribution. The incremental funding of $65,000 will go
towards general event funding that will be used to help the VVF continue to keep the event fresh by
investing in marketing, PR, customer experience, and athlete experience/competition.
The VVF is also requesting $44,000 of in-kind services for the MG, a decrease of $11,000 from
2019.
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STAFF RECOMMENDATION: Staff recommends cash funding of $54,633 for the Vail International
Dance Festival and $28,050 for Hot Summer Nights, a 2% increase over 2019.
Staff defers the funding decision and decision to designate the MG as a Signature Event to Council.
Staff recommends that if funding is increased, the town would receive sponsor recognition reflecting
the value of cash and in-kind contributions, and that the event continue to encourage visitation from
guests that align with the Vail brand. Should Council decide to fund this event, funding will come
from General Fund reserves. This request is not currently included in the 2020 budget proposal.
Determination of in-kind funding will be referred to the Event Review Committee.
E. Burton US Open Snow Boarding Championships
CASH REQUEST: $515,000, $25,000 or a 5.1% increase over prior year
INKIND REQUEST: Use of Soccer lot and RV lot, re-routed bus service, barricades
BACKGROUND INFORMATION: Highline is requesting $515,000 cash support for the 2020 U.S.
Open Snowboarding Championship event, $25,000 or a 5.1% increase from prior year. Highline is
also requesting an in-kind contribution to use the town’s Soccer and RV lots.
STAFF RECOMMENDATION: Staff recommends cash funding of $490,000, flat with prior year’s
contribution. This event funding was previously increased from $404,000 to $490,000 (21%) in
2018. In-kind funding will be reviewed by the Commissions on Special Events and the TOV Event
Review Committee.
F. Fireworks
BACKGROUND INFORMATION: Each year the town allocates specific funding of Fourth of July
and New Year’s Eve firework shows.
STAFF RECOMMENDATION: The town has currently included $52,015, flat with prior year funding,
to the annual operating budget for the fireworks for 2020.
DESTINATION EVENTS
Destination Events represent events and programs that provide the town an opportunity for new
or one-time major events such as the US Pro Challenge, and the 2015 Alpine World Ski
Championships. While funding will be allocated outside of the Commission on Special Event’s
budget, event results will be reported to the CSE as part of the standard recap process and will
also be presented to Town Council. The funding for this category will not be automatic each
year, but major events and/or programs with the potential to build the Vail brand even further
and have a significant impact on the town’s economy will be considered on an individual basis.
Signature Events are able to apply for funding from this category with a new opportunity that fits
this criteria.
G. Highline- Spring Back
CASH REQUEST: $550,000, $250,000 increase or 83% over prior year.
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BACKGROUND INFORMATION: Highline is requesting $550,000 for the Spring Back to Vail event
April 10th – 19th. This 2020 Spring Back event will introduce a paid concert model in order to attract
nationally renowned artists. This will allow concerts to be booked in advance and marketed
throughout the entire season. The incremental funding is requested to be used for talent
procurement and production ($50,000) and marketing efforts ($200,000). Spring Back 2020 will
refresh and refine traditional elements of Spring Back while providing a broad range of guest
experiences and activations.
STAFF RECOMMENDATION: Staff defers the funding decision Council. Should Council decide to
increase funding of this event, funding will come from General Fund reserves (as a transfer to the
Marketing Fund). This request is currently included at the original funding level of $300,000 in the
2020 budget.
H. Highline- Snow Days
CASH REQUEST: $300,000 (flat with prior year)
BACKGROUND INFORMATION: Highline is requesting $300,000 for the Vail Snow Days
event, December 10th - 13th. The vision for Vail Snow Days 2020 is to continue the momentum
that has been built by this early winter festival event. Highline will continue to fine tune event
elements that have proven successful in previous years while looking to expand where possible.
STAFF RECOMMENDATION: Staff defers the funding decision Council. Should Council decide to
fund this event, funding will come from the Marketing Fund as a transfer from the General Fund.
This request is currently included in the 2020 budget proposal.
SERVICES
This category funds programs of services/expertise that the town does not already provide,
supports the TOV physical plant and is appropriate for governmental support. Currently included
in this category is annual programming support of TV5, Colorado Ski and Snowboard Museum,
Betty Ford Alpine Gardens and Eagle Valley Childcare.
I. Colorado Ski Museum
CASH REQUEST (Programming): $45,903, $1,337 or 3% increase over prior year
CAPITAL REQUEST: $20,000
INKIND REQUEST: Per 2017 lease terms at Town Manager discretion: Wavied rent valued at
$132,651; one silver parking pass and two blue parking pass (valued at $4,500)
BACKGROUND INFORMATION: The Colorado Snowsports Museum and Hall of Fame is
requesting a total cash contribution of $65,903. $20,000 of this funding request will be used to fund
a state of the art sound system. $45,903 will be used to market the museum, continue to provide
free admission for visitors, maintain and update exhibits, and exend museum hours.
STAFF RECOMMENDATION: Staff recommends funding the in-kind request based on the lease
terms (totaling $137,151) and a cash contribution of $45,457, a 2% increase from prior year. Staff
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does not recommend the $20,000 funding for a new sound system because the sound system
would be considered a tenant finish. As defined in the lease, the ski museum is responsible for all
tenant finishes.
J. Betty Ford Alpine Gardens
CASH REQUEST (Programming): $75,000, $5,300 or 7.6% increase over prior year.
INKIND REQUEST: 1 Blue parking pass and continued use of 2 designated parking spots in Ford
Park.
BACKGROUND INFORMATION: The Alpine Garden Foundation is requesting a cash contribution
of $75,000 to support garden care and upkeep, an increase of 7.6% over prior year.
STAFF RECOMMENDATION: Staff recommends funding of $71,094, a 2% increase over prior year
to support and upkeep of the gardens. Staff also recommends the in kind request of one blue
parking pass to be used by the Director as granted in 2019, along with the 2 designated spaces in
Ford Park. The Betty Ford Alpine Gardens is also planning on requesting $25,000 from the CSE for
education and enrichment funding.
K. Eagle River Watershed Council
CASH REQUEST (Programming): $40,000, or 0.5% decrease from prior year
BACKGROUND INFORMATION: Eagle River Watershed Council is requesting a cash contribution
of $40,000, a 0.5% decrease from prior year, to fund water quality monitoring, community
education, and river restoration projects. Specifically the contribution will be used towards the Gore
Creek Strategic Action Plan ($4,000), Water Quality & Assessment Program ($13,000); Community
Pride Highway Cleanup and Eagle River Clean Up ($2,000); sediment source monitoring and bio-
monitoring of Gore and Black Creeks ($16,000), and the Eagle River Community Plan ($5,000).
STAFF RECOMMENDATION: Staff recommends funding the $40,000 as requested.
L. Eagle Air Alliance
CASH REQUEST: $75,000, flat with prior year
BACKGROUND INFORMATION: Eagle Air Alliance is requesting $75,000, flat with prior year, to
support air service development.
STAFF RECOMMENDATION: Staff recommends funding of $75,000 within the Economic
Development department budget, flat with 2019.
M. High Five Access Media
CASH REQUEST: $112,500 (35% of Comcast franchise fees)
BACKGROUND INFORMATION: High Five Access Media is requesting $112,000 (or 35%) of
franchise fees the Town of Vail receives annually from Comcast, based on terms of the Comcast
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franchise agreement with the town.
STAFF RECOMMENDATION: Staff recommends funding of approximately $112,000 (or 35%)
in franchise fees the Town receives annually from Comcast, consistent with 2020. In a recent
decision by the Federal Communications Commission (FCC), it was ruled that cities must
include the value of “in kind” contribution as part of the 5% cable franchise fee, which could
greatly reduce the amount of fee paid in cash to cities and towns. For now, Public, Educational
and Government Access channels (PEG) are exempted but will be up for review later. The
town of Vail and High Five Access Media will watch for updates.
N. Eagle Valley Childcare (EVC)
CASH REQUEST: $55,000, a 5.7% increase from prior year
BACKGROUND INFORMATION: The EVC has requested a total of $55,000 of funding for 2020, to
be used for operations and to subsidize Town of Vail child and infant care.
STAFF RECOMMENDATION: Staff recommends funding of $53,055, an increase of 2% over prior
year. This childcare provider is an important service used by town employees as the only infant care
provider in Vail and supports the Council’s focus of “Community”, ensuring citizens are afforded the
opportunity to live and thrive in our community.
O. Eagle Valley Land Trust
CASH REQUEST: $7,500
BACKGROUND INFORMATION: The Eagle Valley Land Trust works to protect and preserve lands,
heritage, wildlife habitats, and recreational opportunities. Eagle Valley Land Trust is requesting
$7,500 to support their Stewardship and Outreach Program, a program that coordinates the
stewardship of existing conservation easements and addressing managements concerns in a
collaborative, proactive way; as well as connecting people and raising awareness of the importance
of land conservations. Funding will be used to market programs and events ($1,000), prepare and
execute the Community Land Connection Hike in Vail ($3,500), and subsidize annual monitoring
costs to the five conserved properties within the Town of Vail ($3,000).
STAFF RECOMMENDATION: Staff does not recommend funding based on the limited number
of properties that require monitoring. Parks department staff are aware of the five properties
should a reportable incident occur.
P. Children’s Garden of Learning (CGL)
CAPITAL REQUEST: $17,993
INKIND REQUEST: Snow plowing services (roads only), valued at approximately $6,500
BACKGROUND INFORMATION: Children’s Garden of Learning is requesting a total cash
contribution of $17,993 to fund a 3M safety film for windows. CGL is also requesting in-kind parking
lot snow plow services valued at $6,500 consistent with prior years.
STAFF RECOMMENDATION: Staff recommends the equivalent in-kind contribution of snow plow
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services (valued at $6,500) as awarded in 2019. Staff does not recommend funding for the safety
window film; these are considered tenant fixtures and therefore the responsibility of CGL.
Q. Vail Mountain Bike Association
CASH REQUEST: $7,500, $2,500 increase from 2019
IN-KIND REQUEST: 6 hour rental of Donovan Pavilion (valued at $6,995)
BACKGROUND INFORMATION: The Vail Valley Mountain Bike Association is requesting $7,500
to fund the Adopt a Trail program for 2020. The Vail Valley Mountain Bike Associate along with the
U.S Forest Service spearheaded this organization and began to adopt trails in June 2016. Since
then then they have been able to provide trail maintenance and restoration to 43 trails countywide,
9 of which are in Vail.
STAFF RECOMMENDATION:
Staff recommends funding of $5,100 for trail maintenance, a 2% increase from prior year, to be
used on trails within or that border the Town of Vail. Funding for this will come from the Real Estate
Transfer Tax Fund. The Adopt a Trail organization services trails that connect to our community
that would otherwise have little to no maintenance.
R. Friends of Mountain Rescue Support (FMRS)
CASH REQUEST: $10,000
BACKGROUND INFORMATION: Friends of Mountain Rescue is requesting a cash contribution of
$10,000 to fund a waterfall ice climbing and rescue training ($7,600) for 18 VMRG team members
and waterfall ice and rescue equipment ($2,400); the team has not updated their winter technical
gear in the past 5 years.
STAFF RECOMMENDATION: Staff recommends funding for the waterfall ice climbing and rescue
training for 18 VMRG members ($7,600) and rescue equipment of $2,400. The town considers this
organization part of emergency response in our area.
S. Treetop Child Advocacy Center
CASH REQUEST: $5,000
BACKGROUND INFORMATION: Treetop Child Advocacy Center is located in Breckenridge, CO,
and serves the 5th judicial district. Treetop is a community based, child focused, facility run program
in which representatives from multiple disciplines work together to investigate, treat, manage, and
prosecute child sexual abuse cases. Funding would be used for prevention workshops in Eagle
County.
STAFF RECOMMENDATION: Staff does not recommend funding at this time based on prevention
workshops have been held in Summit County to date, and the town has not funded health and
human services functions in past years. In addition, there are no other Eagle County municipalities
funding this organization.
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IN-KIND REQUESTS
T. Vail Junior Hockey Association
BACKGROUND INFORMATION: The Vail Junior Hockey Assn. is requesting in-kind funding for 11
days at Dobson valued at $30,580.
STAFF RECOMMENDATION: Staff recommends in-kind funding consistent with 2019 by providing
8 days of ice time (out of 11 requested) valued at $22,240, subject to approval and coordination
with the Vail Recreation District for the ice time. If there are enough available days at Dobson
remaining prior to this event, staff recommends providing the full amount of days. However, the
Hockey Assn. will be responsible for hard costs for use of the Dobson Arena and Donovan Pavilion
such as set-up, tear-down, cleaning and utilities.
U. Ski & Snowboard Club of Vail
BACKGROUND INFORMATION: The Ski & Snowboard Club of Vail has requested in-kind funding
(valued at $5,284) for 4 days use of Dobson for their annual Ski & Snowboard Swap.
STAFF RECOMMENDATION: Staff recommends funding the in-kind request for four days (out of
four requested) with appropriate approval and coordination with the Vail Recreation District. The Ski
& Snowboard Club will be responsible for hard costs for use of the Dobson Arena such as set-up,
tear-down, cleaning and utilities.
V. Skating Club of Vail
CASH REQUEST: $2,500 to be used for goody bags to all participants at the Vail Invitational
competition.
BACKGROUND INFORMATION: The Skating Club of Vail has requested in-kind funding of 11
days use of Dobson valued at $30,580.
STAFF RECOMMENDATION: Staff recommends providing 8 days of ice time (out of 11
requested) valued at $22,240 subject to approval and coordination with the Vail Recreation District.
The Skating Club will be responsible for hard costs for use of the Dobson Arena such as set-up,
tear-down, cleaning and utilities. However, if there are enough available days remaining prior to this
event, staff recommends providing the full amount of days. Staff does not recommend funding
participant goody bags.
W. Small Champions of Colorado, Inc.
INKIND REQUEST: 60 parking vouchers to use on nine off peak Sundays during 2018-2019 ski
season and use of the Welcome Center as a drop off and pick-up location on those nice Sundays.
(valued at $1,800).
STAFF RECOMMENDATION: Staff recommends in-kind funding consistent with 2019 by providing
54 parking vouchers to be used on winter Sundays, valued at $1,620. Staff also recommends the
use of the Welcome Center as a drop-off and pick-up location for those Sundays.
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X. Special Olympics
BACKGROUND INFORMATION: The Special Olympics is requesting an in-kind contribution of 60
parking vouchers valued at $1,800 to be used on nine off peak Sunday.
STAFF RECOMMENDATION: Staff recommends in-kind funding consistent with 2019 by providing
46 parking vouchers for Lionshead structure only, with one-time entry/exit coupons valued at
$1,380.
Y. Foresight Ski Guides
BACKGROUND INFORMATION: Foresight Ski Guides is requesting two blue parking passes
(valued at $2,500) and two pink parking passes (valued at $400) for the 2019- 2020 ski season.
Foresight provides parking to volunteer guides, half of which drive from Denver who need to be
parked and ready to meeting their visually impaired participants by 8:30am. Local guides usually
take public transportation and/or carpool. Foresight provides challenging recreation opportunities to
visually impaired participants (adults and children) and guides.
STAFF RECOMMENDATION: Staff recommends providing two blue passes, as was approved in
the past several years valued at $2,500.
Z. SOS Outreach
BACKGROUND INFORMATION: SOS Outreach is requesting 25 parking vouchers (valued at
$750) for the 2019/20 ski season to be used by program coordinators hauling gear to and from the
mountain for the winter skiing and snowboarding programs for underserved youth.
STAFF RECOMMENDATION: Staff recommends providing 25 parking vouchers for the 2019/20
ski season to be used by program coordinators, consistent with 2019.
AA. Roundup River Ranch
BACKGROUND INFORMATION: Roundup River Ranch is requesting 50 parking vouchers, valued
at $1,500, for Superhero Ski Day.
STAFF RECOMMENDATION: Staff recommends providing 50 parking vouchers for the 2019/20
ski season to be used for Superhero Ski Day, consistent with 2019.
BB. Mind Springs Health
BACKGROUND INFORMATION: Per 2010 lease terms at the Town Managers discretion: In-kind
funding of $46,800 for rent, utilities and parking passes.
STAFF RECOMMENDATION: Staff recommends providing 3 blue parking passes (valued at
$3,750) for the 2019/20 ski season and waived rent and utilizes (valued at $43,050).
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CAPITAL IMPROVEMENT PROGRAM $37.6 MILLION
Capital improvement programs include purchases of property and equipment and improvements
or capital maintenance that extend the asset’s useful life. Capital Expenditures are paid by the
Capital Projects Fund, the Housing Fund and the Real Estate Transfer Tax Fund, The capital
improvements program reflects the town’s vision to be "the premier international mountain resort
community”, with total funding of $37.6 million proposed for 2020 across the three Funds.
During the August 6th work session, staff provided Council with a preliminary five year capital
plan in addition to project narratives for significant or new capital projects proposed as part of
the 2020 budget. An outcome of that meeting was to set aside funding for the reconstruction of
the Vail Nature Center until more detailed plans and public engagement can occur. Nugget
Lane Bridge reconstruction was also set aside until a later date. Both projects are listed as
“unfunded”.
CAPITAL PROJECTS FUND $29.4 MILLION
The purpose of the Capital Projects Fund is to account for spending on capital projects, funded
by a portion of the town’s sales tax (38%), construction use tax, and other revenue designated
for capital projects. The 2020 capital projects fund expenditure budget is proposed at $29.4
million. Approximately $4.8 million is spent on annual capital maintenance and routine capital
projects required for core services. Significant capital maintenance spending for 2020 includes:
Facility Capital Maintenance ($530,813): Various repairs to town buildings including
upkeep of the exterior, interior finishes, and mechanical equipment. Buildings include
municipal building, PW shops, fire station, Donovan Pavilion, welcome centers, and
Grandview.
Municipal building maintenance ($873,000): Maintenance required by deferred
redevelopment of aging structure such as roof repairs, air handlers, etc.
Parking Structure Maintenance ($697,000): Various repairs and replacements in the
Village, Lionshead, and Red Sandstone parking structures. This can include expansion
join repairs, ventilation, HVAC maintenance, plumbing, and other structural repairs.
Capital Street maintenance: ($1,345,000): On-going maintenance to roads and bridges
including asphalt overlays, patching and repairs, culvert repair and maintenance, and
street light improvements.
Technology Infrastructure Maintenance ($1,262,423): Annual software licensing and
upgrades, laptop and computer replacements, ongoing camera system maintenance,
server infrastructure maintenance, and annual broadband expenses related to project
THOR. New software requests total $120,000 which includes Human Resource
Performance Management system, Energy management software and Housing
database.
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The remaining expenditures are for larger capital improvements. Significant projects include:
$2.5 million transfer to the Housing Fund to continue the success of the Vail InDeed
program. (See Housing Fund below)
$9.5 million to being the expansion of the Public Works Shops as outlined in the Master
Plan. Phase I includes the demo of the current street building with reconstruction into a
two building allowing for future expansion. This also includes construction of a retaining
wall, a new cinders building, and relocation of the green house building.
$6.9 million to replace seven diesel buses with electric buses. Staff is analyzing
operational impacts of converting the bus fleet to electric and will return to Council with
additional cost estimates of implementation.
$1.4 million to install electric bus chargers and electrical service improvements. A $1.1
million grant will offset the costs of this project.
$1.0 million dollars has been included as a placeholder to explore outcomes of the Civic
Area Master Plan such as preliminary design and feasibility studies of specific projects.
The Capital Projects Fund is currently projected with an ending fund balance of $10.0 million in
2020, and a fund balance of $12.8 million at the end of 2023.
HOUSING FUND $2.5 MILLION
The Housing Fund was created in 2017 and is reported on a budget basis only to track town
housing programs. The Housing Fund is mainly funded by transfers from the Capital Projects
Fund as well as Employee Housing Fee-in-Lieu collections. The 2020 budget includes $2.5M
transfer from the Capital Projects Fund for the purchase of deed restrictions. To date, 121 deed
restrictions have been added to the town’s inventory of housing at an average cost of $44,553
per bedroom or $82 per square foot. Investment in deed restrictions totaled $1.7 million in 2018
and year to date total $1.7 million for 2019 ($2.5 million budgeted for the year).
Deed restrictions have also been secured with public/private partnerships such as Solar Vail
($4.2 million) and 6 West Apartments ($625,000).
REAL ESTATE TRANSFER TAX FUND $8.3 MILLION
The purpose of this fund is to account for a 1% tax on the transfer of all real property within the
town limits, as well as the recreation amenities fee and lottery revenue. Expenditures are
restricted to maintaining, acquiring and improving property and equipment for recreation and
open space purposes in addition to supporting sustainable environmental practices.
The RETT Fund supports $3.2 million in annual operations of the town’s Parks and Recreation
department, Environmental Sustainability, Art in Public Places and Forest Health.
Environmental ($982,236): For 2020 this includes one additional headcount to focus
on energy management (see Personnel Tab). Also included in ongoing programming is
Actively Green ($40,000), Zero Hero ($25,000), support for USFS Forest Ranger
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program ($30,000), recycling education and compliance ($30,000), Energy Smart
Colorado ($40,000) and continuation of the sustainable destination award ($30,000).
The environmental budget also includes new initiatives including $100,000 for a wildlife
habitat improvements study, $50,000 for a biodiversity study as an outcome of the open
lands plan, and $25,000 to research an E-bike pilot program.
Parks and Recreation ($1,8016,014): Operating costs to support path, park, and open
space maintenance.
Forest Health ($298,733): Operating budget for a wildland crew to mitigate fire hazards
for the town.
Art in Public Places ($130,771): Art in Public Places programming and operations.
Other one-time significant expenditures included in the 2020 RETT budget include:
$120,000 for substantial repairs to Sunbird Park
$1,000,000 to continue water quality improvements to Gore Creek. This includes
store water site specific water and water quality construction projects as part of
“Restore the Gore”. Savings of $3.0 million is projects in 2019.
$1,100,000 to install a solar panel network at the Public Work Shops
$250,000 annual set-aside for the acquisition of open space
$744,419 capital maintenance for the town’s purchase of VRD managed facilities
The RETT Fund is currently projected with an ending fund balance of $2.2 million in 2020, and a
fund balance of $5.1 million at the end of 2024.
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Cost Increase from Prior YearNewly Added ProjectsShift in year2019Amended 2020 2021 2022 2023 2024Revenue2% 2% 2% 3% 2%Total Sales Tax Revenue: 27,080,000$ 28,524,000$ 29,094,000$ 29,591,000$ 30,479,000$ 31,088,000$ 2020 proposed 2% from 2019 forecast and 1.8% from 2018 actuals Sales Tax Split between General Fund & Capital Fund62/38 62/38 62/38 62/38 62/38 62/38Sales Tax - Capital Projects Fund 10,290,000$ 10,839,000$ 11,056,000$ 11,245,000$ 11,582,000$ 11,813,000$ Use Tax 2,220,000 2,220,000 2,264,900 2,310,698 2,357,412 2,405,060 2020 flat with 2019 and based on 5 year averageFederal Grant Revenue 300,000 700,000 - - - - 2019: $300K in 2019 Federal grant reimbursement for Bridge Rd Bridge repair; $700K in 2020.Other County Revenue 47,228 - - - - - 2019: $47.2 reimbursement from ERWSD for a sewer line at RSES parking structure (see corresponding reimbursement below) 2018: $260.3K reimbursement for radios from Eagle County Sheriff's Office, Eagle County Health Services District, and Avon Police Department; Other State Revenue 168,000 1,617,287 - - - - 2020: 1.09M FASTER grant for electric bus charges; $525,287 CDOT bus grant; 2019: $135K public works water quality grant; $33K grant for Police Intel Sharing platform- project expenditures included in the 2018 budget and re-appropriated below.Lease Revenue 164,067 164,067 164,067 164,067 164,067 172,270 Per Vail Commons commercial (incr. every 5 years); adjusted to remove residential lease revenue ($38K)Project Reimbursement 320,655 - 1,500,000 - - - 2019: $200K reimbursement from Holy Cross for 2019/2020 Big Horn Rd and Intermountain project; $20.7K traffic impact reimbursement for VVMC/Frontage Rd. project; $50K use of community enhancement funds for Liftside to Glen Lyon underground utility project; $50K additional use of traffic impact fees for VVMC/Frontage Rd (see corresponding expenditures below); 2021: $1.5M from traffic impact fee for Vail Health/ Frontage Road Project; Sale of Vail Village Inn Phase V Unit 2 1,547,000 - - - - - 2019: Sale of Vail Village Inn Phase V Unit 2Timber Ridge Loan repayment 489,342 460,842 463,086 463,043 462,999 462,955 $28.5K interest on $1.9M loan to TR; Principal and interest on $8M loan to Timber Ridge FundEarnings on Investments and Other 115,201 368,970 70,292 36,227 66,674 52,787 2020: 1.8% returns assumed on available fund balanceTotal Revenue 15,661,493 16,370,166 15,518,345 14,219,035 14,633,152 14,906,073 ExpendituresFacilitiesFacilities Capital Maintenance 669,662 372,500 523,500 489,500 615,000 469,500 In general this line item covers various repairs to town buildings including the upkeep of exterior (roofing, siding surfaces, windows, doors), interior finishes (paint, carpet, etc.), and mechanical equipment (boilers, air handlers, etc.). 2019: Re-appropriate for TM residence upgrades including solar panels when replacing 40 year old roof and electrical car charger, Admin remodel, PD garage ventilation project ($276K); PW admin heated walkway repair ($50K), PW admin kitchen update ($15K), PW shops and bus barn maintenance including wood siding maintenance and exhaust system replacement ($130K), TM residence roof, skylight, and solar panel ($70K); 2020:PW garage door replacements ($50K), transit station skylight replacement ($50K); 2021: garage door replacements ($50K), PW boiler replacement ($20K), 2nd phase of transit center skylight replacement ($50K), Buzzard Park repairs ($41K); 2022: Fire Station interior paint ($35K), Library Skylight maintenance ($150K), PW roof repairs ($50K), Phase 3 of transit center skylight replacement ($50K); 2023: Fire Station II exhaust extraction system ($75K), library air handling replacement ($125), Bus barn gradient tube replacement ($50K); 2024: PW 30% roof replacement ($75K), Buzzard Park repairs ($75K), Buzzard Park roof repairs ($50K), transit office windows and doors ($25K), PW overhead garage door ($50K), PW carpet replacement ($50K)Municipal Complex Maintenance 138,750 873,000 255,000 335,000 205,000 260,000 2019: PD window replacement ($80K), PD circulation pump repairs and replacement ($15K), PD elevator drive controls ($44K); 2020: Comm Dec Remodel ($75K); Replace Admin building air handlers ($250K), Comm Dev roof replacement ($125K), Comm Dev interior flooring replacement ($25K), PD balcony repairs ($50K), PD boiler replacement ($45K), replace PD air handling units ($75K), replace PD rooftop units ($125K); 2021:Admin Upper level system installation ($175K), PD Stucco patching and painting ($40K), PD wood siding replacement ($30K); 2022: Replace HR heat system ($100K); 2020: PD locker room and restroom repairs ($50K), Comm Dev window replacement ($100K), Comm Dev interior wall and ceiling maintenance ($30K); 2023: Comm Dev boiler replacement ($100K), Comm Dev air handler replacement ($75K); 2024: PD roof replacement ($150K), PD boiler tube repairs ($50K)Welcome Center/Grandview Capital Maintenance 100,000 38,000 100,000 25,000 25,000 50,000 2019: $100K for final bills for Welcome Center and furniture replacement at the Grandview including sound panels and audio visual enhancements; 2021: Furniture replacement in Vail Village Welcome Center; 2024: furniture upgrades ($50K)TOWN OF VAIL 2020 PROPOSED BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCECAPITAL PROJECTS FUND 52 October 1, 2019 - Page 240 of 299
Cost Increase from Prior YearNewly Added ProjectsShift in year2019Amended 2020 2021 2022 2023 2024TOWN OF VAIL 2020 PROPOSED BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCECAPITAL PROJECTS FUNDDonovan Pavilion 5,000 120,000 680,100 5,100 5,100 5,100 Annual $5K Maintenance to repair HVAC; 2020 includes $75K for design & planning of HVAC Replacement and relocation at Donovan Pavilion; 2021: HVAC replacement and relocationSnowmelt Boilers - 500,000 500,000 500,000 500,000 - Replacement of TRC 8 boilers (2 per year)Public Works Shops Expansion 8,013,406 9,500,000 - - - - Expansion and remodel of the Public Works shop complex as outlined in an updated public works master plan (previously completed in 1994). The plan will ensure shop expansions will meet the needs of the department and changing operations; 2019-2020: Phase I includes demo and reconstruction of a two story streets building; retaining wall construction, new cinder building, relocation of the green house building, and a vertical expansion allowance for future building options. Arabelle Snowmlet Boilers - - - - 190,000 - Shared expense with Arrabelle for streetscape heat; Boiler replacementPublic Works Building Maintenance 300,000 - - - - 2019: Re-appropriate $300K to replace two HVAC units at Public WorksPublic Works Equipment Wash Down/WQ Improvements 185,174 - - - - 2019: Improvements to exterior wash area for large trucks to include small heated area to prevent ice buildup (safety issue ) and filtration of waste water 9,411,992 11,403,500 2,058,600 1,354,600 1,540,100 784,600 ParkingParking Structures 904,914 697,000 795,000 785,000 940,000 1,040,000 2019 Various repairs including deck topping replacement, expansion joint repairs, ventilation, HVAC, plumbing and other structural repairs; 2019: Re-appropriate for structural repairs to LHTRC, roofing repairs at VTRC, and elevator repairs; 2023 includes $200K for expansion joint replacementParking Entry System / Equipment 186,037 - - - 850,000 - 2019: Spare parking system equipment including ticket creator, ticket processor, ticket feeder, circuit boards, power supply modules, print heads ($93K); 2023: New parking equipment Red Sandstone Parking Structure (VRA) 2,614,596 - - - - - 2019: Re-appropriate $2.6M to complete project including all landscaping and parking space monitoring system; Construction of 4 level parking structure at Red Sandstone Elementary school, with contributions from Vail Resorts ($4.3M) and Eagle County School District ($1.5M); Remainder to be reimbursed by VRAParking Structure Camera systems - 1,000,000 950,000 - - - Installation of camera systems for both safety and vehicle counts at Vail Village and Lionshead to mirror new system at Red SandstoneLionshead Parking Structure Landscape Renovations (VRA) 30,291 - - - - - 2019: Re-appropriate to complete landscaping ($30.3K);Total Facilities3,735,838 1,697,000 1,745,000 785,000 1,790,000 1,040,000 TransportationBus Shelters 30,000 230,000 30,000 30,000 30,000 30,000 Bus shelter annual maintenance; 2020 Lionshead transit center Westbound Bus shelterReplace Buses 265,024 6,900,000 - - 6,000,000 2,200,000 2019: $165K for spare bus part (included in original 2018 budget); Upgrade Nextbus transponders to 4G required for Nextbus software upgrade; 2020 7 buses for replacement at $905K each, plus 5 charging stations at $50K each, and $30K for additional power chargers. Grant funding is being pursued; 2023: Replace 6 buses with electric buses; 2024: Replace 2 electric busesTraffic Impact Fee and Transportation Master Plan Updates 30,000 - - - - - 2019: $30K to update 20-year Transportation Master Plan to coincide with West Vail Master Plan and Civic Center Master PlanLionshead Express Bus Stop Improvements (VRA) 25,000 - - - - - 2019: Signage at Lionshead Express Bus StopHybrid Bus Battery Replacement 388,716 - - - - - 2019: Scheduled replacement placeholder; Estimated life of 6 years; While batteries are passed their lifecycle replacement has not been needed as of yet; Buses will be replaced in 2-3 yearsElectric bus chargers and electrical service rebuild - 1,375,000 - - - - 2020: To construct electric bus charging station and electrical service infrastructure at Lionshead and Vail Village Transit centers; $1.1M in grant revenue will offset cost of this projectTotal Transportation738,740 8,505,000 30,000 30,000 6,030,000 2,230,000 Road and BridgesCapital Street Maintenance 1,225,000 1,345,000 1,225,000 1,405,000 1,350,000 1,475,000 On-going maintenance to roads and bridges including asphalt overlays, patching and repairs; culverts; 2022/2023 includes asphalt and mill overlay ($575K); 2024 includes surface seal ($190K); asphalt mill overlay ($565K)Street Light Improvements 75,000 75,000 75,000 75,000 75,000 75,000 Annual maintenance to street lights; LED light enhancementsSlifer Plaza/ Fountain/Storm Sewer 1,484,329 - - - - - 2019: Continue repairs to Silfer Plaza fountain reconstruction and storm sewers ($1.48M) 53 October 1, 2019 - Page 241 of 299
Cost Increase from Prior YearNewly Added ProjectsShift in year2019Amended 2020 2021 2022 2023 2024TOWN OF VAIL 2020 PROPOSED BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCECAPITAL PROJECTS FUNDNeighborhood Bridge Reconstruction 2,332,542 350,000 350,000 - 350,000 - 2019: Bridge Road Bridge replacement ($1.7M), Lupine Bridge Repair ($350K); 2020: Nugget Lane Bridge Repairs ($350K); 2021/2023: Placeholder for future bridge repairs based on bridge inspectionsEast Meadow Drive Snowmelt 750,000 - - - - - 2019: Installation of snowmelt system ($750K); 2018: Design Snowmelt major repairs from Solaris to Austria House/Covered Bride area to be done at same time as the Slifer Plaza construction. This includes paver removal, snowmelt, asphalt replacements with concrete paversVail Health / TOV Frontage Road improvements 70,655 - 9,000,000 - - - 2019: Complete design phase of Frontage Rd. improvements ($70.7K); 2018: Design phase of Vail Health/Frontage Rd improvements which includes a 3rd party review, utility potholing and public information based on VH plans for expansion; Improvements would span from LH Parking structure to Municipal building; Design funded by Traffic Impact Fee funds; Original Plan; 2021: VH plans for expansion; Improvements would span from LH Parking structure to Municipal building; $3.6M funded by VRA in 2021, Traffic impact fee ($1.5M), Remaining CPF & Developments ($3.9M) Timing of this project is pending the Civic Center Master PlanNeighborhood Bridge Repair 689,134 - 350,000 - - - 2019:Kinnickinnick (West) Bridge Repair, West Forest Bridge Repair ($689,143); , Major Bridge Repair Projects are determined based on bi-annual bridge inspection; 2021: $350K Placeholder based on bridge inspection reportsSeibert Fountain Improvements 400,000 - - - - - 2019: Fountain software system and valve upgrades at Seibert FountainMain Vail Roundabout 250,000 - - - - - 2019: Main Vail Roundabout truck apronNeighborhood Road Reconstruction 400,000 - 3,500,000 - - - 2019: East Vail major drainage improvements ($400K);2021: East Vail road Major Drainage Improvements construction ($3.5M), total reconstruction eliminated (was $9M+)Vail Trail Sidewalk Connection 85,000 - - - - Connect Vail sidewalk on Vail Valley Drive in front of Vail Trails Chalet complexWest Lionshead Circle Crosswalks (VRA) 250,000 - - - - - 2019: Crosswalk at West Lionshead circle to be done in lieu of Vail Spa heated walkMill Creek Heated Walk 125,000 - - - - - 2019: TOV portion of 50/50 shared project with homeowners for heated sidewalk at Kendell Park/Mill Creek ($125K). This project will be managed by the HOA at an estimated total cost of $150K. I-70 Underpass (VRA) 492,990 - - - - - 2019: The town's portion to complete and pay final bills for the I-70 underpassEast Vail Interchange Underpass Sidewalk - 500,000 - - - - 2020: Request from the Planning and Environmental Commission to construct a pedestrian sidewalk beneath the East Vail interchange; pedestrian count study at the underpass is recommended to be completed before the start of this project. Vail Village Streetscape/Snowmelt Replacement - - 1,250,000 - 1,500,000 1,500,000 Replacement of 18 yr. old streetscape and snowmelt infrastructure in Vail Village Vail Road Sidewalk Construction - - - 550,000 - 2022: Sidewalk construction on Vail Rd. between Beaver Damn and Forest Rd. East Mill Creek Culvert Replacement - - - 550,000 - - 2022: Replacement of East Mill Creek culvert at Gold Peak and Vail Valley DriveLionshead Streetscape/Snowmelt Replacement (VRA) - - - - 1,500,000 1,500,000 2023: Replacement of 18 yr. old streetscape and snowmelt infrastructure in LionsheadTotal Road and Bridge8,629,650 2,270,000 15,750,000 2,580,000 4,775,000 4,550,000 ContributionsChildren's Garden of Learning-Capital 32,500 - - - - - 2018: Council contribution for a new boiler at the Children's Garden of Learning. The town owns the building; 2019: Council contribution to build a fence around front yard.Vail Valley Foundation- Capital 55,000 - - - - - 2019 Council Contribution towards installation of the video screen at the Ford AmphitheaterTotal Contributions87,500 - - - - - TechnologyTown-wide camera system 70,000 22,000 22,000 22,000 22,000 22,000 '2018-2019 replace Bosch system(30 cameras); $22K Annual maintenanceAudio-Visual capital maintenance 18,000 118,000 18,000 18,000 18,000 18,000 $18K annual maintenance / replacement of audio-visual equipment in town buildings such as Donovan, Municipal building, Grand View, LH Welcome Center; 2020: $100K Welcome Center video wall replacementDocument Imaging 30,000 50,000 50,000 50,000 50,000 50,000 Annual maintenance, software licensing, and replacement schedule for scanners and servers includes $2.5K for LaserficheSoftware Licensing 327,277 496,123 559,873 476,623 455,568 455,568 2019-2020: Upgrade Microsoft products on all equipment; renewal of licenses; $3K per year increase from original 5 year plan due to additional software products; 2019: virtual desktop replacement ($239K); Asset Mgmt. System ($75K); Asset Mgmt. annual maintenance and licensing agreement ($50K); 2020-2024: Annual software licensing and support for town wide systemsHardware Purchases 113,927 175,000 50,000 50,000 50,000 50,000 2019: Replacement of 20-25 workstations per year per schedule; 2020: Time Clock Replacement ($125K)Website and e-commerce 12,000 86,500 86,500 86,500 86,500 86,500 Internet security & application interfaces; website maintenance $12K; Vail calendar $24K; domain hosting $15K; web camera streaming service $24K 54 October 1, 2019 - Page 242 of 299
Cost Increase from Prior YearNewly Added ProjectsShift in year2019Amended 2020 2021 2022 2023 2024TOWN OF VAIL 2020 PROPOSED BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCECAPITAL PROJECTS FUNDFiber Optics / Cabling Systems in Buildings 90,000 150,000 50,000 50,000 50,000 50,000 2019: NWCOG Project THOR Broadband project Meet Me Center $75K; 2020: Fiber Optics Connection from Muni Building to West Vail fire station ($150K) ; 2021-2023: Repair, maintain & upgrade cabling/network Infrastructure $50KNetwork upgrades 30,000 200,000 30,000 30,000 30,000 30,000 Computer network systems - replacement cycle every 3-5 years; 2020 Firewalls ($60K), External Wireless System ($50K), TOV Switches and Router Replacements/Upgrades ($90K)Data Center (Computer Rooms) 2,273,043 30,000 30,000 30,000 30,000 30,000 2019: 2nd half of hyper-converged infrastructure (HCI) equipment $750K, Data Center remodel at Station 3 $1.2M, Cooling/UPS system upgrade for data center in Muni building $128K; Re-appropriate $40K to complete 1st phase of data center remodel **Additional request for funding coming at next meeting (May 21); $200K 10% contingency; 2020-2024: Data Center MaintenanceData Center equipment replacement and generator 159,406 - - - - - 2019: Final bills to replace data center server infrastructure; upgrade and replace emergency generator to increase capacity Thermal Imaging Cameras 12,000 12,000 - 12,000 - - For the purchase of 3 cameras (2019,2020,2022) which will allow firefighters to see through areas of smoke, darkness, or heat barriersBroadband (THOR) 35,000 94,800 94,800 94,800 94,800 94,800 2019: $35K for fiber from West Vail fire station to CDOT I-70 fiber connection for Project THOR; 2020-2024: annual broadband expenses, potential future revenuesPhone System 45,077 - - - - - 2019: Final payment for phone system upgrade: ($32.2K), normal replacement of Ipads, Iphones ($13K)Bus Camera System 15,000 15,000 - - 15,000 - Installation of software and cameras in buses; 2019/20 annual capital maintenance of camera replacement, etc.Business Systems Replacement 172,334 120,000 30,000 - 30,000 - 2019: Re-appropriate for sales tax software ($134K), and new bus scheduling software ($8K); $30K every other year for parking system upgrades; 2020: Energy Mgmt. Software ($25K); Housing Database software ($40K); HR Performance mgmt. system ($55K)Total Technology3,403,064 1,569,423 1,021,173 919,923 931,868 886,868 Public SafetyPublic Safety System / Records Mgmt. System (RMS) 141,000 50,000 50,000 50,000 50,000 50,000 $50K Annual capital maintenance of "County-wide "Computer Aided Dispatch/Records Mgmt. System"; includes patrol car and fire truck laptops and software used to push information to TOV and other agencies; TOV portion of annual Intergraph software maintenance; 2019: Police Department Records Mgmt. system SQL licensing ($91K)Public Safety Equipment 72,643 58,831 - - - - 2018: Replace existing headsets, vests, and helmets for 6 Police SOU members ($20.5K), Upgrade mass casualty supplies in patrol cars ($5.6K); DOLA grant for License plate readers for two vehicles ($65.3K); Replacement of 40 body worn cameras ($12K); 2019: Intel Sharing Platform ($33K) covered by grant; Speed Signs ($7.8K), Rifle noise suppressors ($23.1K), pole camera ($8.6K); 2020: $26K bullet proof vests (8) for Special Ops Unit (SOU); $5.8K replace handheld citation device with in car computer interface; $4.6K for "Stop Stick" tire deflation devices for patrol cars; $22.2K for an unmanned aircraft system (UAS), or drone with thermal detection for use by both police and fire. The cost also covers "pilot" training and maintenancePolice patrol car cameras 56,635 - - - - - 2019: $56.6K for new PD patrol car cameras (last replaced in 2013).Fire Safety Equipment 59,000 40,000 - - - - 2019: Long Range acoustical device ($50K), personal protective equipment dryer ($9K); 2020: Wildland Personal Protection Equipment (PPE); Confined space equipment ($15K)Extrication Equipment 4,626 - - - - - 2019: Re-appropriate for final billsEvent Equipment 77,892 - - - - - Event trailer and moveable barricades to provide barriers for vehicle entry into event areasFire engine equipment 20,024 - - - - - 2019: Appropriate to complete purchases of necessary fire engine equipment to fully equip 4th fire engine; this will allow this vehicle to be used when other engines our being repaired or in an emergencyFire Station Alert System - 198,000 - - - - 2020: Fire Station Alerting System to improve response times. This system will work with the Dispatch system and the timing is being coordinated with Eagle River FireRadio Equipment replacement/expansion 12,601 - - - - - 2019: Seven back-up radios for PW; 2018: Additional Radios for backup radios and crew expansion; related yearly County fees ($10K) included in HEF; Previously $693K budgeted in 2014 for replacement of approximately 59 radios for PW, PD and Fire. Adjusted to only include radios purchased over 12 years ago (in 2008 the town replaced a number of radios; these will not be replaced until 2018)Fire Truck Replacement - - 880,000 1,700,000 400,000 - 2021: Replacement of Engine I purchased in 2011; 2022: Replacement of Ladder truck (aerial apparatus) purchased in 2000; 2023: Type 3 Truck (heavy wildland engine)Total Public Safety444,421 346,831 930,000 1,750,000 450,000 50,000 55 October 1, 2019 - Page 243 of 299
Cost Increase from Prior YearNewly Added ProjectsShift in year2019Amended 2020 2021 2022 2023 2024TOWN OF VAIL 2020 PROPOSED BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCECAPITAL PROJECTS FUNDCommunity and Guest Service Energy Enhancements 73,847 - - - - - 2019: Electric car charges at various town locations ($73.8K)Pedestrian Safety Enhancements 1,479,116 - - - - - 2019: Replace 40+ year old overhead lighting for Main Vail roundabouts and West Vail Roundabouts (approved by council on 7/5/16); project includes underground electrical enhancements for lightingCivic Area Redevelopment 100,000 1,000,000 - 2019: Preliminary design plans to vet broader master plan concepts; 2020 Placeholder to explore outcomes of the Civic Center Master Plan such as feasibility studies / design Sale of Property 18,000 - - - - - Closing costs for sale of two properties (VVI Phase V Unit 2 and Chamonix Parcel D/E); plus some administrative costs to bringing Parcel D/E through the PEC process to subdivide and update zoningUnderground Utility improvements 696,675 - - - - - 2019: $50K for undergrounding electric between Glen Lyon office building and Liftside- see reimbursement above; $71K for CDOT project at I-70 underpass; $2.1M for Big Horn Rd and Intermountain Eastern portion projects to be completed in 2018 using Community Enhancement Funds ($1.1M reimbursement from the Holy Cross enhancement funds)Guest Services Enhancements/Wayfinding 225,900 - - - 150,000 - 2019: $225.9K for new street signs and accompanying light poles town-wideRockfall Mitigation near Timber Ridge 400,000 - - - - - 2019: Rock fall mitigation near Timber RidgeVehicle Expansion 115,100 85,000 - - - - 2020: 2 commander vehicles ($80K); Trailer for event cattle guards ($5K);Total Community and Guest Service3,108,638 1,085,000 - - 150,000 - Total Expenditures 29,559,843 26,876,754 21,534,773 7,419,523 15,666,968 9,541,468 Other Financing Sources (Uses)Transfer from Vail Reinvestment Authority 3,848,281 2,550,000 3,650,000 50,000 1,550,000 1,550,000 2019: $3.0M Red Sandstone; 2023-2024: Lionshead streetscape improvements ($1.5M)Transfer to Housing Fund (2,500,000) (2,500,000) (2,500,000) (2,500,000) (2,500,000) (2,500,000) Transfer to Housing Fund; 1.5M per yearRevenue Over (Under) Expenditures (12,550,069) (10,456,588) (4,866,428) 4,349,512 (1,983,816) 4,414,605 Beginning Fund Balance 33,048,422 20,498,352 10,041,765 5,175,337 9,524,849 7,541,033Ending Fund Balance 20,498,352 10,041,765 5,175,337 9,524,849 7,541,033 11,955,638 56 October 1, 2019 - Page 244 of 299
2019
Amended 2020 2021 2022 2023 2024
Revenue
Housing Fee in Lieu Annual Collections - - - - - -
Capital Projects Funding - New 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000
Total Revenue 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000
Expenditures
InDEED Program (H-1)3,340,274 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000
Solar Vail Housing Development 4,225,000 - - - - -
Buy Down Housing 247,428 - - - - -
Total Expenditures 7,812,702 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000
Operating Income (5,312,702) - - - - -
Beginning Fund Balance 5,312,702 - - - - -
Ending Fund Balance -$ -$ -$ -$ -$ -$
TOWN OF VAIL PROPOSED 2020 BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
HOUSING FUND
57
October 1, 2019 - Page 245 of 299
Cost Increase from Prior YearNewly Added ProjectsShift in year 2019Amended 2020 2021 2022 2023 2024RevenueReal Estate Transfer Tax 6,300,000$ 6,300,000$ 6,426,000$ 6,554,500$ 6,685,600$ 6,819,300$ 2020: flat with 2019 budget and 17.6% decrease from 2018Golf Course Lease 166,650 168,317 170,000 171,700 173,417 175,151 Annual lease payment from Vail Recreation District; annual increase will be based on CPI; New rate effective 2020 with lease signed in 2019; Rent income funds the "Recreation Enhancement Account" belowIntergovernmental Revenue 1,568,398 20,000 20,000 20,000 20,000 20,000 2019: $300K Eagle County reimbursement for Lupine open space parcel; $5K grant for curbside recycling programs- See corresponding expenditure below; $24.3K reimbursement from ERWS for the Dowd Junction retaining wall- See corresponding expenditure below; $30K Fishing is fun grant (carryforward from 2018); $39K GoCo grant (carryforward from 2018); $150K reimbursement from ERWSC and $1M from Eagle County for restabilization of Down Junction; $20K lottery proceeds Donations 219,400 - - - - - 2019: $169.4K community funding for the Seibert Memorial- See corresponding expenditure below; $50K revenue recognition from East West Partners for Ford Park art space- See corresponding expenditure belowRecreation Amenity Fees 10,000 10,000 10,000 10,000 10,000 10,000 Earnings on Investments and Other 43,991 100,849 15,186 6,950 16,662 19,653 2019:$32K Reimbursement from bag fee collections for Clean-Up Day and America Recycles Day. 2020: 1.8% rate assumed; $32K bag fee reimbursement for Clean-Up Day and America Recycles DayTotal Revenue 8,308,439 6,599,166 6,641,186 6,763,149 6,905,679 7,044,104 ExpendituresManagement Fee to General Fund (5%) 315,000 315,000 321,300 327,725 334,280 340,965 5% of RETT Collections - fee remitted to the General Fund for administrationWildlandForest Health Management 309,249 298,733 304,690 310,750 317,000 323,300 Operating budget for Wildland Fire crew; 2019 Added .5 FTE for wildland lead; Extra month of wildland crew to facilitate bighorn sheet habitat improvement project ($12.9K)Intermountain Fuels Reduction 42,442 - - - - 2019: Intermountain Fuels Project $42.4K Wildland Fire Shelter - - - - - 17,500 2024: To purchase a wildland shelter safety deviceTotal Wildland351,691 298,733 304,690 310,750 317,000 340,800 ParksAnnual Park and Landscape Maintenance 1,760,030 1,816,014 1,823,307 1,867,194 1,912,815 1,959,805 Ongoing path, park and open space maintenance, project mgmt.; Town Trail Host volunteer program ($16,000), “Clean-up after your K-9” media campaign ($2,000), and a planning effort with the USFS to generate long-term solutions ($30,000). 2020 includes $43K for replacement of 27 year old large flower containersPark / Playground Capital Maintenance 135,000 125,000 125,000 125,000 125,000 125,000 Annual maintenance items include projects such as playground surface refurbishing, replacing bear-proof trash cans, painting/staining of play structures, picnic shelter additions/repairs, and fence maintenance; 2019 includes $10K to replace and add additional drinking fountains and bottle filling stations at Vail parksRec. Path Capital Maint 85,000 140,000 85,000 85,000 85,000 85,000 Capital maintenance of the town's recreation path system; 2020: includes $50K replacement of wood slats on Nature Center/Ford Park bridgeTree Maintenance 65,000 65,000 66,300 67,600 69,000 70,400 On going pest control, tree removal and replacements in stream tract, open space, and park areasStreet Furniture Replacement 97,334 120,000 85,000 85,000 85,000 85,000 2019 includes pedestrian bridge inspection report ($25K), additional benches in Vail Village and bike racks ($7.3K); Annual replacement or capital repairs, benches, recycling and bike racks; 2020 includes contract to assess pedestrian bridge ($15K); Additional 12 space bike racks near Amphitheater restroom/concessions building, school house and fields/concessions ($30K)Ford Park: Softball Weather Shelter 645,000 - - - - - 2019: Shelter at the Ford Park softball fields to provide weather and lighting protection for spectators and players ($645K); Add'l $60K requested for contingency onlyFord Park Landscape Enhancement: Parking Lot / Sport Central Portal67,000 - - - - - 2019: DRB req'd parking lot plantings and landscape enhancements at Central Portal Pilot Project to reduce turf grass 30,000 - - - - - 2019: Turf grass reduction project at Buffehr Creek. This project will be a pilot example of ways to reduce turf grass in areas across town resulting in water and maintenance savingsCovered Bridge Pocket Park Rehabilitation 87,000 - - - - - 2019: Streambank stabilization, riparian enhancements, walking surface replacement Stephens Park Safety Improvements 300,000 - - - - - 2019: Access improvements to include extended sidewalk, new stairs and other site improvements; playground was built in 1990'sFord Park Improvements & Fields 60,000 - - - - - 2019: Re-appropriate a portion of remaining funds to complete Ford Park landscaping improvementsVail Transit Center Landscape 107,133 - - - - - 2019: Completion of landscaping at Vail transit center to coincide with construction of additional bus lane at Vail TRC Ford Park Portal Improvements 2,540 - - - - - 2019:Final bills for improvements to Ford Park entry points ($2.5K)Sunbird Park Fountain Repairs 120,000 - - - - 2020: Repairs to fountain feature; requires excavation to get to leaking pipe; currently unable to run main center fountainTOWN OF VAIL 2020 BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCEREAL ESTATE TRANSFER TAX 58 October 1, 2019 - Page 246 of 299
Cost Increase from Prior YearNewly Added ProjectsShift in year 2019Amended 2020 2021 2022 2023 2024TOWN OF VAIL 2020 BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCEREAL ESTATE TRANSFER TAX Ford Park Enhancement: Priority 3 Landscape area - 75,000 - - - - 2020: Landscape playground/basketball berm, softball area, frontage rd. & east berms, below tennis courtsFord Park: Synthetic Turf Replacements - - - - 410,000 - 2023: Scheduled replacement of synthetic turf based on 7 year life expectancyAthletic Field ADA Walkway - - 326,000 - - - 2020: Construction of ADA compliant walkway between parking lot and Vail Valley Drive (coincides with Nature Center project)Ford Park: Parking lot entry reconfiguration - - 400,000 - - - 2022: Parking lot reconfiguration to improve turning and queuing characteristics of the parking lot entry; Moved forward from 2023 budget due to safety concerns and operational efficiencyRed Sandstone Park Picnic Shelter - - 50,000 - - - 2021: Modest 12'x12' shelter near volleyball courtBuffehr Creek Park Safety Improvements - - - 240,000 - - 2022: Replacement 20-yr old "catalog" playground equipment with custom buildBuffehr Creek Park picnic shelter - - - 60,000 - - 2022: 15'x 25' shelter at existing picnic areaEllefson Park Safety Improvements - - - - 300,000 - 2023: Replacement 10-yr old "catalog" playground equipment with custom buildTotal Parks3,441,037 2,461,014 2,960,607 2,529,794 2,986,815 2,325,205 Rec Paths and TrailsVail Valley Drive Path Extension: Ford Park to Ptarmigan 400,000 - - - - - 2019: Extension of Vail Valley Drive path to ease congestion and enhance pedestrian safetyVail Valley Drive Path Extension: Ptarmigan West to GC Mtn Building400,000 - - - - - 2019: Extension of Vail Valley Drive path to ease congestion and enhance pedestrian safetyGore Valley Trail Bridge Replacement 300,000 - - - - - 2019: Reconstruction of south bridge abutment due to significant scour and replacement of bridge structureGore Valley Trail Realignment 50,000 - 600,000 - - - 2019: Design feasability study for Gore Valley Trail Realignment at Lionshead gondola ($50K) 2021: Construction to realign Gore Valley Trail- cost share with Vail ResortsEast Vail Interchange Improvements 793,554 - - - - - 2019: Continuation of landscaping design and construction of the interchangeDowd Junction repairs and improvements 2,148,633 - - - - - 2019: Re-stabilization of Dowd Junction path ($2.15M); Includes $24.3K reimbursement from ERWS for the Dowd Junction retaining wall- See corresponding reimbursement above; Repairs to culverts, drainage, and preventative improvements; project in cooperation with Eagle River Water and Sand (ERWSC); $150K reimbursement from ERWSC and $1M reimbursement from Eagle CountyGore Valley Trail Reconstruction (Conoco to Donovan) 25,000 - - - - - 2019: Complete Gore Valley Trail Reconstruction between W. Vail Conoco and Donovan Pavilion includes revegetation along West trail near Donovan PavilionEast Vail Interchange Trailhead parking lot expansion - - - 75,000 - - 2022: Expanded parking lot at East Vail Interchange trailheadNorth Recreation Path- Sun Vail to Pedestrian Bridge 235,000 - - - - - 2019: $235K for North Recreation Bike Path reconstruction on North Frontage road between Sun Vail and the pedestrian Bridge to coincide with the Red Sandstone parking garage projectTotal Rec Paths and Trails4,352,187 - 600,000 75,000 - - Recreational FacilitiesNature Center Operations 90,000 90,000 90,000 90,000 90,000 90,000 Nature Center operating costs including $75K Walking Mountains contract and $15K for maintenance and utilitiesNature Center Capital Maintenance - 145,292 5,165 38,690 - 8,064 2020: Wood siding and trim ($9.5K), window replacement ($10.3K), exterior door repairs ($7.6K); steep slope roofing replacement ($27.5K); signage ($17.2K), paths and walkways ($6.9K), timber stairway ($12.2K), shade structure reconstruction ($36.0K), 2021: replace benches and chairs ($5.2K), wood siding and trim repairs ($11.4K), open rail fencing replacement ($13.4K);2024: path and walkway repairs ($8.1K)Nature Center Redevelopment 433,950 - - - - - 2019: $434K Design new Nature Center Remodel/StructureGolf Clubhouse & Nordic Center 52,935 - - - - - 2019: Final art purchases for Clubhouse and Nordic Center; art budget was 1% of original project budgetLibrary Landscape and reading area - - - 100,000 - - 2022: Exterior landscaping and site work enhancements for an outdoor reading areaTotal Recreational Facilities576,885 235,292 95,165 228,690 90,000 98,064 EnvironmentalEnvironmental Sustainability 433,246 523,736 531,592 539,566 547,659 555,874 Annual operating expenditures for Environmental department (4 FTEs); includes $40K for Clean up day, professional dues to organizations such as CC4CA, Climate Action Collaborative, etc. 2020 Energy Coordinator FTE requestedRecycling and Waste Reduction Programs 179,544 152,500 122,500 122,500 122,500 122,500 2020: Love Vail website improvement ($30K); Annual expenditures: Green Team ($2.5K); Eagle County recycling hauls (reimbursed) $(25K); Zero Hero recycling at events ($25K); Actively Green contract ($40K); Recycling compliance, education, public art and compost pilot ($30K)Ecosystem Health 147,500 233,500 73,500 73,500 73,500 73,500 2019: Wildlife habitat program (NEPA study, field work) ($70K); 2020: Annual wildlife forum ($2.5K); CC4CA Retreat - host community ($3K); Sustainable Destination contract ($30K); Trees for Vail $5K; Strategic Plan completion and phase I rollout ($10K); Biodiversity study as outcome of open lands plan ($50K); Forest Ranger program ($33K); wildlife habitat improvements ($100K)Energy & Transportation 104,500 72,500 47,500 47,500 47,500 47,500 2020: E-bike pilot program research ($25K); Annual expenditures: Energy Smart Colorado partnership contract ($40K); Sole Power coordination ($7.5K); 59 October 1, 2019 - Page 247 of 299
Cost Increase from Prior YearNewly Added ProjectsShift in year 2019Amended 2020 2021 2022 2023 2024TOWN OF VAIL 2020 BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCEREAL ESTATE TRANSFER TAX Streamtract Education/Mitigation 80,061 50,000 50,000 50,000 50,000 50,000 2019: Includes water quality and streamtract education, outreach, signage and marketing; private streambank funding; 2020-2021: Ongoing streamtract education programming such as "Lunch with Locals", landscape workshops, City Nature Challenge and storm drain artWater Quality Infrastructure 3,477,167 1,000,000 1,000,000 - - - 2019: Continuation of water quality improvement to Gore Creek; Stormwater site specific water and water quality construction projects as part of "Restore the Gore" includes $135K for water mitigation roof runoff grant at PW; ; Savings of $3M is expected in 2019. These savings are reflected in the 2019 amended total expenditures in order to reflect a current projected fund balance; 2019-2021 funds to continue water quality improvement to Gore Creek; Stormwater site specific water and water quality construction projects as part of "Restore the Gore" Streambank Mitigation 648,336 400,000 300,000 100,000 - - 2019-2021 Continuation of Riparian Site specific construction projects for Water Quality Strategic Action Plan ($648.3K) includes 2018 grant awards continued in 2019 for GoCo grant ($39K) and Fishing is Fun grant ($30K)- See carryforward of grant revenue above East Vail Water Quality TAPS 90,263 - - - - - 2019: Completion of East Vail Water Quality Improvements; $700K CDOT TAP grant funding was received in 2018 to offset costsGore Creek Interpretive Signage 75,000 81,000 - - - - 2019: Phase I of Gore Greek Interpretive signage (design); 2020: Phase II of Gore Creek Interpretive Signage includes installation of "story stations" and interpretive picnic table tops.PW Solar Project - 1,100,000 - - - - 2020: Installation of solar panels at Public Works ShopsOpen Space Land Acquisition 650,000 250,000 250,000 250,000 250,000 250,000 2019: $600K purchase of Lupine parcel with Eagle County- see corresponding reimbursement above; $50K for open space surveys/studies; 2019/2023 $250K annual set aside for purchase of open spaceTotal Enviromental5,885,617 3,863,236 2,375,092 1,183,066 1,091,159 1,099,374 ArtPublic Art - Operating 123,456 130,771 133,386 136,054 138,775 141,551 Art in Public Places programming and operationsPublic Art - General program / art597,798 60,000 60,000 60,000 60,000 60,000 To purchase sculptures, artwork, art programs and events; remainder is re-appropriated each year to accumulate enough funds. Public Art - Winterfest 48,085 30,000 30,000 30,000 30,000 30,000 Winterfest $30K per yearSeibert Memorial Statue 300,000 - - - - - 2019: Pete Seibert Memorial statue- See corresponding community reimbursement aboveArt Space 50,000 - - - - - 2019: Design phase for Ford Park art space- see corresponding donation from East West aboveTotal Art1,119,339 220,771 223,386 226,054 228,775 231,551 ContributionsBetty Ford Alpine Garden Support 69,700 71,094 72,516 73,966 75,446 76,954 Annual operating support of the Betty Ford Alpine Gardens; annual increase to follow town's general operating annual increaseEagle River Watershed Support 42,000 40,000 40,800 41,616 42,448 43,297 Annual support of the Eagle River Watershed Council programs Adopt A Trail 5,000 5,100 - - - - Adopt A Trail Council Contribution for trails in or bordering the TownTotal Contributions116,700 116,194 113,316 115,582 117,894 120,252 VRD-Managed Facility ProjectsRecreation Enhancement Account 373,348 168,317 170,000 171,700 173,417 175,151 2019: Annual rent paid by Vail Recreation District; to be re-invested in asset maintenance ($141,604), Transfer $240K to golf course other Golf Clubhouse 65,000 - 20,260 - - 12,751 2019: Wood trim repairs ($40K), AC and catering kitchen improvements ($30K); 2022: Wood Trim repairs ($20.2K); 2024: Roof maintenance ($12.8K)Athletic Field Restroom/Storage Building - - - - 1,000,000 2023: Placeholder for the replacement of existing restroom/concession with new 2000 sq. ft. restroom/storage buildingGolf Course - Other 687,792 494,636 135,482 41,273 31,295 2,484 2019: $511K for reconstruction of the golf maintenance buildings, improvements to the 14th and 15th hole bridges. and parking drainage improvements. Parking lot asphalt repairs ($10K), repair asphalt at maintenance building ($3K), replace roof on maintenance building ($161.2K), replace wood trim at maintenance building ($2.7K); 2020: chain link-netting hybrid safety fence ($230K); complete asphalt repairs ($75K); repair wood trim on maintenance building ($25.8K), privacy fence repairs($2.2K), replace roof ($161.2K); 2021:course streambank restoration ($73.8K), maintenance building, HVAC unit ($17.7K), maintenance building heater ($8.9K), maint. building furnace ($9.8M); 2022: VRD shared cost for 1st hole Timber Path planking ($38.0K), asphalt repairs ($3.3K); 2023: Clubhouse walkways($12.4K); Clubhouse drain pans ($18.9K); 2024: Maintenance privacy repairs ($2.5K)60 October 1, 2019 - Page 248 of 299
Cost Increase from Prior YearNewly Added ProjectsShift in year 2019Amended 2020 2021 2022 2023 2024TOWN OF VAIL 2020 BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCEREAL ESTATE TRANSFER TAX Dobson Ice Arena 211,443 - 486,861 - 53,862 16,127 2019: Complete pavers and concrete slab replacement ($54K); rock wall repair ($10.5K); roof snow removal contract ($44K); Repair exterior doors ($96K), window repairs ($7K); 2020: Projects delayed to 2021 for results of Civic Center master plan; 2021: Changing Rooms ($78.8), windows replacement ($74.3), heat pumps ($6.3K), restroom remodel ($78.7K), rebuild of electrical system ($144.2K), boiler room upgrades ($55K), steel gate ($14.3K), exterior lighting ($22.9), exterior wood trim ($9.3K); Repairs to exterior doors ($5.5K); exhaust stack repairs ($2.9K); 2023: grading and drainage repairs ($9.3K), rockwall repair ($15K), brick paver repairs ($16.9K), central air upgrades ($12.5K); 2024: Wood trim repairs ($10.4), chemical feed system repairs ($5.6K)Ford Park / Tennis Center Improvements 72,000 81,467 - - 53,862 - 2019: Complete replace gutters ($10.0K), Stain wood siding of concessions ($6.0K) and restrooms ($6.0K), restroom remodel (50K); 2020: Repair exterior doors ($9.6K); replace furnace, hot water tank, baseboards ($47.8K), replace windows ($24K); 2022: Replace wood siding and trim ($4.5K), exterior siding of restrooms and concessions replacement ($15.2K); 2023: Clubhouse grading and drainage maintenance ($15.6K), Athletic Fields 6,000 - 11,659 123,510 - 8,708 2019: Seal coat and crack fill in parking lot ($6K); 2021: Coat exterior gypsum board ($3.7K), Repaved parking lot ($8K), 2022: Grading and drainage repairs ($136.9K), paint wood trim ($4.5K), paint wood structure ($6.8K); 2024: Asphalt parking lot repairs ($8.7K)Gymnastics Center 60,000 - - 42,564 - - 2019: Installation of cooling system in 2018 ($60K); 2022: Restroom remodel ($42.6K)Total VRD-Managed Facility Projects 1,475,583 744,419 824,262 379,046 1,312,435 215,221 Total Expenditures 17,634,039 8,254,660 7,817,818 5,375,709 6,478,359 4,771,432 Revenue Over (Under) Expenditures (9,325,600) (1,655,494) (1,176,632) 1,387,441 427,320 2,272,672 Beginning Fund Balance 13,150,550 3,824,951 2,169,456 992,825 2,380,265 2,807,585Ending Fund Balance3,824,951$ 2,169,456$ 992,825$ 2,380,265$ 2,807,585$ 5,080,257$ 61 October 1, 2019 - Page 249 of 299
UNFUNDED**Costs are estimates**VRA RETTCapital Projects FundDescriptionWest Vail Master Plan ProjectsMaster plan is included in 2019/20 budgets; Any resulting projects or partnerships not fundedMunicipal Building Remodel25,000,000 Civic Area Plan ImplementationA variety of funding & financing mechanisms are available depending on projects identifiedMain Vail Round-about Major Reconstruction 3,600,000 Recent paving and I-70 Underpass project will extend the life of current roundaboutsWest Vail Round-about Major Reconstruction 1,000,000 Recent paving and I-70 Underpass project will extend the life of current roundaboutsRoad Reconstruction1,100,000 Major improvements to various Vail roads that are reaching end of life (25-35 years) and possible expansion of cul-de-sacsPhase II of Timber Ridge redevelopmentTROC Board developing RFQ process for 2019Timber Ridge Transit Stop Improvements 2,000,000 Transit Stop Improvements to coincide with Timber Ridge Phase II RedevelopmentBuffeher Creek Turn Lane1,450,000 Turn Lane at Buffehr Creek to coincide with Marriott Residence Inn; This turn lane different from the one to be put in by Marriott; project was originally scheduled for 2019 and delayed to 2021 to coincide with the Marriott constructionCommunity Ice SkatingOutdoor community ice at some of Vail parks such as DonovanPW Housing6,000,000 Employee housing at Public Works siteFuture stages of PW Shops Master PlanLionsHead Parking Structure East Entry Improvements 3,600,000 Does not add spaces, but brings remainder of structure up to standards of new transit center and current codes; enhances guest experience; includes heated stairways on east side- will not be funded until the Civic Area Plan is completeElectronic Directories in VillagesInformation and wayfinding Kiosks in Lionshead and Vail Village - (may be proposed in 2020)Electronic car charging stations in parking structuresHigh powered charging stations in the parking structures - costs and grants being researchedHistorical/ Cultural HeritageFunding to enhance and promote Vail cultural and historical vitality, education, economic developments; No projects identified as yetDobson SkylightsUpgrades or removal of Dobson Skylights pending the Civic Area PlanFacility Safety ImprovementsBuilding improvements to provide and enhance employees with a safe work environmentFord Park: Artist Residence Cottage 472,000 Renovation of existing original farm house into AIPP artist residence studio space; $50K from East WestNature Center 4,000,000 Per Council August 6, 2019; wait to allocate budget dollars until additional public engagement and designNugget Lane Bridge1,400,000 Per Council August 6, 2019; wait to allocate budget dollars Funding Resource Options:Projected Fund Balance by end of 2023: 12,679,839 2,807,585 7,541,033 Eligible for funding from62October 1, 2019 - Page 250 of 299
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Marketing Fund $2.8 MILLION
Marketing Fund revenue is generated through the collection of annual business license fees.
Budgeted revenue for 2020 of $325,000 is an increase of 18% from the original 2019 budget
and consistent with 2019 year to date collections. Along with $2.5 million in transfer from the
General Fund, the Marketing Fund expenditures will be used toward event funding including the
Commission on Special Events, Education and Enrichment, Signature Events, and Destination
Events. Total expenditures are proposed at $2.8 million.
Heavy Equipment Fund $3.8 MILLION
This is an internal services fund that manages the maintenance and repair of town vehicles and
equipment and the purchase of replacement vehicles other than buses and fire trucks. Costs
are charged back to the departments based on their use of the vehicles and equipment. The
Heavy Equipment Fund (HEF) includes $1,002,765 to purchase various replacement vehicles
and equipment in 2020. The vehicles are scheduled to be replaced at determined intervals.
Funding for the HEF consists of charges to departments using the equipment and sales or
trade-ins of old equipment. The HEF is projected to have a fund balance of $1.6 million at the
end of 2020.
Health Insurance Fund $5.6 MILLION
This is an internal services fund that manages the town’s health insurance plans. Costs are
charged back to the town departments and employees through payroll deductions. The town is
self-insured and has stop-loss coverage from an outside insurer to protect against significant
claims. For 2020, premiums and fees are estimated to only increase by 5% from 2019 budget.
Staff will manage the impact in three ways: through an increase to employee monthly premiums,
an increase in benefits charged to town departments and an appropriate amount of Health
Insurance Fund reserves if needed. Projected fund balance is $3.3 million for the end of 2020.
Dispatch Services Fund $2.8 MILLION
This is an enterprise fund that manages county-wide 911 emergency services. Besides
providing dispatch services for the Town of Vail’s public safety departments, the town provides
dispatch services for 11 other agencies in the lower Eagle Valley. The majority of revenue is
received from outside agencies, with the Town of Vail cost share of $661,194 for 2020. The
2020 proposed Dispatch Services Fund reflects a surplus of $101,150 resulting in a fund
balance of $1.4 million.
Timber Ridge Enterprise Fund $1.6 MILLION
The 10 acre property at Timber Ridge is owned by the town, with the eastern half of the property
under a ground lease to Lion’s Ridge Apartment Homes with no lease payment for ten years.
The Timber Ridge Enterprise Fund includes only the operating budget for the western half of the
property (96 units, with 54 units under master lease to Vail Resorts). The 2020 proposed budget
reflects a surplus of $289,089 after payment of all operating expenses, principal and interest
due to the capital projects fund, and $321,192 set aside for capital projects. Capital projects
include bathroom and kitchen renovations that were carryovers from the work started in prior
years and $50,000 in funding for a site feasibility study for future redevelopment. Annual rent
will increase 5% upon lease renewals. Timber Ridge is projected to have a fund balance of
$1.8 million at the end of 2020.
October 1, 2019 - Page 251 of 299
2018 2019 2019 2020
Actual Original Amended Budget
Revenue
Business Licenses 337,602$ 275,000$ 275,000$ 325,000$
Transfer in from General Fund 2,186,120 2,357,788 2,407,788 2,476,211
Earnings on Investments 4,718 3,000 3,000 3,000
Total Revenue 2,528,440 2,635,788 2,685,788 2,804,211
Expenditures
Commission on Special Events (CSE) 850,990 893,648 893,648 893,648
Education & Enrichment 151,500 151,500 151,500 154,530
Signature Events:
Bravo! 289,661 289,661 289,661 296,934
Vail Jazz Festival 74,902 74,902 74,902 76,400
Vail Valley Foundation - Hot Summer Nights 27,500 27,500 27,500 28,050
Vail Valley Foundation - Dance Festival 53,562 53,562 53,562 54,633
Vail Valley Foundation - Colorado Classic 110,000 - - -
Burton US Open 490,000 490,000 490,000 490,000
Fireworks 33,810 52,015 70,220 52,015
Destination Events:
Snow Days 300,000 300,000 300,000 300,000
Spring Back to Vail 130,000 300,000 300,000 300,000
Other Event Funding:
Global Solutions Forum - - 50,000 -
Vail Skating Event 20,000 - - -
Thanksgiving - - - 155,000
Collection Fee - General Fund 16,880 13,750 13,750 16,250
Total Expenditures 2,548,805 2,646,538 2,714,743 2,817,461
Revenue Over (Under) Expenditures (20,365) (10,750) (28,955) (13,250)
Beginning Fund Balance 323,607 220,107 303,243 274,288
Ending Fund Balance 303,243$ 209,357$ 274,288$ 261,038$
TOWN OF VAIL 2020 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
VAIL MARKETING & SPECIAL EVENTS FUND
64
October 1, 2019 - Page 252 of 299
Proposed
2018 2019 2019 2020
Actual Budget Amended Budget
Revenue
Town of Vail Interagency Charge 3,095,958$ 3,350,058$ 3,350,058$ 3,535,384$
Insurance Reimbursements & Other 29,862 10,000 10,000 10,000
Earnings on Investments 20,568 7,900 7,900 7,900
Equipment Sales and Trade-ins 99,015 189,170 189,170 154,563
Total Revenue 3,245,402 3,557,128 3,557,128 3,707,847
Expenditures
Salaries & Benefits 1,101,076 1,173,804 1,173,804 1,168,085
Operating, Maintenance & Contracts 1,309,791 1,598,685 1,598,685 1,624,769
Capital Outlay 733,115 937,800 958,445 1,002,765
Total Expenditures 3,143,982 3,710,289 3,730,934 3,795,619
Revenue Over (Under) Expenditures 101,421 (153,161) (173,806) (87,772)
Beginning Fund Balance 1,854,998 1,655,305 1,956,419 1,782,613
Ending Fund Balance 1,956,419$ 1,502,144$ 1,782,613$ 1,694,841$
Proposed
2018 2019 2020
Actual Budget Budget
Revenue
Town of Vail Interagency Charge - Premiums 3,950,000$ 4,450,000$ 4,670,000$
Employee Contributions 773,461 715,000 809,500
Insurer Proceeds - 20,000 20,000
Earnings on Investments 45,396 25,000 30,000
Total Revenue 4,768,857 5,210,000 5,529,500
Expenditures
Health Inusrance Premiums 889,778 1,139,857 1,152,909
HC Reform Fee - 20,500 20,500
Claims Paid 3,961,664 4,282,775 4,408,760
Professional Fees 20,594 20,000 20,000
Total Expenditures 4,872,036 5,463,132 5,602,169
Revenue Over (Under) Expenditures (103,179) (253,132) (72,669)
Beginning Fund Balance 3,449,658 3,594,867 3,341,735
Ending Fund Balance 3,346,480$ 3,341,735$ 3,269,066$
HEALTH INSURANCE FUND
TOWN OF VAIL 2020 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
HEAVY EQUIPMENT FUND
TOWN OF VAIL 2020 BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
65
October 1, 2019 - Page 253 of 299
Proposed
2018 2019 2019 2020
Actual Original Amended Budget
Revenue
E911 Board Revenue 778,562$ 803,953$ 803,953$ 845,030$
Interagency Charges 1,277,282 1,354,077 1,354,077 1,329,952
Other State Revenues 403,000 - - -
Other County Revenues 12,360 - - -
Town of Vail Interagency Charge 659,608 669,590 669,590 661,194
Earnings on Investments 22,678 6,168 6,168 10,000
Other 1,262 - - -
Total Revenue 3,154,753 2,833,788 2,833,788 2,846,176
Expenditures
Salaries & Benefits 1,960,106 2,206,730 2,206,730 2,248,023
Operating, Maintenance & Contracts 468,264 533,884 533,884 497,003
Capital Outlay 432,221 - 181,080 -
Total Expenditures 2,860,590 2,740,614 2,921,694 2,745,026
Revenue Over (Under) Expenditures 294,163 93,174 (87,906) 101,150
Beginning Fund Balance 1,138,864 870,094 1,433,027 1,345,121
Ending Fund Balance 1,433,027$ 963,268$ 1,345,121$ 1,446,271$
TOWN OF VAIL 2020 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
DISPATCH SERVICES FUND
66
October 1, 2019 - Page 254 of 299
Proposed
2018 2019 2019 2020
Actual Original Amended Budget
Revenue
Rental Income 1,452,310 1,570,272 1,570,272 1,595,250
Other Income 12,906 19,346 19,346 19,034
Total Revenue 1,465,216 1,589,618 1,589,618 1,614,284
Expenditures
Operating, Maintenance & Contracts 514,238 524,144 524,144 529,740
Capital Outlay 79,991 280,701 481,411 321,192
Total Expenditures 594,229 804,845 1,005,555 850,932
Operating Income 870,987 784,773 584,063 763,352
Non-operating Revenues (Expenses)
Interest on Investments 12,008 12,000 12,000 12,000
Loan Principal Repayment to Capital Projects Fund (367,196) (372,704) (372,704) (378,294)
Interest Payment to Capital Projects Fund (122,221) (116,638) (116,638) (110,969)
(477,409) (477,342) (477,342) (477,263)
Revenue Over (Under) Expenditures 393,578 307,431 106,721 286,089
Beginning Fund Balance 1,030,676 1,209,806 1,424,254 1,530,975
Ending Fund Balance 1,424,254$ 1,517,237$ 1,530,975$ 1,817,064$
TOWN OF VAIL 2020 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
TIMBER RIDGE FUND
67
October 1, 2019 - Page 255 of 299
Ordinance No. 13, Series of 2019
ORDINANCE NO. 13
SERIES OF 2019
ANNUAL APPROPRIATION ORDINANCE: ADOPTING A BUDGET AND FINANCIAL
PLAN AND MAKING APPROPRIATIONS TO PAY THE COSTS, EXPENSES, AND
LIABILITIES OF THE TOWN OF VAIL, COLORADO, FOR ITS FISCAL YEAR
JANUARY 1, 2020 THROUGH DECEMBER 31, 2020
WHEREAS, in accordance with Article IX of the Charter of the Town of Vail,
Colorado, the Town Manager prepared and submitted to the Town Council a proposed
long-range capital program for the Town and a proposed budget and financial plan for all
Town funds and activities for the fiscal year; and
WHEREAS, it is necessary for the Town Council to adopt a budget and financial
plan for the 2020 fiscal year, to make appropriations for the amounts specified in the
budget; and
NOW, THEREFORE, be it ordained by the Town Council of the Town of Vail,
Colorado, that:
1. The procedures prescribed in Article IX of the Charter of the Town of Vail,
Colorado, for the enactment hereof, have been fulfilled.
2. Pursuant to Article IX of the Charter, the Town Council hereby makes the
following annual appropriations for the Town of Vail, Colorado, for its fiscal year
beginning on the first day of January, 2020, and ending on the 31st day of December,
2020:
FUND AMOUNT
General Fund $43,698,730
Capital Projects Fund 29,376,754
Real Estate Transfer Tax Fund 8,254,660
Housing Fund 2,500,000
Vail Marketing Fund 2,817,461
Heavy Equipment Fund 3,795,619
Dispatch Services Fund 2,745,026
Health Insurance Fund 5,602,169
Timber Ridge Enterprise Fund 1,340,195
Total 100,130,614
Less Interfund Transfers (14,738,464)
Net Expenditure Budget 85,392,150
October 1, 2019 - Page 256 of 299
Ordinance No. 13, Series of 2019
3. The Town Council hereby adopts the full and complete Budget and Financial
Plan for the 2020 fiscal year for the Town of Vail, Colorado, which are incorporated by
reference herein and made part hereof, and copies of said public records shall be made
available to the public in the Municipal Building of the Town. This Ordinance shall take
effect five (5) days after publication following the final passage hereof.
4. If any part, section, subsection, sentence, clause or phrase of this ordinance is
for any reason held to be invalid, such decision shall not affect the validity of the
remaining portions of this ordinance; and the Town Council hereby declares it would
have passed this ordinance, and each part, section, subsection, sentence, clause or
phrase thereof, regardless of the fact that any one or more parts, sections, subsections,
sentences, clauses or phrases be declared invalid.
5. The Town Council hereby finds, determines, and declares that this ordinance is
necessary and proper for the health, safety, and welfare of the Town of Vail and the
inhabitants thereof.
6. The repeal or the repeal and reenactment of any provision of the Municipal Code
of the Town of Vail as provided in this ordinance shall not affect any right which has
accrued, any duty imposed, any violation that occurred prior to the effective date hereof,
any prosecution commenced, nor any other action or proceedings as commenced under
or by virtue of the provision repealed or repealed and reenacted. The repeal of any
provision hereby shall not revive any provision or any ordinance previously repealed or
superseded unless expressly stated herein.
7. All bylaws, orders, resolutions, and ordinances, or parts thereof, inconsistent
herewith are repealed to the extent only of such inconsistency. This repealer shall not
be construed to revise any bylaw, order, resolution, or ordinance, or part thereof,
theretofore repealed.
INTRODUCED, READ ON FIRST READING, APPROVED AND ORDERED
PUBLISHED ONCE IN FULL, this 1st day of October, 2019. A public hearing shall be
held hereon on the 15th day of December, 2019, at 6:00 pm at the regular meeting of
the Town Council of the Town of Vail, Colorado, in the Municipal Building of the Town.
______________________________
Dave Chapin, Mayor
ATTEST:
__________________________
Patty McKenny, Assistant Town Manager
October 1, 2019 - Page 257 of 299
CONTRIBUTION POLICY
All contribution requests received by the Town of Vail will be processed in the following manner:
A. All requests must be submitted electronically. Incomplete applications and supplemental information will not
be accepted. THE TOWN COUNCIL WILL ONLY BE GIVEN YOUR COMPLETED APPLICATION FORMS. NO
SUPPLEMENTAL INFORMATION WILL BE GIVEN TO THE TOWN COUNCIL.
B. All applications for annual funding shall be completed and submitted by June 30th by 5:00 P.M.
C. The Town Council will evaluate the various proposals based on their direct benefit to the entire community of
Vail, fulfillment of the Town’s mission, and how this contribution will affect our resort community’s future health.
The Town Council’s mission statement reads: In order to be the premier international mountain resort
community, we’re committed to growing a vibrant, diverse economy and community, providing our citizens and
guests with exceptional services and an abundance of recreational, cultural and educational opportunities.
DISCLOSURE TO ALL APPLICANTS:
No money will be disbursed until March 1st, 2020.1.
Because of uncertainty of revenue estimates, please note the following possibilities:
a) Contribution funding may be reduced based on 2020 revenues.
b) The Town of Vail may choose to disburse funding in quarterly installments throughout 2020. Special
event funding will follow the CSE’s guideline of payment in thirds pending completion of CSE and Town of
Vail permitting requirements.
2.
Notification of awards will be sent after the Council approves the final budget in December.3.
GENERAL INSTRUCTIONS: All applications must be submitted by June 30th by 5:00 P.M. Any application
received after that date will not be considered. Please complete all fields in this application. No hard copies are
accepted.
Email contact : peggy@gohighighline.com
What is the name of your organization? : Highline Sports and Entertainment
What category of funding are you applying for? (See definitions at www.vailgov.com/departments
/finance/grant-process) : Signature Events
Type of Funding Requested : Cash Funding Only
Amount of 2020 Cash Contribution Requested : $350,000
What is the name of your event? : Spring Back to Vail
Is this a new event or program? : No
How much funding did you receive from the Town of Vail for 2019? (Please include total funding you
received from the CSE and Town Council) : $300,000
Proposed Event/Program Start Date : 2020-04-10
Proposed Event/Program End Date : 2020-04-19
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Name of person completing the application : Peggy Wolfe
Title of person completing the application : Director of Events
Provide name of person or entity to whom the funding check will be cut. : Highline Sports and
Entertainment
Mailing Address Street : 12 Vail Road, Suite 500
City : Vail
State : US-CO
Zip Code : 81657
Telephone number : 970 476 6797 ext 709
Email address : peggy@gohighline.com
Event/program and/or organization website : gohighline.com | vail.com/springback
Number of years organization has been in business : 20
Organization's Mission Statement : To foster a culture in which Highline team members are challenged to
excel in providing all customers with exceptional service, extensive knowledge and an unwavering commitment
to ethical excellence - not only to complete client satisfaction-but beyond all expectations!
Organization's Tax Status : For Profit
Is this a new or existing event/program in Vail? : Existing
How many years has the event or program been produced in Vail? : 10
How does your request support item 1C of the Contribution Policy (See above) : The vision is simple: be
the best of the best. With an ample amount planning and ramp up time, Highline will work closely with local
entities of every kind to garner the proper funding and create a truly memorable and valuable event for the Town
of Vail and its guests. It will include: world-class A-list entertainment, world-class partners and sponsors, world-
class production and world-class activation. Bring Back, Spring Back and position Spring Back to Vail as the
number one spring festival in any mountain community in North America. Establishing the groundwork in 2019,
the event is poised to continue to transform itself to deliver memorable experiences for key demographics, have
economic impact to the Town of Vail and creating a wildly vibrant energy throughout the Town of Vail and on Vail
Mountain targeting a historically slower time in April. The 2020 Spring Back to Vail will look to deliver: • Enriched
guest experience in expanded festival environment; • Expanded vibrancy throughout the Town of Vail and on
Vail Mountain; • Increased and supplemental marketing campaign beyond Vail Resorts plan; • High level
entertainment and lifestyle activities appealing to a wide variety of people; • Positive economic impact from not
only spending and sales tax but also driving overnight visits stays; • Safe environment for all guests
Please describe the location(s) of the event or program in previous years. : Vail Mountain-Mid-Vail Golden
Peak Mountain Plaza Vail Village Lionshead Ford Park
Please provide a detailed description of the event/program and its activities. : Spring Back to Vail has
seen a multitude of iterations over the past 18 years and it is time to create and bring back what arguably should
be the greatest spring event at any resort in the country. The value proposition behind the initiative has no
ceiling. With humility, the event has learned from past misses and lost opportunities, and looks to follow the root
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of success seen many, many years ago. PAID CONCERT MODEL Create a paid concert model allowing
nationally renowned artists with massive appeal and draw to be booked well in advance and marketed
throughout the entire season. EVENTS INSIDE THE EVENT Create events inside the event focusing from Ford
Park to Golden Peak to Vail Village to Lionshead with multi-day vibrant activations chocked full of energy and
guest experiences with mass appeal. By providing different touch points throughout the Festival weekend,
guests will be able to choose what interests them. Spring Back to Vail looks to provide something for everyone
to reach a broad range of guests to the Valley. REFRESH AND REFINE Traditional elements of Spring Back to
Vail will remain as part of the programming but will continue to be enhanced and refined. From the World Pond
Skimming Championships to the Mountain Luau, expanding the components within these pre existing events will
keep them current and relevant.
Do you plan to use Vail Recreation District Facilities? : No
If any of the event/program takes place outside of the Town of Vail, please explain where the event will
take place and why. : All events for Spring Back to Vail will take place in the Town of Vail/Vail Mountain
Which of these environmental practices will you commit to executing at your event/program? :
Recyclable Materials
No plastic bags
Re-usable bags and bottles
Encourage bikes, etc
Enforce no idling
Recycle
Wastewater
Eco Friendly serving
No Styrofoam
Water Bottle Filling
Close the loop
Please describe your commitment to environmental sustainability and detail measures that will be taken
during your event to ensure minimal environmental impact and sustainable best practices. : Here is a
snap shot from previous events with plans to continue similar efforts and expand further into 2020: • Partnered
with Vail Resorts/Epic Promise to promote sustainability at all Spring Back to Vail venues • All service ware at
the expo and concerts were recyclable • Required expo partners to separate all trash, aluminum and cardboard
prior to disposing • Sold products at the concerts in aluminum packaging to reduce recycled cup usage • Reused
event specific signage wherever possible • Used hard-wired power wherever possible [vs. generators] • Utilized
containers that were re-engineered into a foldable trash and recycling bins made from recycled event coroplast
signs • Staff carpooling from Denver and within the valley during the event • Strict no idling policy for all vendors
and staff during load in/load out • Used re-usable table linens at all tents (instead of disposable) and cleaned as
needed (vs. replaced) • Encouraged restaurant vendors to buy local and produce dishes using those ingredients
• Integrate water stations and refillable options, weather permitting • Upcycled event banners and signage
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Number of participants (athletes, artists, exhibitors, etc.) anticipated : 100
Number of volunteers needed : 20
Number of event/program staff : 90
Estimate of total number of spectators/attendees anticipated : 30,000
Estimate the number of destination guests from within Colorado, with a focus on the Front Range that
your event/program will bring to Vail : 18,000
Estimate the number of destination guests from outside Colorado your event/program will bring to Vail :
9,000
Estimate the number of international guests your event/program will bring to Vail : 3,000
How will your event/program increase sales tax in Vail? : The new vision/plan for Spring Back to Vail 2020
will feature multiple weekends with a robust schedule of activities with the goal of encouraging more consumer
spending from lodging, dining and shopping over a longer period of time. By bringing more people to Town for
extended stays during this historically slow time of year, additional revenue is expected so increase the tax
revenues.
Brand Fit: How will your event or program support the mission and vision of the Vail Town Council? :
The vision is simple: be the best of the best. With an ample amount planning and ramp up time, Highline will
work closely with local entities of every kind to garner the proper funding and create a truly memorable and
valuable event for the Town of Vail and its guests. It will include: world-class A-list entertainment, world-class
partners and sponsors, world-class production and world-class activation. Bring Back, Spring Back and position
Spring Back to Vail as the number one spring festival in any mountain community in North America. Establishing
the groundwork in 2019, the event is poised to continue to transform itself to deliver memorable experiences for
key demographics, have economic impact to the Town of Vail and creating a wildly vibrant energy throughout the
Town of Vail and on Vail Mountain targeting a historically slower time in April. The 2020 Spring Back to Vail will
look to deliver: • Enriched guest experience in expanded festival environment; • Expanded vibrancy throughout
the Town of Vail and on Vail Mountain; • Increased and supplemental marketing campaign beyond Vail Resorts
plan; • High level entertainment and lifestyle activities appealing to a wide variety of people; • Positive economic
impact from not only spending and sales tax but also driving overnight visits stays; • Safe environment for all
guests
Brand Fit: How will your event or program support the Vail brand identity? : Spring Back to Vail, Vail
Mountain and the Town of Vail have collaborated in the past and will continue to coordinate efforts both on
mountain and off on several levels regarding Vail brand identity: • Refresh Spring Back’s current creative, logos,
event voice and brand positioning that is on message and visually appealing • Create a fully integrated
branding/signage plan that is cohesive • Provide event programming for a range of guests and locals • Striving
for the highest levels of customer service and experiences
Community Enrichment: How will your event/program attract target markets of both visitors and
community members? : With world-class musical talent, interactive expo areas, entertaining competitions like
The World Pond Skimming Championships, guests and locals will have more incentive to choose Vail for their
springtime plans. The Spring Back to Vail schedule will have something for everyone. A key focus is the
dissemination of accurate event information to key local media groups, concierges and lodging leaders.
Everything from the event outreach to the grassroots marketing is strategically thought out so that the right
people get the right information at the prime time. Highline and Vail Resorts/Vail Mountain continue to invest in
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high quality photography and videography to extend its reach in digital and print media applications and create
content driven outreach.
Growth Potential: How will the event/program deliver fresh content? (Fresh content means new
programming, entertainers, adding additional days and activities.) : The multi-weekend approach to Spring
Back to Vail 2020 will offer a new spin on the traditional event that has taken place in the past. People will have
the opportunity to take part in the event several times and in several locations. A wide range of musical acts will
enhance the vibe in Town of Vail and complements the mountain weather and spring skiing/riding.
Growth Potential: How will the event/program promote an atmosphere of vitality, fun and celebration? :
Spring Back to Vail IS fun and the festivities surrounding the events invite guests to enjoy Vail to the fullest. The
programming and vibrancy the event creates from The World Pond Skimming Championships to the on
mountain Luau to great live music allows guests to be as active and involved as they choose. Event partners
can enhance the event through additional activations and aid in creating unique and memorable guest
experiences. Since Highline specializes in creating custom event partnerships, a relevant and fun experience for
the Vail guest is top of mind.
Marketing Strength: What is the potential for the event/program to leverage media exposure and attract
sponsorship support? : Spring Back to Vail marketing and PR efforts will take a 3 tiered approach for 2020
and beyond which will help in securing event partners and sponsors. VAIL RESORTS/VAIL MOUNTAIN will be
actively involved and leading the promotional charge to include: • Brand refresh, brand voice refinement and
content creation • Brand guidance and development support • Marketing strategy development • Tactical
execution of marketing plans across owned Vail channels and assets • Tactical execution of marketing plans in
paid channels and assets • Design and production of marketing assets • Content capture • Supporting local and
on-mountain outreach for event communications • Support via owned and operated channels and venues (retail,
restaurant, lodging, and on-mountain) o Logistical support for on-mountain event elements, if any • Leverage
Vail Resorts Public Relations for media inquiries, outreach, and hosting. • Partner with Owned and Operated
Lodging for event needs • Event performance analyses (destimetrics, guest experience insights, and guest
feedback) VLMD Spring Back to Vail looks to complement and creatively layer marketing/media efforts from Vail
Mountain by looking to partner with Vail Local Marketing District for additional marketing dollars to drive
destination guests during this historically slow time in April. The month of April falls under the shoulder season
umbrella and has become one of the slowest times of the year. OTHER Spring Back to Vail will look to partner
with other PR /Media partners to effectively streamlining marketing, advertising, social and digital campaigns
during this low/shoulder season period. By looking to expand current relationships with key media partners such
as AXS TV and VH1, the goal is to provide additional exposure to not only further the street cred of Spring Back
to Vail but also to allow a more robust package for event partners and sponsors. Event Partners/Sponsors will
leverage their outlets to promote not only their presence at the event but provide potential plus ups before/after
the event with ideas like trips/sweepstakes, enter to win and much more. The final activations are dependent
upon event partner planning.
Potential: How will the event or program enhance Leadership Skills: locally, nationally and
internationally? : NA
Community Enrichment: What is the lasting community involvement opportunity and/or lasting
community benefit of the event or program? : Spring Back to Vail provides an encompassing opportunity for
the local community to not only enjoy the planned festivities but also take advantage of increased awareness
and guest presence in town. Local businesses are able to capitalize on additional consumer spending with the
increase in guests visiting Vail during the event
How will the event or program leverage media and attract donor and sponsorship support? : Spring Back
to Vail marketing and PR efforts will take a 3 tiered approach for 2020 and beyond which will help in securing
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event partners and sponsors. VAIL RESORTS/VAIL MOUNTAIN will be actively involved and leading the
promotional charge to include: • Brand refresh, brand voice refinement and content creation • Brand guidance
and development support • Marketing strategy development • Tactical execution of marketing plans across
owned Vail channels and assets • Tactical execution of marketing plans in paid channels and assets • Design
and production of marketing assets • Content capture • Supporting local and on-mountain outreach for event
communications • Support via owned and operated channels and venues (retail, restaurant, lodging, and on-
mountain) o Logistical support for on-mountain event elements, if any • Leverage Vail Resorts Public Relations
for media inquiries, outreach, and hosting. • Partner with Owned and Operated Lodging for event needs • Event
performance analyses (destimetrics, guest experience insights, and guest feedback) VLMD Spring Back to Vail
looks to complement and creatively layer marketing/media efforts from Vail Mountain by looking to partner with
Vail Local Marketing District for additional marketing dollars to drive destination guests during this historically
slow time in April. The month of April falls under the shoulder season umbrella and has become one of the
slowest times of the year. OTHER Spring Back to Vail will look to partner with other PR /Media partners to
effectively streamlining marketing, advertising, social and digital campaigns during this low/shoulder season
period. By looking to expand current relationships with key media partners such as AXS TV and VH1, the goal is
to provide additional exposure to not only further the street cred of Spring Back to Vail but also to allow a more
robust package for event partners and sponsors. Event Partners/Sponsors will leverage their outlets to promote
not only their presence at the event but provide potential plus ups before/after the event with ideas like
trips/sweepstakes, enter to win and much more. The final activations are dependent upon event partner
planning.
Potential benefits to the Town of Vail - Estimate number of room nights for your event or program. :
4,500
Potential benefits to the Town of Vail - Potential benefits to the Town of Vail - Estimate increased
spending generated by your event or program. : $15,000,000
Example: Increased spend by attendees in restaurants, shops, lodging or activities.
Potential benefits to the Town of Vail - What estimated return on investment (ROI) in dollars should the
Town of Vail expect? : $15,000,000
ROI in this case refers to for each dollar the event/program is funded, how many dollars will be received by the
Town of Vail from event impact.) Example: Estimated ROI - Formula: # of attendees x total average spending = $
(2000 attendees) x ($240 daily spend ) = $480,000
Explanation of how you will direct prospective attendees to book lodging within the Town of Vail and a
description of how you will track the number of lodging nights generated. REMINDER: Per the CSE
funding agreement, the event producer is REQUIRED to direct attendees to book in Town of Vail hotels
and lodges. : Non-local attendees will be directed to Vail lodging options via call-to-actions to the event website
placed in event advertising and collateral materials. These items will include newspaper print ads, web, posters,
digital rack cards, social media inclusion and through phone inquiries via phone directing public. Tracking and
estimation will be acquired through mTrip reports and intercept surveys as provided by the Town of Vail.
Using the provided budget template, provide a detailed estimated event/program budget, including anticipated
revenues and expenses.
Are your books audited? : Yes
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Describe how you will use the funds requested? : Talent Procurement Production
Please upload event/program/organization budget. : SB2V20_TOWN COUNCIL RFP_BUDGET_06
30.19.pdf
Who currently funds the event/program? : Spring Back to Vail has been funded in the past by Town of Vail,
Vail Mountain and corporate partners
Who currently funds your organization? : Highline is a private company
What percentage % of the total event budget is being requested to fund? : 23
If the event/program is not funded at full request, how will the event change with a lower funding
allocation? : If Spring Back to Vail is funded at a reduced level by Town of Vail, event organizers will revisit the
overall feasibility of the event scope as planned and consider making cuts in the following areas: • Talent and
production levels • Fewer event components/elements
Should the Council decide not to support this event/program at all, will it still occur? : No
What dollar amount of the total event/program gross revenue do you expect the event itself to generate?
(ticket sales, merchandise, food and alcohol sales, etc.) : 706,250
Do you intend to host the event or program in Vail beyond 2020? : Yes
Do you anticipate requesting funding from the CSE for 2020? : No
Audience: Who is your audience? (You may choose more than one.) :
First time visitors
Returning guests
Primary and Second Homeowners
Local residents
Channels: Which of these channels will you utilize to promote your event or program? (You may select
more than one.) :
Print - Local
Print - Regional
Editorial
Radio
Television
Online Event Listings
E-newsletters
Web
Media Plan/Public Relations
Grassroots
Facebook
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Instagram
Twitter
Posters
Event/Program App
Signage – Banners, etc
Co-promotions
Partnerships
Local Vail Businesses
Concierge Visits
1. What is the dollar $ amount of sponsorships and/or partnerships from other sources reflected in the
event/program budget? : $475,000
1a. What is the dollar $ amount of in-kind services or items provided from sponsors or partners? :
$10,000
2. Please list your confirmed sponsors or partners. : Vail Mountain Spring Back to Vail 2020 is currently
being sold and an up to date list of partners will be available in the near future.
3. Please explain the potential for additional sponsorships or partners. : Knowing the importance of
momentum and timing, the Spring Back sales team has adopted a new / refreshed sales strategy for Spring
Back to Vail 2020 that will allow for more robust opportunities in all product categories. By changing not only the
sales model but also the event scope, the team looks to add variety in partners as well as increase partnership
revenues from 2019 by expanding beyond the relationships of Vail Resorts Strategic Alliance and its partners.
Outside sponsorship will be pursued cultivating fresh ideas, activation concepts and experiences the event
warrants.
Are there any other things you'd like to share with Council and staff that are not included in the
application? : See attachment. Too many characters to put here.
Organization rosters naming all officers, board of directors and respective positions as relevant : 2020
ORGANIZATIONAL ROSTER.pdf
List any URLs where additional information can be found, including photos, videos or other content
relevant to your application. : https://www.dropbox.com/sh/i58nd7fw43iw87h
/AABoWNaSMGJRe9MxnDflSf4fa?dl=0
Upload any other relevant materials such as: event photos, videos, PR coverage, articles, sample event
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branding : SBTV_W_LOGOTRAIN_FINAL.mp4
Upload any other relevant materials such as: event photos, videos, PR coverage, articles, sample event
branding : SBTV_2019_Recap_30_V2.mp4
Upload any other relevant materials such as: event photos, videos, PR coverage, articles, sample event
branding : SB2V20_ADDITIONAL COMMENTS FOR TOWN COUNCIL.pdf
We encourage questions about the Council application to be sent via email to Carlie Smith -
csmith@vailgov.com. Phone calls for further discussion can be scheduled over email as well.
Linked Users : peggy@gohighline.com
Submission Date : 2019-06-30
Created by : integrations+23268@zenginehq.com
Record ID # : 12734225
Last change : 2019-06-30T21:58:28+0000
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SPRING BACK TO VAIL 2020
TOWN COUNCIL Estimated Actual
Total 350,000.00
OTHER REVENUES Estimated Actual
Total 1,181,250.00
Estimated Actual
1,531,250.00
TALENT & PRODUCTION Estimated Actual
Total 965,500.00
SITE/LOCATION/OPERATIONS/LABOR Estimated Actual
Total 473,650.00
FOOD & BEVERAGE Estimated Actual
Total 43,600.00
TRAVEL & LODGING Estimated Actual
Total 6,000.00
MARKETING & BRANDING Estimated Actual
Total 22,500.00
SPONSORSHIP FULFILLMENT Estimated Actual
Total 20,000.00
Estimated Actual
1,531,250.00
INCOME
INCOME TOTALS
EXPENSES
EXPENSE TOTALS
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SPRING BACK TO VAIL 2020 AND BEYOND
Confidential
Spring Back to Vail with a revamped vision is in the works. Bringing back what built the iconic festival and made it so
successful, Highline is going back to its roots by bringing the event model back under our umbrella and full purview. The
event was created to fill the town during a slow period at the end of the ski season, which has become somewhat of a
shoulder season in recent years. The name itself was created to get people to come back to Vail at a time they normally
would not.
The event has seen a multitude of iterations over the past 18 years and it is finally time to create what arguably should be
the greatest spring event at any resort in the country. The value proposition behind the initiative has no ceiling.
Spring Back to Vail set standards and was one of the pioneers in spring festivals in ski mountain towns. It is time to reposition
Spring Back to Vail, the Town of Vail and Vail Mountain as the leader in this space. This new concept of ‘Bring Back, Spring
Back’ will focus on creating the best spring mountain festival in the country.
THE VISION
The vision is simple: be the best of the best. Build the best spring festival in any ski mountain town. It will include: world-class
A-list entertainment, world-class partners/sponsors, world-class production and world-class activation. Essentially creating a
wildly vibrant town during an otherwise slow period. We will market the event from the day the mountain opens right up to
the successful completion of the final concert. We will engage and rely on a multitude of supporters to make certain the
brand is known nationwide for years to come.
This can’t happen overnight. A three-to-four year plan will allow for measurable successes and room to establish
benchmarks and achievable goals. Using the success of the 2019 Spring Back to Vail, the event is poised to transform in
2020 and beyond.
HOW WILL WE DO IT
MUSIC
Create a paid concert model allowing nationally renowned artists with massive appeal and draw to be booked
well in advance and marketed throughout the entire season. These shows will utilize the beauty and possibilities
reintroduced in 2019 at Ford Park.
Top-line potential examples of talent:
• Dave Matthews Band
• Greta Van Fleet
• Zac Brown Band
Free music options will exist as well though Spring Back LIVE! and other concert venues in Vail.
EVENTS WITHIN THE EVENT
Create a four-day weekend atmosphere chocked full of vibrant activation in and around the town and
community.
Top-line concepts:
• Beer Festival
• Public art concept
• Extensive expo and activation areas throughout the Town of Vail
BUILD ON WHAT WE HAVE
There are some great components currently associated with Spring Back to Vail. By looking at these elements
closely and critically, we will add and modify to continue to position them as a value to the event and the guest
experience.
Top-line current components:
• World Pond Skimming Championships
• Luau at Mid-Vail
• Bar Parties/In account promotions
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SPRING BACK TO VAIL 2020 AND BEYOND
Confidential
SPONSORSHIP/ADDITIONAL FUNDING
The entire sales model for Spring Back to Vail has changed to allow outside sponsorship to be pursued. This new
approach will garner fresh ideas, activation concepts and experiences the event warrants. By re-working the
relationship with the Vail Resorts partners, funding will be sourced from a multitude of suitors, many not sought after
before. Outside sponsors and partners yearning to access the coveted Vail guest will be a new opportunity for
Spring Back to Vail 2020.
Top-line examples of sponsorship categories
• Auto partners
• Technology
• Financial Institutions
• CPG Brands
• Social Media Brands
MARKETING
Spring Back to Vail marketing and PR efforts will take a 3 tiered approach for 2020 and beyond.
The core of the marketing efforts for Spring Back to Vail will continue to come from the Vail Mountain
Marketing department and will look to be reshaped beginning in 2020:
VAIL RESORTS/VAIL MOUNTAIN will be actively involved and leading the promotional charge to include:
• Brand refresh, brand voice refinement and content creation
• Brand guidance and development support
• Marketing strategy development
• Tactical execution of marketing plans across owned Vail channels and assets
• Tactical execution of marketing plans in paid channels and assets
• Design and production of marketing assets
• Content capture
• Supporting local and on-mountain outreach for event communications
• Support via owned and operated channels and venues (retail, restaurant, lodging, and on-
mountain)
o Logistical support for on-mountain event elements, if any
• Leverage Vail Resorts Public Relations for media inquiries, outreach, and hosting
• Partner with Owned and Operated Lodging for event needs
• Event performance analyses (destimetrics, guest experience insights, and guest feedback)
VAIL LOCAL MARKETING DISTRICT
Spring Back to Vail looks to complement and creatively layer marketing/media efforts from Vail Mountain
by looking to partner with Vail Local Marketing District for additional marketing driving destination
guests during this historically slow time in April. The month of April falls under the shoulder season umbrella
and has become one of the slowest times of the year. Spring Back to Vail is hoping to garner marketing
support from VLMDAC with an additional $150,000-$200,000 in marketing spend to support the event.
OTHER
Spring Back to Vail will look to partner with other PR /Media partners to effectively streamline the
overarching marketing, advertising, social and digital campaigns during this low/shoulder season period.
By looking to expand current relationships with key media partners such as AXS TV and VH1, the goal is to
provide additional exposure to not only further the street cred of Spring Back to Vail but also to allow a
more robust package for event partners and sponsors.
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CONTRIBUTION POLICY
All contribution requests received by the Town of Vail will be processed in the following manner:
A. All requests must be submitted electronically. Incomplete applications and supplemental information will not
be accepted. THE TOWN COUNCIL WILL ONLY BE GIVEN YOUR COMPLETED APPLICATION FORMS. NO
SUPPLEMENTAL INFORMATION WILL BE GIVEN TO THE TOWN COUNCIL.
B. All applications for annual funding shall be completed and submitted by June 30th by 5:00 P.M.
C. The Town Council will evaluate the various proposals based on their direct benefit to the entire community of
Vail, fulfillment of the Town’s mission, and how this contribution will affect our resort community’s future health.
The Town Council’s mission statement reads: In order to be the premier international mountain resort
community, we’re committed to growing a vibrant, diverse economy and community, providing our citizens and
guests with exceptional services and an abundance of recreational, cultural and educational opportunities.
DISCLOSURE TO ALL APPLICANTS:
No money will be disbursed until March 1st, 2020.1.
Because of uncertainty of revenue estimates, please note the following possibilities:
a) Contribution funding may be reduced based on 2020 revenues.
b) The Town of Vail may choose to disburse funding in quarterly installments throughout 2020. Special
event funding will follow the CSE’s guideline of payment in thirds pending completion of CSE and Town of
Vail permitting requirements.
2.
Notification of awards will be sent after the Council approves the final budget in December.3.
GENERAL INSTRUCTIONS: All applications must be submitted by June 30th by 5:00 P.M. Any application
received after that date will not be considered. Please complete all fields in this application. No hard copies are
accepted.
Email contact : ddressman@vvf.org
What is the name of your organization? : Vail Valley Foundation
What category of funding are you applying for? (See definitions at www.vailgov.com/departments
/finance/grant-process) : Signature Events
Type of Funding Requested : Cash and In-kind
Amount of 2020 Cash Contribution Requested : $140,000
2020 In-Kind Contribution Requested : 40000 for public works, police, labor, power/water, sandbags, fire,
etc...
What is the name of your event? : GoPro Mountain Games
Is this a new event or program? : No
How much funding did you receive from the Town of Vail for 2019? (Please include total funding you
received from the CSE and Town Council) : $75,000
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Proposed Event/Program Start Date : 2020-06-04
Proposed Event/Program End Date : 2020-06-07
Name of person completing the application : Dave Dressman
Title of person completing the application : Event Director
Provide name of person or entity to whom the funding check will be cut. : Vail Valley Foundation
Mailing Address Street : 90 Benchmark Rd. #300
City : Avon CO 81620
State : US-CO
Zip Code : 81620
Telephone number : 6197640940
Email address : davedressman@gmail.com
Event/program and/or organization website : mountaingames.com & vvf.org
Number of years organization has been in business : 37
Organization's Mission Statement : To enhance the quality of life in the Vail Valley and showcase our
community to a global audience through arts, athletics and education. *We received $75,000 last year via CSE
and $55000 in kind. We've increased our cash ask and decreased our in kind ask as we have met with the TOV
on this subject earlier this year and everyone was in agreement that the Mountain Games is a sure-fire
'Signature' Event for us all and should be funded as such.
Organization's Tax Status : Non-Profit (501C-3)
If applicable, please attach current State Department of Revenue Certificate with this application. : VVF -
Sales Tax License (expires 12.31.2019).pdf
Is this a new or existing event/program in Vail? : Existing
How many years has the event or program been produced in Vail? : 18
How does your request support item 1C of the Contribution Policy (See above) : Year after year, the
GoPro Mountain Games continues to place Vail in the global spotlight as the host location of the most revered
and prolific celebration of outdoor culture and mountain lifestyle anywhere in the World. GMG has sustained
steady growth for 18 years and acts as the kickoff to Summer in the Rocky Mountains. In addition to a sizable
economic impact to the TOV ($7m+), the event attracts the ideal demographic of active consumers to Vail.
These 80,000+ attendees are active, affluent, outdoor enthusiasts with disposable income, a love for the
environment, and a health-conscious attitude. They fill the TOV hotels and pack restaurants, shops and the
streets and trails. Additionally, a diverse group of national and global sponsors place further attention on Vail and
it's thriving community. Lastly, the media, TV, PR and photo/video assets and editorial that stem from the
Mountain Games showcase all facets of what makes Vail the premier Int'l resort community including athletics,
arts, music, family, competition, fine dining, unique experiences, and of course, mountain & whitewater activities.
Please describe the location(s) of the event or program in previous years. : Current: Vail Village,
Lionshead, Mountain Plaza, Golden Peak, Lower Bench, the GRFA and the rivers and trails of Vail. Previous, all
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of the above + Eagle CO
Please provide a detailed description of the event/program and its activities. : The best all-around
mountain experience anywhere in the world takes place in Vail each June when the GoPro Mountain Games
jumpstart the Summer. Thousands of pro and amateur adventure athletes sign up each year and converge upon
the mountains and rivers of Vail to compete in 11 athletic disciplines and more than 30 competitions including
kayaking, running, slackline, DockDogs, trail running, mountain and road cycling, climbing, fishing, photography
and more. The competitions are just the beginning. The event also features the GoPro Mountains of Music free
concert series throughout the weekend, taking place in Vail & Lionshead during the day and at the GRFA at
night. There are also a host of kids activities and events, daily yoga classes, food vendors, art exhibitions, and
the incredible L.L.Bean Gear Town: featuring more than 145 of the outdoor industry’s top brands and including
tons of giveaways and activities. The Mountain Games are a project of the non-profit Vail Valley Foundation,
which has a mission to enhance quality of life in the Vail Valley through arts, athletics, and education.
Do you plan to use Vail Recreation District Facilities? : Yes
Please attach letter or email confirmation from Vail Recreation District if using VRD facilities. : RE VRD
facility use for TOV funding 2020.msg
If any of the event/program takes place outside of the Town of Vail, please explain where the event will
take place and why. : The annual Steep Creek Championship is a class V kayak time trial race that takes place
in Red Cliff, CO on Thursday during GMG. This ¼ mile stretch of creek near Eagle County’s oldest town, Red
Cliff, is the location of the Steep Creek Championship. Additionally, portions of our Mountain Masters Disc Golf
competition takes place outside of Vail. In 2019, the event consisted of the below locations. 2020 Disc Golf event
logistics are TBD: 18-Hole Course 1: “The Legend” Maloit Park, Minturn, CO 18-Hole Course 2: “The Ranch” 4
Eagle Ranch, Wolcott, CO Putting & MPH Skills Challenges: Vail, CO 9-Hole Accuracy Course & Long-Drive
Challenges: Eagle Vail, CO
Which of these environmental practices will you commit to executing at your event/program? :
All of these
Please describe your commitment to environmental sustainability and detail measures that will be taken
during your event to ensure minimal environmental impact and sustainable best practices. : Please see
attached sustainability guidelines.
Number of participants (athletes, artists, exhibitors, etc.) anticipated : 5,000
Number of volunteers needed : 350
Number of event/program staff : 25
Estimate of total number of spectators/attendees anticipated : 83,000
Estimate the number of destination guests from within Colorado, with a focus on the Front Range that
your event/program will bring to Vail : 27,500
Estimate the number of destination guests from outside Colorado your event/program will bring to Vail :
24,000
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Estimate the number of international guests your event/program will bring to Vail : 1,000
How will your event/program increase sales tax in Vail? : On-site vendor sales, increased traffic to hotels
and merchants
Brand Fit: How will your event or program support the mission and vision of the Vail Town Council? :
The GoPro Mountain Games checks all the boxes within the mission of the Town Council. GMG is global in
nature and generates north of 1B PR impressions, placing Vail firmly at the forefront of the resort destination
community and outdoor industry. GMG contributes north of $7M in economic impact during a need period. The
diverse nature of the Mountain Games makes it unique. It is not focused on one athletic discipline or one
arts/entertainment category. The Mountain Games is truly amazing due to the sum of its parts. And such, it
contributes heavily to a vibrant and diverse economy and community in Vail. Exceptional Service is shown via
our annual net promoter score on our event survey which is 4.7 our of 5 in terms of customer satisfaction.
Creating an abundance of opportunities is at the core of GMG and offers guests the ability to compete or demo
in a variety of human powered sports, see a variety of free music offerings, view live art and a participate in a
wide variety of family and kid centric offerings.
Brand Fit: How will your event or program support the Vail brand identity? : The Mountain Games x Vail is
a marriage of like-minded Brands. The Mountain Games positions Vail as the premiere mountain resort
community in the World by showcasing everything that is great about summer in Vail, encouraging participation
by all ages and levels of athlete, and creating an inclusive festival setting which spans from Lionshead to the
GRFA.
Community Enrichment: How will your event/program attract target markets of both visitors and
community members? : One of the foundational elements of Mountain Games has always been a 'pros vs.
joes' mentalilty. This allows athletes of all levels and ages to compete and feel comfortable. It also offers
amateur athletes and weekend warriors the opportunity to compete in events alongside Olympians, Pros &
celebrities. Because the Event spans 11 sport disciplines it creates a unique and encouraging culture amongst
athletes and spectators to try new things and rub elbows with other athletes they would not normally compete
alongside. The participatory nature and spectator friendliness of the Games attracts both locals and non-locals
alike.
Growth Potential: How will the event/program deliver fresh content? (Fresh content means new
programming, entertainers, adding additional days and activities.) : Fresh content and staying at the
forefront of the outdoor industry and the adventure sports world is always a top priority for us as the event
organizer. We are constantly evaluating all components of GMG to make sure nothing gets stagnant.
Additionally, we look for ways to add value, add new events and improve the customer experience each year. In
2019 we revamped the fishing competition, re-formatted the Ultimate Mountain Challenge, added both a Short
Track Relay (Bike) and and e-bike event, and shifted how our Slackline event runs. We also increased the
budget for day-time music in both Vail and LH. By working to stay fresh and keeping this is a priority each year,
the Mountain Games will continue to grow and improve for stakeholders and guests alike.
Growth Potential: How will the event/program promote an atmosphere of vitality, fun and celebration? :
"Athletes, Art, Music, Mountains' has always been our tagline. What can be more fun than that? Celebrating all
that we love about Mountain Lifestyle and Outdoor Recreation is at the heart of the GoPro Mountain Games and
resonates with all who touch it. Keeping GMG free to the public and working to improve our customer
satisfaction score will foster an atmosphere of vitality, fun and celebration.
Marketing Strength: What is the potential for the event/program to leverage media exposure and attract
sponsorship support? : GMG exists due in large part to our stakeholders and corporate sponsors. The
experiential element of the Games is unmatched in the event world and is very attractive to both large and small
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Brands. Significant marketing reach combined with a world class experience makes GMG very attractive to both
endemic and non-endemic brands. VVF is always striving to align our events with the right partners and we will
continue to do so. One of our goals is to increase global media exposure in the coming years.
Potential: How will the event or program enhance Leadership Skills: locally, nationally and
internationally? : The GoPro Mountain Games is widely respected among event organizers, athletes, media
and resort destinations. We are regularly contacted by outside parties looking to replicate the Mountain Games
in other markets. It has been copy-catted multiple times in other markets. The complexity of the event and the
fact that it is free to the public positions Vail as a leader in global event organization. Few people know that the
VVF is the owner and operator of GMG. Most people associate it most with Vail and with GoPro. Additionally, the
VVF works year round on this Event and we hire fantastic outside contractors to help execute sub events within
the Event. By nature, running a multi-million dollar, free-to-attend Event fosters leadership skills among all staff
and partners. Secondly, having the reputation that GMG has positions the community as a leader within the
global outdoor industry and live event world.
Community Enrichment: What is the lasting community involvement opportunity and/or lasting
community benefit of the event or program? : Reputation. The Mountain Games helps validate the Vail
Community as the premiere mountain resort destination in the world by showcasing all of the amazing
opportunities Vail has to offer to massive global audience of influential consumers.
How will the event or program leverage media and attract donor and sponsorship support? : VVF has a
strong sales and marketing team and will continue to create eye catching and accurate materials that showcase
all that the Mountain Games is. The sales team is aggressive and knowledgable and will pursue sponsors who
align with the event on a year round basis. Having 180 credentialed on-site media and countless PR hits and
editorial pieces will be highlighted to all partners and prospective partners. VVF will continue to leverage
marketing and content partnerships with Outside Magazine, Outside TV, Red Bull Media House, and dozens of
others to further the reach of the event and make it more attractive to Brands.
Potential benefits to the Town of Vail - Estimate number of room nights for your event or program. :
7,000
Potential benefits to the Town of Vail - Potential benefits to the Town of Vail - Estimate increased
spending generated by your event or program. : $7,300,000
Example: Increased spend by attendees in restaurants, shops, lodging or activities.
Potential benefits to the Town of Vail - What estimated return on investment (ROI) in dollars should the
Town of Vail expect? : $52
ROI in this case refers to for each dollar the event/program is funded, how many dollars will be received by the
Town of Vail from event impact.) Example: Estimated ROI - Formula: # of attendees x total average spending = $
(2000 attendees) x ($240 daily spend ) = $480,000
Explanation of how you will direct prospective attendees to book lodging within the Town of Vail and a
description of how you will track the number of lodging nights generated. REMINDER: Per the CSE
funding agreement, the event producer is REQUIRED to direct attendees to book in Town of Vail hotels
and lodges. : Via a dedicated lodging page within the 'Plan Your Visit' section of Mountaingames.com. Via
dedicated and non-dedicated social media posts and e-blasts. By setting up lodging partnerships and offers with
a variety of TOV Lodging properties. By direct word of mouth referrals to sponsors, athletes, media and partners.
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Using the provided budget template, provide a detailed estimated event/program budget, including anticipated
revenues and expenses.
Are your books audited? : Yes
Describe how you will use the funds requested? : TOV funds will go to the general operating budget of the
Event and will help the VVF continue to keep the event fresh by investing in the event through marketing, PR,
customer experience and athlete experience/competition. Expenses tied to GMG continue to rise each year so
this money will help VVF significantly.
Please upload event/program/organization budget. : 2019 GPMG Master budget tracking (FY20) DD for
Council.pdf
Who currently funds the event/program? : Sponsors, Gov't Partners (TOV), F&B Sales, Athlete Registrations
Who currently funds your organization? : All of the above plus ticket sales, grants, and individual donors.
What percentage % of the total event budget is being requested to fund? : 4
If the event/program is not funded at full request, how will the event change with a lower funding
allocation? : Based on prior discussion and with the support of TOV, we are changing our GMG Funding
request from CSE to Town Council. The TOV and VVF both feel that GMG is a Signature Event and should be
funded as such. In order for us to continue the upward trajectory & progression of the Mountain Games, we rely
heavily on corporate sponsorship as well as funding from the TOV. We are asking for $140,000 in cash funding
in addition to $40,000 in kind service funding. This amount is in line with our Platinum level sponsors (GMC, Go
RVing, Pacifico, & L.L.Bean) and will help with the overall operating budget of the Event and allow the VVF as
the organizers to continue to keep GMG fresh as well as maintain a focus on our environmental and
sustainability efforts.
Should the Council decide not to support this event/program at all, will it still occur? : Yes
What dollar amount of the total event/program gross revenue do you expect the event itself to generate?
(ticket sales, merchandise, food and alcohol sales, etc.) : 3,000,000
Do you intend to host the event or program in Vail beyond 2020? : Yes
Do you anticipate requesting funding from the CSE for 2020? : No
Audience: Who is your audience? (You may choose more than one.) :
First time visitors
Returning guests
Primary and Second Homeowners
Local residents
Channels: Which of these channels will you utilize to promote your event or program? (You may select
more than one.) :
Print - Local
Print - Regional
Print - National
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Editorial
Radio
Television
Online Event Listings
E-newsletters
Web
Media Plan/Public Relations
Grassroots
Facebook
Instagram
Twitter
Posters
Rack Cards
Flyers
Event/Program App
Signage – Banners, etc
Co-promotions
Partnerships
Local Vail Businesses
Concierge Visits
Other
Please explain "Other". : Sponsor promotions and advertising, promo events (ie...at the Yeti Store in Austin TX
or at the GoPro campus in Carlsbad CA)
1. What is the dollar $ amount of sponsorships and/or partnerships from other sources reflected in the
event/program budget? : $2,500,000
1a. What is the dollar $ amount of in-kind services or items provided from sponsors or partners? :
$500,000
2. Please list your confirmed sponsors or partners. : Our largest sponsors include, GoPro (Title), GMC, TOV,
Go RVing, L.L Bean, Yeti, Nature Valley, Pacifico, Wild Tonic, Costa, Bosch, TIAA Bank, Casio, Vail Resorts, &
Outside Magazine. Please see https://mountaingames.com/partners/ for a full sponsor list. In addition to those
sponsors listed, GMG also brings in approximately 100 'vendors'.
3. Please explain the potential for additional sponsorships or partners. : The VVF team is constantly
looking for partners that align with the GMG Event and the Vail Brand. There are numerous categories we are
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pursuing including wearable tech, footwear, soap and skincare, additional bike sponsors, and overall health &
wellness brands.
Are there any other things you'd like to share with Council and staff that are not included in the
application? : When VVF purchased this project from Untraditional Mktg 11 years ago VVF made two
commitments to the Town of Vail. 1) the event will always stay in Vail and VVF will never use relocating the event
to another location as leverage for securing TOV funding. 2) The TOV funding 11 years ago was approx. $200K
in cash plus VIK. VVF committed to the TOV that each year, VVF would request less funding than the prior year
with the intent of many years down the road, reaching a static level of funding for the project. Over the last 10
years, under the leadership of VVF, the Mountain Games project has grown to be the single largest and most
successful sport and music project in the history of our county. While the Mountain Games has seen double digit
growth every year for ten years in occupancy, economic impact, attendance, global media reach, and most
every other possible metric, the funding from the TOV, which is our most important stakeholder and partner has
decreased significantly. Some of this decrease in funding was by design based on our commitment to the Town
of Vail many years ago. Based on how the project has grown and will continue to grow in years to come, VVF’s
commitment to ensuring Mountain Games Vail remains as the largest and most successful adventure sports,
music and mountain lifestyle festival in the world, we would like to respectful ask the Town Of Vail Council to
consider, starting in 2020, a fixed level of support in the amount of $140,000 cash per year plus approximately
$40,000 in VIK. We truly feel the Mountain Games epitomizes all that is right with Vail. The event showcases
Vail to a very attractive audience of global consumers who have the means to visit Vail year-round as well as
influence those around them. We greatly appreciate the support we receive from the Town of Vail and you have
our word that we will continue to strive for excellence with the Mountain Games and all VVF projects.
Organization rosters naming all officers, board of directors and respective positions as relevant : VVF
Board Listing & GMG Roles.pdf
List any URLs where additional information can be found, including photos, videos or other content
relevant to your application. : https://www.mountaingames.com/highlights VVF will share a comprehensive
Stakeholder Report with the TOV once it is complete. Likely by August 1, 2019.
Upload any other relevant materials such as: event photos, videos, PR coverage, articles, sample event
branding : Mountain Games Sustainability Guidelines.pdf
Upload any other relevant materials such as: event photos, videos, PR coverage, articles, sample event
branding : GMG YOY Growth.pdf
We encourage questions about the Council application to be sent via email to Carlie Smith -
csmith@vailgov.com. Phone calls for further discussion can be scheduled over email as well.
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Linked Users : ddressman@vvf.org
Submission Date : 2019-06-28
Created by : integrations+23268@zenginehq.com
Record ID # : 12689620
Last change : 2019-06-28T22:34:12+0000
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Code Line Item
Fiscal 2020
Rolling Forecast
Revenues
4300 Title Sponsor $480,000.00
4310 Platinum Sponsor $518,000.00
4315 Gold Sponsor $430,000.00
4320 Silver Sponsor $327,000.00
4325 Special Contributor $321,700.00
4335 Official Supplier Sponsor $140,000.00
4340 Government Support $75,000.00
4420 Participant Fees $132,294.44
4430 Credentials $11,450.00
4440 Merchandise Sales $0.00
4480 Miscellaneous Income $36,895.62
Total w/o trades $2,472,340.06
4900 Traded Gifts $56,292.22
4905 Traded Goods $12,619.00
4910 Traded Lodging $52,275.00
4915 Traded Marketing $300,000.00
Total with Trades $2,893,526.28
Expenses
5010 Announcers $7,100.00
5090 Bibs $14,345.13
5125 Construction Materials $1,984.01
5135 Contract Labor $285,050.25
5145 Credentials $1,960.62
5175 Dues & Subscriptions $1,030.00
5200 Entertainment $146,524.01
5205 Equipment Rental $141,074.44
5235 Gifts $49,640.98
5260 Insurance $75,000.00
5350 Labor $575,858.57
5375 Commissions $177,336.00
5400 Legal $500.00
5405 Lodging $40,086.37
5415 Mail - Postage/Shipping $1,053.12
5420 MKTG $171,000.00
5475 Media TV $135,000.00
5525 Non-Social Food $16,236.37
5535 Permits $30,034.86
5555 Prizes - Cash $121,942.94
5560 Prizes - non Cash $6,341.50
5630 Sales- Contract Fulfillment $71,214.40
5635 Sales Team Expenses $38,403.95
GMG 2019 Rolling Budget as of June 17 2019
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5645 Signs $51,431.43
5670 Social - Food & Beverage $42,277.50
5690 Sound $32,575.00
5700 Supplies $3,183.47
5715 Telephone $2,792.91
5740 Transportation $5,395.00
5745 Trash $18,643.00
5750 Utilities $500.00
Subtotal Expense w/o trades $2,265,647.41
5900 Trade Gifts $56,292.22
5905 Trade Goods $12,619.00
5910 Trades Lodging $52,275.00
5915 Trades Marketing $300,000.00
Subtotal Expense: $2,686,833.63
Net Profit (Loss) $206,692.65
October 1, 2019 - Page 280 of 299
CONTRIBUTION POLICY
All contribution requests received by the Town of Vail will be processed in the following manner:
A. All requests must be submitted electronically. Incomplete applications and supplemental information will not
be accepted. THE TOWN COUNCIL WILL ONLY BE GIVEN YOUR COMPLETED APPLICATION FORMS. NO
SUPPLEMENTAL INFORMATION WILL BE GIVEN TO THE TOWN COUNCIL.
B. All applications for annual funding shall be completed and submitted by June 30th by 5:00 P.M.
C. The Town Council will evaluate the various proposals based on their direct benefit to the entire community of
Vail, fulfillment of the Town’s mission, and how this contribution will affect our resort community’s future health.
The Town Council’s mission statement reads: In order to be the premier international mountain resort
community, we’re committed to growing a vibrant, diverse economy and community, providing our citizens and
guests with exceptional services and an abundance of recreational, cultural and educational opportunities.
DISCLOSURE TO ALL APPLICANTS:
No money will be disbursed until March 1st, 2020.1.
Because of uncertainty of revenue estimates, please note the following possibilities:
a) Contribution funding may be reduced based on 2020 revenues.
b) The Town of Vail may choose to disburse funding in quarterly installments throughout 2020. Special
event funding will follow the CSE’s guideline of payment in thirds pending completion of CSE and Town of
Vail permitting requirements.
2.
Notification of awards will be sent after the Council approves the final budget in December.3.
GENERAL INSTRUCTIONS: All applications must be submitted by June 30th by 5:00 P.M. Any application
received after that date will not be considered. Please complete all fields in this application. No hard copies are
accepted.
Email contact : mswonger@childrensgarden-vail.com
What is the name of your organization? : Children's Garden of Learning
What category of funding are you applying for? (See definitions at www.vailgov.com/departments
/finance/grant-process) : In-kind only
Type of Funding Requested : In- Kind Services and Facilities Only
2020 In-Kind Contribution Requested : $22,993 Snow Removal and Window Safety Film
Name of person completing the application : Maggie Swonger
Title of person completing the application : Director
Provide name of person or entity to whom the funding check will be cut. : Children's Garden of Learning
Mailing Address Street : 129 N. Frontage Road
City : Vail
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State : US-CO
Zip Code : 81657
Telephone number : 970-476-1420
Email address : mswonger@childrensgarden-vail.com
Event/program and/or organization website : www.childrensgarden-vail.com
Number of years organization has been in business : 16
Organization's Mission Statement : Inspired by the Reggio Emilia philosophy, Children’s Garden of Learning
partners with children, families, and the Vail Valley community to provide an inquiry-based education for young
learners. Teachers and children co-construct their learning experience through observation, intentional planning,
creative environments, and active exploration of materials. Our goal is for each student to emerge as socially
capable, creative citizens who love learning.
Organization's Tax Status : Non-Profit (501C-3)
If applicable, please attach current State Department of Revenue Certificate with this application. : 501c3
ToV.pdf
How does your request support item 1C of the Contribution Policy (See above) : Children’s Garden of
Learning (CGL) is located in the heart of Vail and provides exceptional early learning services to 87 children.
The school serves children ages 18 months to 6 years in a year-round program that runs 7:30am-5: 30 pm. We
currently hold a 4 Star Rating from Colorado Shines, demonstrating our commitment to providing high-quality
early care and learning experience for our youngest citizens. Children’s Garden of Learning prides itself on
providing children with a true Vail preschool experience. The children of CGL can often be seen hiking the North
Trail, in the village at the children’s fountains, or visiting our local fire departments and police departments. Our
students will grow up to be the future workforce in the community and the protectors of our local environment.
Currently, 76% of the families who attend CGL have parents who work in Vail, 25% of our families reside in the
Town of Vail, 98% of our families live in Eagle County, and 100% work in Eagle County. Children’s Garden of
Learning has also diversified the population it serves over the last threes through a Financial Aid program
funded by Temple Hoyne Buell, Vail Valley Cares, and Children’s Garden of Learning. Currently, we have 11
families and 13 children receiving financial aid to attend our program. This specific request for funding will
impact the Vail communities future health and success by ensuring that the Vail employees, families, and
children continue to have access to safe and enriching programs. Our request for $17,993 for 3M window safety
film will help protect our children from unwanted intruders and keep our facilities safe. The request for the
continued support of driveway snow removal valued at $5,000 will ensure the safety of parents and families at
pick up and drop off during the winter months.
Using the provided budget template, provide a detailed estimated event/program budget, including anticipated
revenues and expenses.
Are your books audited? : Yes
Please upload event/program/organization budget. : CGL_Budget_FY19.20 Approved Final.xls
Who currently funds the event/program? : Parents through tuition, Temple Hoyne Buell, Eagle County, Epic
Promise, Vail Valley Cares
Who currently funds your organization? : Parents through tuition, Temple Hoyne Buell, Eagle County, Epic
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Promise, Vail Valley Cares
If the event/program is not funded at full request, how will the event change with a lower funding
allocation? : We will be unable to add the window safety film without support from an outside funder. The snow
removal is a necessity so we would need to create an alternative plan.
Should the Council decide not to support this event/program at all, will it still occur? : No
Do you intend to host the event or program in Vail beyond 2020? : No
1. What is the dollar $ amount of sponsorships and/or partnerships from other sources reflected in the
event/program budget? : $0
1a. What is the dollar $ amount of in-kind services or items provided from sponsors or partners? : $0
2. Please list your confirmed sponsors or partners. : Currently, the school safety project does not have any
confirmed funders.
3. Please explain the potential for additional sponsorships or partners. : This project would solely be
funded by the Town of Vail. However, we are writing a grant to Eagle County government to support security
system that would work in partnership with the security film to ensure the overall safety of the children who
attend Children's Garden of Learning.
Are there any other things you'd like to share with Council and staff that are not included in the
application? : We would just like to thank the Town of Vail for their continued support and partnership, this
program would not exist without your support. Per the request, we are also flexible if the council would only like
to fund window coverings on the lower level of the building. The estimate is broken down by room so we can
choose the areas to be completed.
Organization rosters naming all officers, board of directors and respective positions as relevant : CGL
Board 2019.docx
List any URLs where additional information can be found, including photos, videos or other content
relevant to your application. : https://www.3m.com/3M/en_US/building-window-solutions-us/resources
/window-film-for-schools/
Upload any other relevant materials such as: event photos, videos, PR coverage, articles, sample event
branding : 3M Safety and Security Films_School Letter.pdf
Upload any other relevant materials such as: event photos, videos, PR coverage, articles, sample event
branding : 3M Estimate.pdf
We encourage questions about the Council application to be sent via email to Carlie Smith -
csmith@vailgov.com. Phone calls for further discussion can be scheduled over email as well.
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Linked Users : mswonger@childrensgarden-vail.com
Submission Date : 2019-06-27
Created by : integrations+23268@zenginehq.com
Record ID # : 12730977
Last change : 2019-06-27T21:52:00+0000
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Children's Garden of Learning2019/20 Annual BudgetRevenue 2019/20 NotesDonations/Grants 7,300 Fundraising 33,890 Derby Party, Art Show, Colorado Gives, Volunteer Hours, Monthly PledgeTuition 698,507 Price: Toddlers $62, Preschool $57. Other 39,100 Holiday camp/extended hours/enrollment feesSubtotal 778,797 Labor and Benefits 2019/20 NotesDirector's Salaries 108,350 5% increaseTeachers 452,958 7 % increaseBonus 7,900 Holiday Bonus/Grant Bonus/Wellness Stipend (6K)Other 86,502 SS/Medicare/Retirement/health insurance/workmans comp/subsSubtotal 655,710 Operating Expense 2019/20 NotesFundraising 6,000 Art show/Derby Party Accounting 27,600 Accounting Contract and Audit ($5000) Repairs and Maintenance 16,200 General Building Upkeep (plumbing, electrical, snow removal, sand, woodchips, furniture replacements)Utilities 18,140 Water, gas, trash, electric and phoneOther 44,248 All other expenses ‐ including Liability Insurance, Janitorial, enrichment activities, School Supplies, rent ect.Subtotal 112,188 Operating Income10,899 767,898 October 1, 2019 - Page 285 of 299
October 1, 2019 - Page 286 of 299
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October 1, 2019 - Page 288 of 299
Unfortunately, for all of us, school safety has become a critical topic of concern in our daily lives.
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31>9>3B51C5@B?D53D9?>1>49=@B?F5D85C165DI?6C38??<389<4B5>1>454E31D9?>1<CD1ɢ
As many of you are already aware, the glass on windows and doors of a school building can be a
very vulnerable entry point into a school. And most schools do not have laminated glass to prevent
shattering, resulting in potentially easy access through the glassless frame. Currently, hundreds of
C38??<49CDB93DC1>454E31D9?>CICD5=C81F53?>D13D54ǩ 1>4?EBG9>4?Gɥ<=9>CD1<<5B>5DG?B;
for assistance to help protect this potential entry point. We are proud to say that 3M™ Safety and
Security Film has already been incorporated into thousands of U.S. schools year to date.
#38??<C3?>D9>E5D?38??C5D89CC165DIɥ<=C?<ED9?>2531EC5?6D856?<<?G9>7
ɟ ?B53?CD5ɢ53D9F5D81>B5@<139>71<<?6D85G9>4?GC1>44??BCG9D8<1=9>1D547<1CC
• Quick implementation and easy application over the existing glazing
While potential intruders will not be fully stopped from entering a school building, 3M Safety and
Security Film can act as a deterrent and provide precious extra response time by slowing the in-
truder down.
ǩ B53?==5>4CD856?<<?G9>7C165DI@B?4E3DCD?85<@9>3B51C5G9>4?G1>44??BC53EB9DI
• Ultra Series (S800 & S600) – for strong, tear-resistance protection
• Standard Safety Series – holds broken glass together so windows won’t shatter
ɟ=@13D B?D53D9?>DD138=5>D#ICD5=CŊ2?>4CD85ɥ<=54G9>4?GD?D856B1=5 ?ɢ5B
9>7D8589785CD<5F5<?6@B?D53D9?>G85>3?=29>54G9D8C165DIɥ<=
?B=?B59>6?B=1D9?>12?EDǩ ū#165DI1>4#53EB9DI9<=?BD?ɥ>41451<5B>51BI?E 3?>D13D1
3M Prestige Window Film Dealer today by going to 3M.com/schoolsafety
October 1, 2019 - Page 289 of 299
CONTRIBUTION POLICY
All contribution requests received by the Town of Vail will be processed in the following manner:
A. All requests must be submitted electronically. Incomplete applications and supplemental information will not
be accepted. THE TOWN COUNCIL WILL ONLY BE GIVEN YOUR COMPLETED APPLICATION FORMS. NO
SUPPLEMENTAL INFORMATION WILL BE GIVEN TO THE TOWN COUNCIL.
B. All applications for annual funding shall be completed and submitted by June 30th by 5:00 P.M.
C. The Town Council will evaluate the various proposals based on their direct benefit to the entire community of
Vail, fulfillment of the Town’s mission, and how this contribution will affect our resort community’s future health.
The Town Council’s mission statement reads: In order to be the premier international mountain resort
community, we’re committed to growing a vibrant, diverse economy and community, providing our citizens and
guests with exceptional services and an abundance of recreational, cultural and educational opportunities.
DISCLOSURE TO ALL APPLICANTS:
No money will be disbursed until March 1st, 2020.1.
Because of uncertainty of revenue estimates, please note the following possibilities:
a) Contribution funding may be reduced based on 2020 revenues.
b) The Town of Vail may choose to disburse funding in quarterly installments throughout 2020. Special
event funding will follow the CSE’s guideline of payment in thirds pending completion of CSE and Town of
Vail permitting requirements.
2.
Notification of awards will be sent after the Council approves the final budget in December.3.
GENERAL INSTRUCTIONS: All applications must be submitted by June 30th by 5:00 P.M. Any application
received after that date will not be considered. Please complete all fields in this application. No hard copies are
accepted.
Email contact : amy.drummet@eaglevalleycca.org
What is the name of your organization? : Eagle Valley Child Care Association
What category of funding are you applying for? (See definitions at www.vailgov.com/departments
/finance/grant-process) : Services
Type of Funding Requested : Cash Funding Only
Amount of 2020 Cash Contribution Requested : $55,000
What is the name of your program? : Vail Child Care Center & Miller Ranch Child Care Center
Is this a new event or program? : No
How much funding did you receive from the Town of Vail for 2019? (Please include total funding you
received from the CSE and Town Council) : $52,015
Will you also apply for 2020 funding from the CSE? : No
Name of person completing the application : Amy Drummet
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Title of person completing the application : Executive Director
Provide name of person or entity to whom the funding check will be cut. : Eagle Valley Child Care
Association
Mailing Address Street : PO BOX 1700
City : VAIL
State : US-CO
Zip Code : 81658
Telephone number : 9709262501
Email address : amy.drummet@eaglevalleycca.org
Event/program and/or organization website : eaglevalleychildcare.com
Number of years organization has been in business : 19
Organization's Mission Statement : Eagle Valley Child Care Association strives to meet the needs of the
families of Eagle County by: *Providing developmentally appropriate, discovery learning environments that meet
the needs of every child's healthy cognitive, language, motor, and social-emotional development *Provide
supportive parenting guidance to families enrolled in our centers *Provide the Eagle Valley Business community
with a way to assure quality child care for their employees through the Business Partner Program.
Organization's Tax Status : Non-Profit (501C-3)
If applicable, please attach current State Department of Revenue Certificate with this application. :
EVCCA IRS Determination Letter & Articles (2).pdf
Is this a new or existing event/program in Vail? : Existing
How many years has the event or program been produced in Vail? : 19
How does your request support item 1C of the Contribution Policy (See above) : The Eagle Valley Child
Care Association was developed in response to the vast need for early childhood services in the Vail Valley.
Working families cannot work in their respective organizations without child care. Therefore, child care services
are one piece of the puzzle for any community to have competitive employers with high quality employees. In a
premier mountain resort community where a strong emphasis is placed on high quality services, the quality level
of childcare services provided to local families needs to match the quality of services that are provided in our
community for our guests. The Association's commitment to education is evident in our commitment to the
Colorado Shines process and our continuous pursuit of advancing the educational program that we offer at both
sites. Both of our sites, Vail Child Care and Miller Ranch Child Care, achieved 4 diamond high quality ratings
from Colorado Shines in 2018 illustrating our commitment to high quality programming.
Please describe the location(s) of the event or program in previous years. : Eagle Valley Child Care
Association operates (2) early childhood centers in the Vail Valley corridor: 1. Vail Child Care located in Vail,
Colorado. 2. Miller Ranch Child Care located in Edwards, Colorado.
Please provide a detailed description of the event/program and its activities. : Eagle Valley Child Care
Association operates (2) centers that provide quality early childhood services for the families of Eagle County.
Our centers offer care to students ages 8 weeks-6 years. Vail Child Care provides the only licensed center infant
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care within the town of Vail.
If any of the event/program takes place outside of the Town of Vail, please explain where the event will
take place and why. : Eagle Valley Child Care Association operates two early childhood facilities-Vail (Vail Child
Care) and Edwards (Miller Ranch Child Care).
Brand Fit: How will your event or program support the mission and vision of the Vail Town Council? :
Eagle Valley Child Care Association is positioned to support the Town of Vail's mission to provide citizens with
exceptional services and educational opportunities. Vail prides itself in providing the infrastructure to both
residents of Vail and families that are employed within the town of Vail. Early childhood services are a necessary
infrastructure component to attract families to the area. Eagle Valley Child Care Association sites are rated by
Colorado Shines as 4 diamond sites demonstrating our commitment to quality. Vail Child Care Center provides
the only infant center care in the town of Vail ensuring that Vail is offering a range of early childhood services for
local families.
Brand Fit: How will your event or program support the Vail brand identity? : Vail is committed to being a
premier resort community. The high quality early childhood services provided by Eagle Valley Child Care
Association illustrate the premier offerings that Vail has to offer its citizens.
Community Enrichment: How will your event/program attract target markets of both visitors and
community members? : Our child care programs serve working Vail families. Our services enable local
families and businesses to have access to local high quality child care that enables a balanced community
composition with families living and/or working in Vail.
Growth Potential: How will the event/program deliver fresh content? (Fresh content means new
programming, entertainers, adding additional days and activities.) : Eagle Valley Child Care is continually
seeking to improve programming and is committed to high quality education for Vail's young residents. This is
shown through our certification as a DIAMOND (level 4) certification with Colorado Shines. Our Colorado Shines
renewal will occur in late 2020.
Growth Potential: How will the event/program promote an atmosphere of vitality, fun and celebration? :
Isn't being a child all about FUN? We commit to FUN and LEARNING for Vail's youngest population. These
young citizens are the ambassadors to our mountain lifestyle.
Potential: How will the event or program enhance Leadership Skills: locally, nationally and
internationally? : N/A
Community Enrichment: What is the lasting community involvement opportunity and/or lasting
community benefit of the event or program? : Having infant care in Vail means that Vail's families can stay
here. Vail families expect to have infant care where they live and work. Without this, our local families will likely
have to drive 20 minutes each way down valley for infant care, or move down valley to be closer to their child's
school.
How will the event or program leverage media and attract donor and sponsorship support? : EVCCA has
a robust fundraising and grant request program to help fund our centers.
Please upload course syllabus, class descriptions or program details. : Eagle Valley Child Care Center
Fact Sheet.docx
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Using the provided budget template, provide a detailed estimated event/program budget, including anticipated
revenues and expenses.
Are your books audited? : Yes
Describe how you will use the funds requested? : The funds requested will be used to support infant
programming in the town of Vail, Colorado.
Please upload event/program/organization budget. : 2019 EVCCA Budget (1).pdf
Who currently funds the event/program? : This request does not pertain to an event.
Who currently funds your organization? : Parent Tuition, Business Partnerships, Grant Programs, and
Fundraising
What percentage % of the total event budget is being requested to fund? : 5
If the event/program is not funded at full request, how will the event change with a lower funding
allocation? : This request does not pertain to an event.
Should the Council decide not to support this event/program at all, will it still occur? : Yes
Do you intend to host the event or program in Vail beyond 2020? : Yes
Do you anticipate requesting funding from the CSE for 2020? : No
Audience: Who is your audience? (You may choose more than one.) :
Primary and Second Homeowners
Local residents
1. What is the dollar $ amount of sponsorships and/or partnerships from other sources reflected in the
event/program budget? : $125,000
2. Please list your confirmed sponsors or partners. : Eagle Valley Child Care Association has partnerships
with the Town of Vail and Vail Health. The amount in #1 is the actual cost of the Vail Health partnership. In
addition, we partner with Eagle County and Kroger who provide in kind donations with our facilities at a
$1/annual rent.
3. Please explain the potential for additional sponsorships or partners. : Eagle Valley Child Care
Association partners with other local businesses in our fundraising efforts-Alpine Bank; Slifer, Smith, & Frampton
Foundation; 1st Bank; PSI Plumbing; and Colorado Fly Fishing Outfitters were all partners in our annual Santa
Workshop fundraiser.
Are there any other things you'd like to share with Council and staff that are not included in the
application? : Our intention is to continue to provide premier early childhood services within the Town of Vail.
Eagle Valley Child Care Association is committed to fundraising and grant writing efforts to support our
operations to keep our costs more affordable for local families.
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Organization rosters naming all officers, board of directors and respective positions as relevant : 2019
EVCCA Executive Board.pdf
If you received Council funding for 2018, please upload a document recapping the use of prior year
Council funds : TOV Funding Recap.docx
List any URLs where additional information can be found, including photos, videos or other content
relevant to your application. : To learn more about Eagle Valley Child Care Association, please visit
eaglevalleychildcare.com.
We encourage questions about the Council application to be sent via email to Carlie Smith -
csmith@vailgov.com. Phone calls for further discussion can be scheduled over email as well.
Linked Users : amy.drummet@eaglevalleycca.org
Submission Date : 2019-06-26
Created by : integrations+23268@zenginehq.com
Record ID # : 12672241
Last change : 2019-06-26T22:04:27+0000
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October 1, 2019 - Page 295 of 299
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C: Ordinance No. 12, Series of 2019, S econd Reading, An Ordinance A mending
S ection 5-14-8 of the Vail Town Code Regarding S tream Tract Protection and Related Violations
and P enalties
P RE S E NT E R(S ): P ete Wadden, Watershed E ducation Coordinator
AC T IO N RE Q UE S T E D O F C O UNC I L: A pprove, approve with amendments or deny
Ordinance No. 12, S eries of 2019 upon first reading
B AC K G RO UND: Following an update on the status of town-owned stream tract along Gore
Creek and several of its tributaries on August 6, Town Council determined that more stringent and
defined penalties should be put in place to bring properties remaining in violation into compliance.
The town attorney was directed to make changes to town code increasing the fines for trespass on
the publically-owned designated stream tract property.
S TAF F RE C O M M E ND AT IO N: A pprove, approve with amendments or deny Ordinance No. 12,
S eries of 2019 upon first reading
AT TAC H ME N TS:
Description
Ordinance No. 12, Series of 2019
October 1, 2019 - Page 296 of 299
Ordinance No. 12, Series of 2019
ORDINANCE NO. 12
SERIES 2019
AN ORDINANCE AMENDING SECTION 5-14-8 OF THE VAIL TOWN
CODE REGARDING STREAM TRACT PROTECTION AND RELATED
VIOLATIONS AND PENALTIES
NOW BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF VAIL,
COLORADO, THAT:
Section 1. Section 5-14-8.B. of the Vail Town Code is hereby amended as
follows:
5-14-8: VIOLATION AND PENALTY:
* * *
B. Violations of this Chapter shall be punished as follows, and such
penalties shall not be waived, reduced or deferred by the Municipal Court:
First offense in any twelve (12) month period: One Thousand five
hundred dollars ($1,500.00).
Second offense in any twelve (12) month period: Two thousand six
hundred fifty dollars ($2,650.00).
Third offense in any twelve (12) month period: Mandatory appearance in
the municipal court and the general penalty provided in Section 1-4-1 of
this Code.
* * *
Section 2. If any part, section, subsection, sentence, clause or phrase of this
Ordinance is for any reason held to be invalid, such decision shall not affect the validity
of the remaining portions of this Ordinance; and the Town Council hereby declares it
would have passed this ordinance, and each part, section, subsection, sentence, clause
or phrase thereof, regardless of the fact that any one or more parts, sections,
subsections, sentences, clauses or phrases be declared invalid.
Section 3. The amendment of any provision of the Vail Town Code in this
Ordinance shall not affect any right which has accrued, any duty imposed, any violation
that occurred prior to the effective date hereof, any prosecution commenced, nor any
other action or proceeding as commenced under or by virtue of the provision amended.
The amendment of any provision hereby shall not revive any provision or ordinance
previously repealed or superseded unless expressly stated herein.
Section 4. All bylaws, orders, resolutions and ordinances, or parts thereof,
inconsistent herewith are repealed to the extent only of such inconsistency. This
October 1, 2019 - Page 297 of 299
Ordinance No. 12. Series of 2019
repealer shall not be construed to revise any bylaw, order, resolution or ordinance, or
part thereof, theretofore repealed.
INTRODUCED, READ ON FIRST READING, APPROVED, AND ORDERED
PUBLISHED ONCE IN FULL ON FIRST READING this 3rd day of September, 2019 and
a public hearing for second reading of this Ordinance is set for the 17th day of
September, 2019, in the Council Chambers of the Vail Municipal Building, Vail,
Colorado.
_____________________________
Dave Chapin, Mayor
ATTEST:
____________________________
Tammy Nagel, Town Clerk
READ AND APPROVED ON SECOND READING AND ORDERED PUBLISHED
this 1st day of October, 2019.
_____________________________
Dave Chapin, Mayor
ATTEST:
____________________________
Tammy Nagel, Town Clerk
October 1, 2019 - Page 298 of 299
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C: A djournment 8:10 pm (estimate)
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