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HomeMy WebLinkAbout2019-10-15 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 5:30 P M, October 15, 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.Consent Agenda (5 min.) 1.1.Resolution No. 39, Series of 2019, Resolution adopting a Budget and Making Appropriations to pay the costs, expenses and liabilities of the Vail Local Marketing District for its Fiscal Year J anuary 1, 2020 through December 31, 2020 1.2.Resolution No. 40, Series of 2019, A Resolution of the Vail Town Council Urging the Registered Electors of the Town, at the November 5, 2019 Regular Town Election, to Vote in Favor of Ballot I ssue No. 1, to I mpose a Special Sales Tax on Cigarettes, Tobacco Products and Nicotine Products. 1.3.Resolution No. 43, Series of 2019, A Resolution Approving a Lease Agreement Between the Town of Vail and the Children's Garden of Learning; and Setting Forth Details in Regard Thereto 2.Action Items 2.1.Resolution No. 41, Series of 2019, A Resolution of the Vail Town Council Adopting the2108/2019 Town of Vail Civic Area Plan 10 min. Presenter(s): Matt Gennett, Community Development Director 3.Public Hearings 3.1.Ordinance No. 13, Series 2019, Second Reading, an 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 10 min. Presenter(s): Kathleen Halloran,Finance Director Action Requested of Council: Approve or approve with amendments Ordinance No. 13, Series 2019. October 15, 2019 - Page 1 of 251 Background: Please see attached memo. Staff Recommendation: Approve or approve with amendments Ordinance No. 13, Series 2019. 4.Break (5 min.) 5.Citizen Participation (10 min.) W ILL S TAR T AT 6:00 P M 6.Action Items 6.1.Resolution No. 42, Series of 2019, A Resolution of the Vail Town Council Adopting Amended Rules of Procedure for the October 15, 2019 Appeal Hearing 5 min. Presenter(s): Matt Mire, Town Attorney 7.Public Hearings 7.1.Appeal of Booth Heights P E C19-0018 240 min. Presenter(s): J onathan Spence, Senior Planner Action Requested of Council: Pursuant to Section 12-3-3, Appeals, Vail Town Code, the Vail Town Council shall uphold, uphold with modifications, or overturn the Planning and Environmental Commission’s August 26, 2019, decision. Background: Triumph Development requested the review of a Development Plan, pursuant to Section 12-6I -11, Development Plan Required, Vail Town Code, for a new housing development located at 3700 North Frontage Road East/Lot 1, East Vail W orkforce Housing Subdivision (“Booth Heights Neighborhood”). On August 26, 2019, the Planning and Environmental Commission held a public hearing on the Development Plan application and voted 4-3 (Kjesbo, Hopkins and Stockmar opposed), to approve. 8.Adjournment 8.1.Adjournment 10:00 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. October 15, 2019 - Page 2 of 251 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: Resolution No. 39, S eries of 2019, Resolution adopting a B udget and Making A ppropriations to pay the costs, expenses and liabilities of the Vail L ocal Marketing District for its Fiscal Year J anuary 1, 2020 through December 31, 2020 AT TAC H ME N TS: Description V L MD 2020 Budget October 15, 2019 - Page 3 of 251 To: Vail Town Council From: Vail Local Marketing District Date: October 15, 2019 Subject: Vail Local Marketing District 2020 Operating Plan and Budget I. BACKGROUND The Vail Local Marketing District approved the 2020 Operating Plan and Budget at the September 3, 2019 meeting and no changes have been made since then. The mission of the Vail Local Marketing District is to market and promote Vail to attract overnight destination guests primarily during the non-ski season time frame, creating economic vitality by increasing the visitor base, sales tax and lodging tax revenues. To date, 2019 summer sales tax collections through August total $4.8 million, a decrease of 1.6% over prior year. Summer results have shown a flattening in sales tax performance, with decreases in May and July with only slight increase in July and August as compared to the same time period in 2018. Year to date sales tax collections total $20.8 million, up 4.66% over prior year. The overarching goal of the VLMD is to strengthen Vail’s position as a year-round destination that appeals to a broad audience by elevating the summer brand position. The marketing objectives outlined in the VLMD operating plan are: Continue the momentum and build on the powerful leadership position of the year-round Vail brand in order to: • Increase Non-Ski Season Timeframe occupancy • Increase sales tax revenue • Increase lodging tax revenue • Increase group occupancy II. BUDGET DETAIL Budgeted revenue from lodging tax collections is proposed at $3,590,000 for 2020. This is a 2% increase over the 2019 forecast. The assumptions for this projection are conservative and consistent with the town’s expected sales tax revenue for 2020. Proposed budgeted expenditures are $3,500,000 for 2020 programs. This is a flat budget from the 2019 amended budget (excluding the $302,000 for the new summer October 15, 2019 - Page 4 of 251 database). The 2020 ending fund balance is projected to be $1,054,453 which is 29% of annual revenues, and within Council’s directive of 25% of annual revenues. The VLMDAC is recommending a strategic plan and budget that will empower the VLMDAC to succeed in its goals and objectives, while initiating bold tactics that will allow us to effectively market our destination for years to come. When comparing the 2020 budget to the 2019 budget categories, the percentage of spend allocations remain very consistent year over year: • Overall resources allocated to driving overnight visitation remains at 72%, while resources for strategy, branding, research, assets and fees remains at 28%. • The ratio of Destination Marketing vs. Front Range vs. International has shifted only slightly with small increases in Destination and International, offset by a slight decrease in Front Rage efforts. • Allocations toward Group efforts remains consistent at 26%, • Allocations toward Public Relations remains consistent at 4%. • Digital and Traditional media efforts across the Destination and Front Range markets shifted slightly with digital at 57% (vs. 55%) and traditional at 43% (vs. 45%). The VLMDAC recommends the following shifts from the 2019 budget to the 2020 budget to address past successes and opportunities and to align with the established strategies: o Data-driven marketing – Develop an owned web and data solution for the VLMDAC to more effectively market Vail as a summer destination o Establish a clear theme in all messaging across all efforts o Use research to establish meaningful differentiators • Allocate new funds for continuation of web development, data warehousing and 3rd party data sourcing efforts started in 2019 • Implement new Paid Email program to ensure email program continues • Increase asset capture by 33% to ensure tactical asset capture • Decrease of 6% in traditional and digital paid media in Destination markets • Decrease of 21% in traditional paid media in the Front Range; focusing on need times and event-driven messages • Reconfigure and increase Mexico efforts by 23% to include targeted one-on-one in-market events, FAM tours and direct to consumer paid media Town of Vail Page 2 October 15, 2019 - Page 5 of 251 • Decrease social efforts by 28% by streamlining influencer approach and capitalizing on 2019 social video productions/investments with postdates scheduled in 2020 • Research reduced by 44% with removal of Burke Brand Research (happens every other year) and Family Audience research conducted in 2018 • Reduction by 38% in paid marketing efforts for the Vail App by focusing on drive guests and promotion on new website • Slight increased allocation for contingency funds to be deployed as needed for need time period(s), crisis and/or opportunities as they may arise III. ACTION REQUESTED OF VAIL LOCAL MARKETING DISTRICT Vail Local Marketing District recommends that the Vail Town Council approve the 2020 budget of $3,500,000. Town of Vail Page 3 October 15, 2019 - Page 6 of 251 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: Resolution No. 40, S eries of 2019, A Resolution of the Vail Town Council Urging the Registered Electors of the Town, at the November 5, 2019 Regular Town E lection, to Vote in Favor of B allot I ssue No. 1, to I mpose a Special S ales Tax on Cigarettes, Tobacco P roducts and Nicotine P roducts. AT TAC H ME N TS: Description Resolution No. 40, Series of 2019 October 15, 2019 - Page 7 of 251 1 10/10/2019 C:\USERS\TNAGEL\APPDATA\LOCAL\MICROSOFT\WINDOWS\INETCACHE\CONTENT.OUTLOOK\EOK3JY0I\TOBACCO TAX SUPPORT-R100819.DOCX RESOLUTION NO. 40 SERIES 2019 A RESOLUTION OF THE VAIL TOWN COUNCIL URGING THE REGISTERED ELECTORS OF THE TOWN, AT THE NOVEMBER 5, 2019 REGULAR TOWN ELECTION, TO VOTE IN FAVOR OF BALLOT ISSUE NO. 1, TO IMPOSE A SPECIAL SALES TAX ON CIGARETTES, TOBACCO PRODUCTS AND NICOTINE PRODUCTS WHEREAS, the Town Council finds that nicotine addiction is a leading cause of preventable death, that people should be deterred from starting the use of cigarettes, tobacco products and nicotine products and encouraged to quit the use of cigarettes, tobacco products and nicotine products, and that taxes on the sale of cigarettes, tobacco products and nicotine products are effective at preventing and reducing tobacco and nicotine use; WHEREAS, House Bill 19-1033 allows municipalities to impose a special sales tax on cigarettes, tobacco products and nicotine products , subject to prior voter approval under Article X, Section 20 of the Colorado Constitution ("TABOR"); WHEREAS, House Bill 19-1033 allows the Town to use the revenues collected from such special sales tax for "any purpose determined by the governing body"; and WHEREAS, on September 3, 2019, the Town Council adopted Resolution No. 36, submitting a ballot question to the registered electors of the Town regarding the imposition of a special sales tax on cigarettes, tobacco products and nicotine products. NOW THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF VAIL: Section 1. Pursuant to C.R.S. § 1-45-117(1)(b)(III)(A), the Town Council hereby urges the registered electors of the Town, at the November 5, 2019 regular Town election, to vote in favor of Ballot Issue No. 1, to impose a special sales tax on cigarettes, tobacco products and nicotine products. INTRODUCED, READ, APPROVED AND ADOPTED THIS 15TH DAY OF OCTOBER, 2019. ______________________________ Dave Chapin, Mayor ATTEST: ____________________________ Tammy Nagel, Town Clerk October 15, 2019 - Page 8 of 251 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: Resolution No. 43, S eries of 2019, A Resolution Approving a L ease A greement B etween the Town of Vail and the Children's Garden of L earning; and S etting F orth Details in Regard T hereto AT TAC H ME N TS: Description Resolution No. 43, Series of 2019 October 15, 2019 - Page 9 of 251 Resolution No. 43, 2019 RESOLUTION NO. 43 Series of 2019 A RESOLUTION APPROVING A LEASE AGREEMENT BETWEEN THE TOWN OF VAIL AND THE CHILDREN’S GARDEN OF LEARNING; AND SETTING FORTH DETAILS IN REGARD THERETO WHEREAS, the Town owns property commonly referred to as 129 North Frontage Road West, Vail, CO 81657; WHEREAS, The Children’s Garden of Learning (the “CGOL”) has rented space at Middle Creek from the Town since 2004; and WHEREAS, the Town and the CGOL desire to enter into a new Lease Agreement (the “Lease”) outlining the obligations of both parties. NOW THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF VAIL, COLORADO THAT: Section 1. The Council hereby approves the Lease formalizing the Parties obligations in substantially the same form attached hereto as Exhibit A and in a form approved by the Town Attorney. Section 2. This Resolution shall take effect immediately upon its passage. INTRODUCED, PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Vail held this 15th day of October, 2019. _________________________ Dave Chapin Town Mayor ATTEST: _____________________________ Tammy Nagel, Town Clerk October 15, 2019 - Page 10 of 251 10/10/201910/10/2019 \\VWS-STORAGE\DESKTOPS$\TNAGEL\DESKTOP\CHILDREN'S GARDEN LEASE-A101019.DOCX LEASE AGREEMENT This LEASE AGREEMENT (the "Agreement") is made and entered into this 1st day of November, 2019 (the "Effective Date") between the Town of Vail, a Colorado home rule municipal corporation with an address of 75 South Frontage Road, Vail, CO 81657 (the "Town"), and Children's Garden of Learning, a Colorado non -profit corporation with an address of 129 North Frontage Road West, Vail, CO 81657 ("Lessee") (each a "Party" and collectively the "Parties"). WHEREAS, the Parties entered into a lease and sublease agreement on August 31, 2004, in which the Town leased to Lessee the property described in the attached Exhibit A (the "Premises") for use as a Child Education Center ("CEC"), which lease has expired; and WHEREAS, the Parties wish to enter into a new lease for the Premises. NOW THEREFORE, in consideration of the covenants, premises and agreements herein contained, the Parties agree as follows: ARTICLE 1 – PREMISES A. Lease. In consideration of the rent, covenants and agreements herein contained, the Town leases to Lessee, and Lessee rents from the Town, the Premises. B. Suitability. As of the Effective Date, Lessee has inspected the physical condition of the Premises and receives the Premises in "as is" condition. The Town makes no representations or warranties with respect to the condition of the Premises or its fitness or availability for any particular use, and the Town shall not be liable to Lessee for any latent or patent defect on the Premises. ARTICLE 2 – TERM AND TERMINATION A. Term. This Agreement shall commence on November 1, 2019 and terminate on October 31, 2024, unless renewed as provided herein. B. Renewal. If Lessee is not in default of this Agreement, Lessee shall have the option to renew the Agreement for 3 separate and additional terms of 5 years each commencing at the expiration of the initial Agreement term or renewal term, as applicable. The option shall be exercised by written notice given to the Town not less than 90 days prior to the expiration of the initial term or renewal term, as applicable. C. Termination by Town. Notwithstanding any other provision of this Agreement, if the Town determines, in its sole discretion, that the Premises is needed for a public purpose, the Town may terminate this Agreement, with or without cause, by providing Lessee with a minimum of 180 days' prior written notice. D. Surrender. Upon the expiration or termination of this Agreement, Lessee shall peaceably and quietly leave and surrender the Premises in the same condition as October 15, 2019 - Page 11 of 251 2 10/10/2019 \\VWS-STORAGE\DESKTOPS$\TNAGEL\DESKTOP\CHILDREN'S GARDEN LEASE-A101019.DOCX it exists on the date of the execution of this Agreement, subject to reasonable wear and tear. E. Holdover. If Lessee remains or continues to be in possession of the Premises or any part thereof after the end of the term of this Agreement, at the Town’s option, Lessee shall be deemed to be illegally retaining posses sion or shall be deemed to be a month-to-month tenant of the Premises on all the terms and conditions of this Agreement except that monthly rent equal to the fair market value shall be charged. In the event of any unauthorized holding over, Lessee shall indemnify the Town against all claims for damages by any person to whom the Town may have leased all or any part of the Premises effective after the termination of the lease. Nothing herein contained shall be construed to limit the Town’s right to obtain p ossession of the Premises upon termination of this lease by unlawful detainer proceedings or otherwise in the event that the Town does not exercise its option to treat the continued possession by Lessee as a month-to-month tenancy. ARTICLE 3 – RENT A. Rent. Lessee shall pay as rent to the Town the sum of $10 per year. The full annual rent shall be due on November 30 of each year. B. Increase. For any renewal term, the Town may increase the rent, provided that prior to increasing the rent, Lessee shall have the opportunity to be heard by the Town Council, and the Town Council shall consider the following: 1. Whether Lessee remains a non-profit corporation for tax purposes; 2. Whether Lessee operates its childcare facility for the accommodation of the public and the citizens of the Town; 3. Whether tuition, expenses, the cost of doing business and salaries are reasonable under the circumstances; and 4. Whether Lessee has shown an ability to pay increased rent. C. Records. Lessee shall provide the Town, within 30 days of a request, an income statement, balance sheet and other reasonable financial information. ARTICLE 4 – USE AND MAINTENANCE A. General Use. Lessee agrees and covenants that the use of the Premises shall comply with the following: 1. Lessee shall operate the CEC in the Premises in accordance with all applicable law, including without limitation the rules and regulations of the Department of Social Services of the State of Colorado. Lessee shall not operate any other business on the Premises. October 15, 2019 - Page 12 of 251 3 10/10/2019 \\VWS-STORAGE\DESKTOPS$\TNAGEL\DESKTOP\CHILDREN'S GARDEN LEASE-A101019.DOCX 2. The Premises shall not be used for any illegal or improper purpose or other use that would create a nuisance. 3. Lessee shall adopt and enforce standards for admission to the CEC, including the following admission priorities: a. Students of parents who are employed by the Town; b. Students of parents who reside within the Town; c. Students of parents who are employed in the Town; d. Siblings of current or former students; e. Students of parents who are CEC faculty; f. Students of parents employed in Eagle County; and g. Students of parents who are residents of Eagle County. 4. Lessee shall, upon request, provide to the Town a current waiting list and an enrollment list within 30 days of the request. 5. Students shall be at least 22 months old and no older than 6 years of age (exceptions may be made for children with disabilities). 6. Hours shall be from 7:30 a.m. to 5:30 p.m. (except weekends, announced school closures and holidays). 7. Lessee shall fully staff the CEC to accommodate at least 55 students per day, based upon demand and State of Colorado licensure limitations. B. Town Council Liaison. The Town Council may designate one of its members to serve on the Children's Garden Board of Directors as a liaison between Lessee and the Town. C. Maintenance. Lessee agrees that at all times during the term of this Agreement, Lessee, at its own cost and expense, shall: 1. Pay for all utility charges, including without limitation water, electricity, heat, gas, sewer, telephone, interior maintenance, including janitorial services and trash removal; 2. Not park trucks or delivery vehicles outside the Premises so as to unreasonably interfere with the use of any driveways, walks, roadways or parking areas; and October 15, 2019 - Page 13 of 251 4 10/10/2019 \\VWS-STORAGE\DESKTOPS$\TNAGEL\DESKTOP\CHILDREN'S GARDEN LEASE-A101019.DOCX 3. Maintain the Premises, include the area o utside the Premises, reasonably clean and free from snow, ice, dirt, rubbish or obstruction, provided that the Town will provide snowplowing services for roadways. D. Inspection. Lessee shall permit the Town and its agents to enter the Premises at reasonable times and upon reasonable notice, for the purpose of inspecting the Premises on an annual basis. E. Town Use of Premises. Lessee agrees that upon request of the Town, the Premises may be used for public or governmental functions that would not interf ere with the CEC on such days and during such hours as the facility is not being used for childcare purposes. If the Town desires to use the Premises, the Parties will execute a supplemental agreement specifying the times, uses and responsibilities of the Parties. F. Failure to Maintain or Pay Charges. Should Lessee fail to pay any required charges or to maintain the Premises for a period of 30 days after receipt of written notice from the Town, the Town may, at its option, pay any such charges or perform any such maintenance. In such event, Lessee shall reimburse the Town within 10 days of an invoice from the Town. ARTICLE 5 – TAXES Lessee shall be responsible for paying any taxes associated with its use of the Premises. ARTICLE 6 – IMPROVEMENTS A. Additional Improvements. Lessee shall not, without first obtaining the written consent of Town, make any alterations, additions, or improvements, in, to or about the Premises. B. Liens. Lessee shall not suffer or permit any mechanic's liens or claims to be filed against the Premises by reason of work, labor, service or materials supplied or claimed to have been supplied to Lessee. Nothing in this Agreement shall be construed as constituting the consent of the Town, expressed or implied, to any contra ctor, subcontractor, laborer or material supplier for the performance of any labor or the furnishing of any materials for any improvement or repair of or to the Premises. Nothing in this Agreement shall be construed as giving Lessee any right to contract for or permit the rendering of any services or the furnishing of any materials that would give rise to the filing of any mechanic's lien or claim against the Town's interest in the Premises. If any mechanic's lien or claim is filed against the Premises, Lessee shall cause the same to be discharged within 30 days. C. Capital Subsidy. Subject to appropriation as set forth in Section 12.M. hereof, the Town agrees to allocate $20,000 each year for capital improvements to and maintenance of the Premises, provided that Lessee provides the Town with an annual report of Lessee's capital spending to the Town by June 1st of each year. October 15, 2019 - Page 14 of 251 5 10/10/2019 \\VWS-STORAGE\DESKTOPS$\TNAGEL\DESKTOP\CHILDREN'S GARDEN LEASE-A101019.DOCX ARTICLE 7 – INDEMNIFICATION Lessee agrees to indemnify and hold harmless the Town and its officers, insurers, volunteers, representative, agents, employees, heirs and assigns from and against all claims, liability, damages, losses, expenses and demands, including attorney fees, on account of injury, loss, or damage, including without limitation claims arising from bodily injury, personal injury, sickness, disease, death, property loss or damage, or any other loss of any kind whatsoever, which arise out of or are in any manner connected with this Agreement or the Premises. This indemnification shall survive the expiration or termination of this Agreement. ARTICLE 8 – INSURANCE A. Coverages. Throughout the term of this Agreement (and after its expiration or termination as appropriate), Lessee shall procure and maintain, at its sole cost and expense, all of the following insurance: 1. Workers' Compensation insurance as required by law. 2. Commercial General Liability insurance with minimum combined single limits of $1,000,000 each occurrence and $2,000,000 general aggregate. The policy shall be applicable to all premises and operations, and shall include coverage for bodily injury, broad form property damage, personal injury (including coverage for contractual and employee acts), blanket contractual, products, and completed operations. The policy shall contain a severability of interests provision, and shall include the Town and the Town's officers, employees, and contractors as additional insureds. No additional insured endorsement shall contain any exclusion for bodily injury or property damage arising from completed operations. B. Form. The coverages afforded under the policies shall not be cancelled, terminated or materially changed without at least 30 days' prior written notice to the Town. In the case of any claims-made policy, the necessary retroactive dates and extended reporting periods shall be procured to maintain such continuous coverage. Any insurance carried by the Town, its officers, its employees, or its contractors shall be excess and not contributory insurance to that provided by Lessee. Lessee shall be solely responsible for any deductible losses under any policy. C. Certificate. Lessee shall provide to the Town a certificate of insurance as evidence that the required policies are in full force and effect. The certificate shall identify this Agreement. ARTICLE 9 – DEFAULT A. Event of Default. The failure by Lessee to comply with any provision of this Agreement shall constitute a default of this Agreement. October 15, 2019 - Page 15 of 251 6 10/10/2019 \\VWS-STORAGE\DESKTOPS$\TNAGEL\DESKTOP\CHILDREN'S GARDEN LEASE-A101019.DOCX B. Remedies. Upon a default, the Town may re-enter and take possession of the Premises (after appropriate court proceedings), without terminating this Agreement, and sublease the Premises, holding Lessee liable for the difference in the rent. In addition, the Town may take any action at law or in equity to enforce performance of any obligation of Lessee under this Agreement. The Town's remedies shall be cumulative, and the exercise of one remedy shall not prevent the exercise of any other available remedy. C. Attorney Fees and Costs. If the Town brings suit to enforce any provision of this Agreement or for recovery of the Premises, the Town shall be entitled to all costs incurred in connection with such action, including reasonable attorney fees. ARTICLE 10 – SIGNS Lessee shall not install, place, inscribe, paint or otherwise attach and shall not permit any fixture sign, advertisement, notice, marquis or awning on any part of the outside of the CEC (including any portion of the CEC fronting on any interior corridor or lobby); or on any part of the inside of the CEC which is visible from outside the C EC; or on any part of the building (including the outside walls and the roof) without the prior written consent of the Town in each instance. Any permitted signs shall comply with the requirements of the Town and the Middle Creek Village sign clause, and Lessee shall be solely responsible for such compliance. Lessee shall, at its own expense, provide and maintain in first-class condition all permitted signs and shall, on the expiration or termination of this Agreement and at its own expense, remove all su ch permitted signs and repair any damage caused by such removal. The Town shall have the right to remove all non-permitted signs without notice to Lessee and at the expense of Lessee. ARTICLE 11 – CASUALTY If the Premises is damaged by fire or any other cause and the Town elects to repair the damage this Agreement shall continue in full force and effect and, if such damage shall render all or part of the Premises untenable, the minimum rent due hereunder shall be proportionally abated (based on the propo rtion of the Premises rendered untenable) from the date of such damage until such time as the Premises have been made tenable. However, there shall be no abatement of rent if the fire or other cause of the damage is caused by the negligence or misconduct of Lessee, its agents, servants or employees, or by any other person’s entering upon the Premises or the building by the expressed or implied invitation of Lessee. If the Town elects not to repair such damage, then this Agreement shall automatically terminate upon and effective as of the giving of notice by the Town of such election. Lessee shall pay rent duly apportioned as of the date of such termination of this Agreement, and the Town and Lessee shall be free and discharged from the obligations arising hereunder after the date of such termination. October 15, 2019 - Page 16 of 251 7 10/10/2019 \\VWS-STORAGE\DESKTOPS$\TNAGEL\DESKTOP\CHILDREN'S GARDEN LEASE-A101019.DOCX ARTICLE 12 – MISCELLANEOUS A. Modification. No provision of this Agreement may be amended, modified, revoked, supplemented, waived or otherwise changed except by written instrument duly executed by the Parties. B. Entire Agreement. This Agreement constitutes the entire agreement between the Parties, superseding all prior oral or written communications. C. Severability. If any provision of this Agreement is determined by a court of competent jurisdiction to be invalid or unenforceable, the remainder of this Agreement shall not be affected thereby, and each provision of this Agreement shall be valid and be enforceable to the fullest extent permitted by law. D. Third-Party Beneficiaries. This Agreement is solely for the benefit of the Parties and no other person or entity shall be a third-party beneficiary thereof. E. Governing Law and Venue. This Agreement shall be governed and construed in accordance with the laws of the State of Colorado, and any l egal action arising out of this Agreement shall be brought in Eagle County, Colorado. F. Notice. Any notice under this Agreement shall be in writing and shall be deemed sufficient when directly presented or sent prepaid, first -class United States Mail to the Party at the address set forth on the first page of this Agreement. G. Successors. This Agreement shall inure to the benefit of and be binding upon the Town and Lessee and their respective heirs, successors, representatives, administrators, executors and devisees; provided that Lessee shall not assign this Agreement or sublet the Premises or any part thereof. Any attempted assignment or subletting shall be deemed void and of no effect. H. Assignment and Subletting. Lessee shall not assign this Agreement or sublet any portion of the Premises without the prior written consent of the Town. Any such assignment or subletting without the Town's consent shall be void. I. No Waiver. A failure of a Party to enforce any term of this Agreement shall not be deemed to be a waiver of any other term of this Agreement. J. Subordination. This Agreement is and shall be subordinated to all existing and future liens and encumbrances against the Premises. K. No Joint Venture. Notwithstanding any provision hereof, the Town shall never be a joint venture in any private entity or activity which participates in this Agreement, and the Town shall never be liable or responsible for any debt or obligation of any participant in this Agreement. October 15, 2019 - Page 17 of 251 8 10/10/2019 \\VWS-STORAGE\DESKTOPS$\TNAGEL\DESKTOP\CHILDREN'S GARDEN LEASE-A101019.DOCX L. Governmental Immunity. Nothing herein shall be construed as a waiver of any protections or immunities the Town may have under the Colorado Governmental Immunity Act, C.R.S. § 24-10-101, et seq., as amended. M. 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, shall extend only to monies currently appropriated, and shall not constitute a mandatory charge, requirement, debt or liability beyond the current fiscal year. IN WITNESS WHEREOF, the Parties have executed this Agreement on the Effective Date. TOWN OF VAIL, COLORADO ________________________________ Patty McKenny, Acting Town Manager ATTEST: ______________________________ Tammy Nagel, Town Clerk CHILDREN'S GARDEN OF LEARNING ________________________________ STATE OF COLORADO ) )ss. COUNTY OF ________________) Subscribed and sworn to before me this ____ day of ______________, 2019, by _________________ as ________________________ of Children's Garden of Learning. My Commission expires: _________________________________ Notary Public October 15, 2019 - Page 18 of 251 9 10/10/2019 \\VWS-STORAGE\DESKTOPS$\TNAGEL\DESKTOP\CHILDREN'S GARDEN LEASE-A101019.DOCX EXHIBIT A Description of Premises October 15, 2019 - Page 19 of 251 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: Resolution No. 41, S eries of 2019, A Resolution of the Vail Town Council A dopting the2108/2019 Town of Vail Civic Area Plan P RE S E NT E R(S ): Matt Gennett, Community Development Director AT TAC H ME N TS: Description Staff Memorandum Resolution No. 41, Series of 2019 Final Plan October 15, 2019 - Page 20 of 251 TO: Vail Town Council FROM: Community Development Department DATE: October 15, 2019 SUBJECT: Resolution No. 41, Series of 2019, a Resolution of the Vail Town Council Adopting the 2018/2019 Town of Vail Civic Area Plan Applicant: Town of Vail, represented by 4240 Architects and Braun Associates, Inc. Planner: Matt Gennett I. SUMMARY The applicant, Town of Vail, represented by 4240 and Braun Associates, Inc., is requesting approval Resolution No. 41, Series of 2019, a resolution adopting the 2018/2019 Civic Area Plan (the “Plan”). 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. II. BACKGROUND 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, Middle Creek Parcel, 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. October 15, 2019 - Page 21 of 251 Town of Vail Page 2 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 events center, a new and improved Dobson Ice Arena, additional community meeting and recreation spaces, the potential for 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. IV. SUMMARY OF PLAN GOALS The goals for the Civic Area Plan were defined early in the planning process and are as follows:  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. V. PLAN CHANGES During review of the Plan by Town Council and the Planning and Environmental Commission, several changes were suggested. In response to these suggestions, the following changes have been made to the Plan since last presented to the Council on October 1:  Added the date and reception number to cover  Refined the narrative on civil engineering and deleted reference to the Alpine Engineering memo in the appendix  Added the environmental report and traffic letter to appendix  Slight modifications to the traffic narrative  Added captions to illustrations where helpful  Add a bullet on water use/conservation to sustainability section  Added reference to zoning section regarding the need for a potential zone change at the municipal and charter bus lot  Added to the introduction to sustainability section regarding future studies during futures steps in planning and design October 15, 2019 - Page 22 of 251 Town of Vail Page 3  Reformatted headings in Chapter 4. Major headings include Next Steps, Funding Alternatives, Sustainability and Other Considerations (Environmental Conditions of site, zoning, parking, civil engineering and traffic.  Added clarifying language pertaining to project design and how determination of the architectural character of the Civic Area will be made in subsequent planning and design phases.  Added clarifying language to the Lionhead Parking Structure building wrap that if a building is not constructed efforts should be made to include outdoor spaces along East Lionshead Circle that will add vitality and interest to the street. VI. CRITERIA Adoption of a Master Plan The adoption of an amendment or update to a master plan needs to be in concert with the Town of Vail’s Comprehensive Master Plan. The adopted master plan shall support, strengthen, and further the development objectives of the town. To ensure consistency with these objectives, the following factors for consideration are applied. 1) How conditions have changed since the original plan was adopted; Staff finds that conditions have changed in the following manner since the adoption of the Vail Land Use Plan on November 18, 1986 and last amended on January 28, 2009: o Significant population growth in Vail and in Eagle County o Increased summer visitation o Development of regionally-oriented recreation facilities in down-valley communities o On-going redevelopment in Vail that has increased the density and intensity of use on many properties 2) How is the original plan in error? Staff does not find that the Vail Land Use Plan is in error. In order to remain relevant and consistent with the changing conditions and goals of the community, the plan needs to be updated on a consistent basis, including this type of subarea plan adoption. The adoption of the Civic Area Plan achieves the original objectives and is consistent with the purpose of the Vail Land Use Plan. The Civic Area Plan also furthers the goals of the Lionshead Redevelopment Master Plan by defining direction for what that plan referred to as the Vail Civic Center. 3) How the addition, deletion, or change to the Vail Land Use Plan is in concert with the plan in general. Staff finds that the identified purpose and goals of the Civic Area Plan are consistent with the stated goal and objectives of the original and proposed Vail Land Use Plan. October 15, 2019 - Page 23 of 251 Town of Vail Page 4 VII. PLANNING AND ENVIRONMENTAL COMMISSION RECOMMENDATION The Planning and Environmental Commission recommends that the Vail Town Council adopt the 2018/2019 Civic Area Plan with the finding that it meets the criteria for adoption of a master plan. VIII. ATTACHMENTS A. Resolution No. 41, Series of 2019 B. 2018/19 Civic Area Plan October 15, 2019 - Page 24 of 251 1 10/10/2019 S:\COMMUNITY DEVELOPMENT\BOARDS\TOWN COUNCIL\RESOLUTION NO. 41, 2019.DOCX RESOLUTION NO. 41 SERIES 2019 A RESOLUTION OF THE VAIL TOWN COUNCIL ADOPTING THE 2018/2019 TOWN OF VAIL CIVIC AREA PLAN WHEREAS, on November 18, 1986, the Vail Town Council adopted the Vail Land Use Plan, via Resolution 27, Series of 1986; WHEREAS, the 2018/19 Civic Area Plan addresses and responds to the goal statements regarding general growth and development contained in the Vail Land Use Plan; WHEREAS, the Vail Town Council identified the creation of the Civic Area Plan as a priority in its 2018-2020 Vail Town Council Action Plan and directed staff, through the Town Manager, to initiate a community engagement process as part of the establishment of the 2018/19 Civic Area Plan; WHEREAS, to foster thorough public input, the EngageVail.com platform was launched in December of 2018, and open house events and stakeholder meetings were held throughout 2018-19; WHEREAS, the 2018/2019 Town of Vail Civic Area Plan (the "Plan"), includes goal statements that the Plan achieves through the incorporation of key themes established via the community engagement process and three options for attainment of the vision for the civic area; WHEREAS, the Plan includes recommendations for implementation intended to create a revitalized, vibrant, and environmentally sustainable community center in the heart of Vail that will foster cultural and economic growth; and, WHEREAS, on October 14, 2019 the Planning and Environmental Commission forwarded to the Town Council a recommendation of approval of the Plan. NOW THEREFORE BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF VAIL, COLORADO: Section 1. Having reviewed the Plan and considered the recommendation of the Planning and Environmental Commission and Town staff, the Town Council finds as follows: a. The Plan meets the above-referenced goals and objectives. b. The Plan is consistent with the Vail Comprehensive Plan and the priorities of the Vail Town Council Action Plan. Section 2. Based on the foregoing findings, the Vail Town Council hereby adopts the 2018/2019 Civic Area Plan. October 15, 2019 - Page 25 of 251 2 10/10/2019 S:\COMMUNITY DEVELOPMENT\BOARDS\TOWN COUNCIL\RESOLUTION NO. 41, 2019.DOCX INTRODUCED, READ, APPROVED AND ADOPTED THIS 15TH DAY OF OCTOBER, 2019. ______________________________ Dave Chapin, Mayor ATTEST: ____________________________ Tammy Nagel, Town Clerk October 15, 2019 - Page 26 of 251 An Element of the Vail Comprehensive Plan Adopted on October 15th, Resolution # 41, 2019October 15, 2019 - Page 27 of 251 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 15, 2019 - Page 28 of 251 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 Sustainability Other Considerations V. APPENDIX................................................................... Preliminary Traffic Assessment Civic Area Plan Environmental Review 0202030508 Table of Contents 747583 5656616870 262630323436384052 1010111521 October 15, 2019 - Page 29 of 251 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 15, 2019 - Page 30 of 251 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 15, 2019 - Page 31 of 251 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 15, 2019 - Page 32 of 251 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 15, 2019 - Page 33 of 251 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 15, 2019 - Page 34 of 251 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 15, 2019 - Page 35 of 251 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 15, 2019 - Page 36 of 251 Introduction | 9October 15, 2019 - Page 37 of 251 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 15, 2019 - Page 38 of 251 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 15, 2019 - Page 39 of 251 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 15, 2019 - Page 40 of 251 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 15, 2019 - Page 41 of 251 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 15, 2019 - Page 42 of 251 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 15, 2019 - Page 43 of 251 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 15, 2019 - Page 44 of 251 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 15, 2019 - Page 45 of 251 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 15, 2019 - Page 46 of 251 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 15, 2019 - Page 47 of 251 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 15, 2019 - Page 48 of 251 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 15, 2019 - Page 49 of 251 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 15, 2019 - Page 50 of 251 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 15, 2019 - Page 51 of 251 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 15, 2019 - Page 52 of 251 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 15, 2019 - Page 53 of 251 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 15, 2019 - Page 54 of 251 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 15, 2019 - Page 55 of 251 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 and improvements are intended to provide inspiration and a vision for what Vail’s Civic Area can be. The primary purpose of these sketches is to demonstrate the role of plazas and public spaces that can be created between buildings. While these images convey a vision for the Civic Area, they are not intended to recommend a specific design or architectural solution. As its own activity center, architecture within the Civic Area should have its own unique identity. Whether the design of buildings is inspired by the precedents of Vail Village or Lionshead, architecture in the Civic Area should convey the sense that one is in Vail. 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 potential 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 15, 2019 - Page 56 of 251 Vail’s Civic Area | 29October 15, 2019 - Page 57 of 251 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 15, 2019 - Page 58 of 251 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 October 15, 2019 - Page 59 of 251 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 15, 2019 - Page 60 of 251 Vail’s Civic Area | 33 Lionshead Parking Structure Dobson Ice Arena Vail Public Library Middle Creek Parcel Charter Bus Lot Lot 10 October 15, 2019 - Page 61 of 251 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. October 15, 2019 - Page 62 of 251 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 Streambank restoration along Gore Creek. Outdoor program area on Library south lawn. October 15, 2019 - Page 63 of 251 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. October 15, 2019 - Page 64 of 251 Vail’s Civic Area | 37 Lot 10 and the Middle Creek Parcel Walkway along Middle Creek. Park/public open space development of Lot 10. October 15, 2019 - Page 65 of 251 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 and that adequate outdoor spaces are maintained along East Lionshead Circle. If it is determined to not construct this building, streetscape design along the Lionshead Parking Structure should include outdoor space capable of accommodating gatherings, public art or artist in residency programs, food carts or other features to add interest and animation to the street. • 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 15, 2019 - Page 66 of 251 Vail’s Civic Area | 39 Lionshead Parking Structure East Lionshead Circle streetscape enhancements. Building wrap at south side of Lionshead Parking Structure. October 15, 2019 - Page 67 of 251 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 15, 2019 - Page 68 of 251 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 15, 2019 - Page 69 of 251 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 October 15, 2019 - Page 70 of 251 Vail’s Civic Area | 43 Option #1 Charter Bus Lot/ Dobson Ice Arena Public plaza between Charter Bus Lot and Dobson Arena. Public plaza between Charter Bus Lot and Dobson Arena. October 15, 2019 - Page 71 of 251 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 October 15, 2019 - Page 72 of 251 Vail’s Civic Area | 45 Option #2 Charter Bus Lot/ Dobson Ice Arena Elevated plaza at Charter Bus Lot. October 15, 2019 - Page 73 of 251 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 October 15, 2019 - Page 74 of 251 Vail’s Civic Area | 47 Option #3 Charter Bus Lot/ Dobson Ice Arena Pedestrian corridor between Dobson Ice Arena and Vail Public Library. October 15, 2019 - Page 75 of 251 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 15, 2019 - Page 76 of 251 • 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. Vail’s Civic Area | 49October 15, 2019 - Page 77 of 251 • 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. 50 | Town of Vail Civic Area Plan October 15, 2019 - Page 78 of 251 Vail’s Civic Area | 51October 15, 2019 - Page 79 of 251 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 October 15, 2019 - Page 80 of 251 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. October 15, 2019 - Page 81 of 251 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. 54 | Town of Vail Civic Area Plan October 15, 2019 - Page 82 of 251 Vail’s Civic Area | 55October 15, 2019 - Page 83 of 251 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. October 15, 2019 - Page 84 of 251 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. October 15, 2019 - Page 85 of 251 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. October 15, 2019 - Page 86 of 251 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. October 15, 2019 - Page 87 of 251 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. October 15, 2019 - Page 88 of 251 Implementation | 61 Funding Options 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. October 15, 2019 - Page 89 of 251 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. October 15, 2019 - Page 90 of 251 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 October 15, 2019 - Page 91 of 251 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 October 15, 2019 - Page 92 of 251 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 project bond proceeds of $18.5M to $27.8M. October 15, 2019 - Page 93 of 251 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. 66 | Town of Vail Civic Area Plan October 15, 2019 - Page 94 of 251 Implementation | 67 Town Council Ranking 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 15, 2019 - Page 95 of 251 Environmental Site Conditions and Sustainability ENVIRONMENTAL SITE CONDITIONS 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. There are no environmental conditions that would preclude development within the Civic Area. 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 and become a show-case for sustainable development in a mountain resort community. The Town of Vail’s Environmental Sustainability Strategic Plan outlines six major goals. The topics addressed by these goals are listed below, along with potential initiatives specific to the Civic Area that could further each of these goals. Decisions on sustainability programs for the design, construction and operation of the Civic Area will be made during subsequent steps in the design and planning process. 68 | Town of Vail Civic Area Plan October 15, 2019 - Page 96 of 251 Implementation | 69 1. Solid Waste Stream Diversion and Recycling • Implement zero-waste programs as part of the operation and management of all facilities. • 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. Project Efficiency • Design and construct buildings for maximum energy efficiency. • Design buildings to be easily adaptable to future generations of power grids/systems. • Minimize water use with efficient indoor plumbing systems and outdoor irrigation 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 15, 2019 - Page 97 of 251 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 and Municipal Building Site 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 Other Considerations October 15, 2019 - Page 98 of 251 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 15, 2019 - Page 99 of 251 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 water, sewer, and other utility plans and the design of grading and drainage plans. Drainage will be an important consideration in the Civic Hub area given its proximity to Gore and Middle Creeks. It will be essential that drainage plans implement best management practices and implement recommendations of Restore the Gore so as to not adversely affect these water courses. Coordination with the Town’s Environmental Sustainability Department during subsequent design processes will be necessary. In order to identify any “big picture” issues with providing utility services in the Civic Area, an initial evaluation of existing water and sewer services was completed. This evaluation involved coordination with the Eagle River Water and Sanitation District and focused on existing sewer and water service capacities within the Civic Area and whether they can accommodate future water and sewer needs. This evaluation was coordinated by Alpine Engineering. Key conclusions from discussion with the District include: • Based on current information and assumptions on proposed uses, it is expected that existing water and sewer systems are adequate to serve the project. • Some portions of the sewer main located south of the Vail Public Library may be undersized. A Collection System Master Plan is slated for 2020. This study will include assumptions for development of the Civic Area. • Based on available information, the location and depth of water and sewer lines within the Civic Area are adequate, as part of detailed design these lines will need to be surveyed to confirm line locations. • Existing water and sewer lines run between the Charter Bus Lot and Dobson Ice Arena. If these lines remain in place, easements and access to these lines will need to be maintained. While it may be possible to re-located these lines, more detailed design will be necessary to determine if this is feasible. • At the time development is proposed, payment of water and sewer tap fees will be required and discussions with the District will be necessary to determine if water rights dedications will be required. October 15, 2019 - Page 100 of 251 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 provided by a shared access point with the Lionshead Parking Structure off of South Frontage Road. Extensive improvements are planned for the South Frontage Road with construction schedule for 2021. Improvements to be made to this intersection include the addition of multiple turn lanes and a new roundabout just east of this intersection proximate to the Evergreen Lodge and Vail Health. As part of the planning and design of these 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. With the construction of South Frontage Road improvements, coupled with a restriction of northbound left-out movements during peak PM travel periods, the Lionshead Parking Structure/South Frontage Road intersection will provide a substantial increase in capacity and will provide acceptable traffic operations (LOS “C” or better) for the type and intensity of new development contemplated by the Civic Area Plan. The key to providing acceptable level of service at this intersection is the new roundabout. The roundabout will allow exiting vehicles wishing to travel west on South Frontage Road to exit east and turn around at the roundabout (making it possible to restrict northbound left-out movements). 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 15, 2019 - Page 101 of 251 74 | Town of Vail Civic Area Plan APPENDIX 1. Preliminary Traffic Assessment, by Kimley Horn 2. Civic Area Plan Environmental Review, by Watershed Environmental Consultants October 15, 2019 - Page 102 of 251 Appendix | 75 October 1, 2019 Town of Vail 1309 Elkhorn Drive Vail, CO 81657 Attn: Tom Kassmel Town Engineer Public Works Department Re: Lionshead Parking Structure Access Traffic Evaluation Letter Vail, Colorado Dear Mr. Kassmel: At the request of the Town of Vail, we have reevaluated the Lionshead Parking Structure Access along South Frontage Road to provide further information on vehicle level of service operation. This analysis was conducted in association with work previously performed by Kimley-Horn and Associates, Inc. as part of the Lionshead Transit Center traffic evaluation conducted in 2010. The Lionshead Parking Structure Access intersection along South Frontage Road was recommended to be improved with an eastbound right turn deceleration lane, westbound left turn deceleration lane and an acceleration lane along eastbound South Frontage Road for free right turn exiting movements from the parking structure as part of the Transit Center project. In addition, it was recommended that a left turn acceleration/refuge lane be constructed along westbound South Frontage Road to accept northbound left turn exiting movements. This will allow a two-stage left turn for traffic exiting the parking structure. This acceleration lane along westbound South Frontage Road will allow n orthbound left turning traffic exiting the parking structure to first find a gap in eastbound traffic along the Frontage Road and then turn left into the acceleration lane to merge or wait for a gap in westbound Frontage Road traffic. Based on the previous traffic evaluation with these described proposed improvements, it was determined that the northbound left turn exiting movement from the Lionshead Parking Structure Access to westbound South Frontage Road would operate at LOS D October 15, 2019 - Page 103 of 251 76 | Town of Vail Civic Area Plan with an average vehicle delay of 27.5 seconds per vehicle during the afternoon peak hour in 2025 (original level of service table attached). Therefore, this level of service is above the desired threshold of LOS C. Given that, any future development contemplated in the Civic Area Plan that utilize this access will likely require the completion of the planned 2021 frontage road improvements which include the Vail Health Roundabout, left and right turn lanes entering the parking structure, and a free right acceleration lane exiting the parking structure (See attached). These improvements along with a restriction of NB lefts out of the parking structure, will allow the intersection to provide a substantial increase in capacity and will provide acceptable operations for the types of development contemplated in the Civic Area Plan. It will require all exi ting traffic at peak times to exit to the right (eastbound), but those vehicles intending to go westbound on the frontage road could utilize the new Vail Health roundabout just 200 yards to the east, to go westbound along the South Frontage Road. If you have any questions or require anything further, please feel free to call. Sincerely, KIMLEY-HORN AND ASSOCIATES, INC. Curtis D. Rowe, P.E., PTOE Vice President 10/01/2019 October 15, 2019 - Page 104 of 251 Appendix | 77 Lionshead Parking Structure Access & South Frontage Road 2025 Traffic - Level of Service Results # Free Movement with Eastbound Right Turn Acceleration Lane Scenario Movement AM Peak Hour PM Peak Hour Delay (sec) LOS Delay (sec) LOS Existing Intersection Configuration Eastbound Approach Westbound Approach Northbound Approach 0.0 5.9 28.0 A A D 0.0 2.6 538.4 A A F With CDOT Improvements (WB Left, EB Right, NB Left & NB Right) Eastbound Approach Eastbound Through Eastbound Right Turn Westbound Approach Westbound Left Turn Westbound Through Northbound Approach Northbound Left Northbound Right 0.0 0.0 0.0 3.0 10.2 0.0 23.7 57.2 12.2 A A A A B A C F B 0.0 0.0 0.0 1.1 9.7 0.0 117.3 288.8 26.8 A A A A A A F F D With CDOT Improvements Plus WB Left Acceleration Lane Eastbound Approach Eastbound Through Eastbound Right Turn Westbound Approach Westbound Left Turn Westbound Through Northbound Approach Northbound Left Northbound Right 0.0 0.0 0.0 3.0 10.2 0.0 14.8 22.2 12.2 A A A A B A B C B 0.0 0.0 0.0 1.1 9.7 0.0 27.0 27.5 26.8 A A A A A A D D D With Recommended Turn Lane Improvements (Plus EB Right Accel Lane) Eastbound Approach Eastbound Through Eastbound Right Turn Westbound Approach Westbound Left Turn Westbound Through Northbound Approach Northbound Left Northbound Right # 0.0 0.0 0.0 3.0 10.2 0.0 5.7 22.2 0.0 A A A A B A A C A 0.0 0.0 0.0 1.1 9.7 0.0 9.5 27.5 0.0 A A A A A A A D A October 15, 2019 - Page 105 of 251 78 | Town of Vail Civic Area Plan OverallPlan 118 West Sixth Street, Suite 200Glenwood Springs, CO 81601 970.945.1004 www.sgm-inc.com Engineer: Drawn By: Sheet Subset: Structure Numbers 18 ____ ____ Subset Sheets: No.: Code: Sheet Number: No Revisions: Revised: Void: Date Comments Init.Rev.Print Date: 5/15/19 Last Modification Date: 6/6/2017 Quality Control: DJC Drawing File Name: SGM Project No.: 2017-237.001 Graphic Scale In Feet: 1" = 100' 0 50 100 200 - - - Project No./CodeAs Constructed Autocad Ver. 2016 Scale: As Shown Units: English Overall 1 of 1 --- ---RGN AWA October 15, 2019 - Page 106 of 251 Appendix | 79 SignStripePlan 118 West Sixth Street, Suite 200Glenwood Springs, CO 81601 970.945.1004 www.sgm-inc.com Engineer: Drawn By: Sheet Subset: Structure Numbers 97 ____ ____ Subset Sheets: No.: Code: Sheet Number: No Revisions: Revised: Void: Date Comments Init.Rev.Print Date: 5/15/19 Last Modification Date: 6/6/2017 Quality Control: DJC Drawing File Name: SGM Project No.: 2017-237.001 Graphic Scale In Feet: 1" = 40' 0 20 40 80 - - - Project No./CodeAs Constructed Autocad Ver. 2016 Scale: As Shown Units: English --- --- SS 4 of 6 RGN AWA October 15, 2019 - Page 107 of 251 80 | Town of Vail Civic Area Plan SignStripePlan 118 West Sixth Street, Suite 200Glenwood Springs, CO 81601 970.945.1004 www.sgm-inc.com Engineer: Drawn By: Sheet Subset: Structure Numbers 98 ____ ____ Subset Sheets: No.: Code: Sheet Number: No Revisions: Revised: Void: Date Comments Init.Rev.Print Date: 5/15/19 Last Modification Date: 6/6/2017 Quality Control: DJC Drawing File Name: SGM Project No.: 2017-237.001 Graphic Scale In Feet: 1" = 40' 0 20 40 80 - - - Project No./CodeAs Constructed Autocad Ver. 2016 Scale: As Shown Units: English --- --- SS 4 of 6 RGN AWA October 15, 2019 - Page 108 of 251 Appendix | 81 SignStripePlan 118 West Sixth Street, Suite 200Glenwood Springs, CO 81601 970.945.1004 www.sgm-inc.com Engineer: Drawn By: Sheet Subset: Structure Numbers 99 ____ ____ Subset Sheets: No.: Code: Sheet Number: No Revisions: Revised: Void: Date Comments Init.Rev.Print Date: 5/15/19 Last Modification Date: 6/6/2017 Quality Control: DJC Drawing File Name: SGM Project No.: 2017-237.001 Graphic Scale In Feet: 1" = 40' 0 20 40 80 - - - Project No./CodeAs Constructed Autocad Ver. 2016 Scale: As Shown Units: English --- --- SS 5 of 6 RGN AWA October 15, 2019 - Page 109 of 251 82 | Town of Vail Civic Area Plan SignStripePlan 118 West Sixth Street, Suite 200Glenwood Springs, CO 81601 970.945.1004 www.sgm-inc.com Engineer: Drawn By: Sheet Subset: Structure Numbers 100 ____ ____ Subset Sheets: No.: Code: Sheet Number: No Revisions: Revised: Void: Date Comments Init.Rev.Print Date: 5/15/19 Last Modification Date: 6/6/2017 Quality Control: DJC Drawing File Name: SGM Project No.: 2017-237.001 Graphic Scale In Feet: 1" = 40' 0 20 40 80 - - - Project No./CodeAs Constructed Autocad Ver. 2016 Scale: As Shown Units: English SS 6 of 6 --- ---RGN AWA October 15, 2019 - Page 110 of 251 Appendix | 83 Civic Area Plan Environmental Review Town of Vail, Colorado January 18, 2019 www.landplanco.com Civic Area Plan Environmental Review Town of Vail, Colorado TABLE OF CONTENTS Section Page I. Project Introduction 1 II. Hydrologic 3 Surface Water & Assessment 3 Groundwater & Assessment 5 Floodplains, Wetlands and Riparian Areas & Assessment 6 III. Atmospheric & Assessment 8 IV. Geologic & Assessment 10 V.Biotic 11 Wildlife & Assessment 11 Vegetation & Assessment 13 VI. Waste, Noise and Odors 16 VII. Visual 16 VIII. Land Use 17 IX. Circulation and Transportation 18 X. Population 18 XI. References 19 LIST OF TABLES Table Page 1. Properties included within the project site 1 2. Emission estimates for Eagle County 9 3. List of Sensitive, Rare and Imperiled Species Potentially Occurring near the Project Site 12 4. Noxious Weed Property Assessment Results 14 LIST OF FIGURES Figure Page 1. Project site vicinity map 1 2. Middle Creek confluence with Gore Creek, directly below project siite and Vail Library 3 3. Impervous areas (purple and black) within the project site 4 4. Federal Emergency Management Agency (FEMA) mapped 100-year floodplain 7 5. Civic Area Plan site, looking south along Middle Creek towards Dobson Arena.17 October 15, 2019 - Page 111 of 251 Civic Area Plan, Environmental Review Page 1 of 20 January 18, 2019 I. Project Introduction: The project site includes nine parcels, which total approximately 12.133 acres of land within the Town of Vail. The improvements associated with the site include the Lionshead parking structure, East Lionshead Circle, Dobson Ice Arena, Vail Public Library, the Municipal Complex and adjacent areas. The project site or study area is identified in Figure 1. Table 1 lists the properties comprising the project site.   Figure 1. Project site vicinity map Table 1. Properties included within the project site Parcel No. Size (acres) Identifying feature 210106407003 0.03 East Lionshead Circle road around parking structure 210106407012 5.229 Lionshead parking structure 210106407004 0.730 Northeast of Lionshead parking structure 210106407005 2.710 Dobson Arena and Vail Library 210107101022 0.358 Middle Creek near confluence with Gore Creek, east of Dobson Arena 210106407009 0.463 West Meadow Drive, footpath and medical center parking 210106407006 0.559 Middle Creek from culvert under Frontage Road, downstream to northern boundary ERWSD property 210106400004 0.134 Western municipal building 210106400003 1.920 Eastern municipal building Total 12.133 ac   Civic Area Plan, Environmental Review Page 2 of 20 January 18, 2019 The Town is engaged in a master plan process, the Civic Area Plan (Plan), for the project site. The purpose of this Environmental Review is to inform the planning process. Following is a background summary of environmental resources and a general assessment of existing conditions. The assessment identifies opportunities, constraints and considerations associated with the natural resource.   The project site is generally oriented on a south-facing slope, situated south of Interstate-70 and north of Gore Creek at an elevation of approximately 8,160 feet above sea level. South Frontage Road borders the project site to the south of the municipal complex and to the north of Lionshead parking structure. The majority of the site is developed with structural improvements described above, including roadways, paved and unpaved footpaths and parking. Open areas of the site are mostly along the bed and both banks of Middle Creek. Additional open space and landscaping occur along the footpaths and areas adjacent to the structures. Climatic data was obtained at station VAIL, COLORADO - 058575, located at 8,220 feet above sea level, 39°38’ latitude and 106°22’ longitude. This station is northeast of the project site. The recorded mean annual precipitation is 22.4 inches and the mean annual temperature is 37.8°F, both values were averaged over 27 years of record (Western Regional Climate Center, 2018). Precipitation is relatively evenly distributed throughout the year, with slightly higher amounts occurring in April, July, and September. A site visit was conducted on January 9, 2019, snow cover somewhat limited observation. Natural resources were generally characterized on the project site. A literature review was conducted to assist in characterizing the natural resources of the area. Numerous data sources were consulted including but not limited to: • CDPHE, Water Quality Control Commission (WQCC). • Colorado Department of Natural Resources (CDNR). • Town of Vail, Eagle River Flood Hazard Area Delineation. • Colorado Department of Public Health and Environment (CDPHE), Air Pollution Control Division (APCD). • U.S. Geologic Survey, Scientific Investigations Reports. • Colorado Parks and Wildlife (CPW) Natural Diversity Information Source (NDIS) maps. • U.S. Fish and Wildlife Service (USFWS). • Colorado Natural Heritage Program (CNHP). 84 | Town of Vail Civic Area Plan October 15, 2019 - Page 112 of 251   Civic Area Plan, Environmental Review Page 3 of 20 January 18, 2019 II. Hydrologic: Surface Water Middle Creek is the primary surface water feature on the project site. The Creek originates around 10,000 feet within the Gore Range and flows southwest for approximately 3.3 miles to its confluence with Gore Creek. Middle Creek enters the project site where a culvert daylights south of Interstate-70 and South Frontage Road. The Creek flows south through the site for about 390 feet, continues for about 220 feet on the neighboring Eagle River Water and Sanitation District (ERWSD) property, and reenters the site for another 180 feet near its confluence with Gore Creek. The total length of Middle Creek on the project site is about 570 feet or 0.1 miles within two segments. Figure 2. Middle Creek confluence with Gore Creek, directly below project siite and Vail Library Hydrologic records for Middle Creek from the U.S. Geological Survey (USGS) are not available. The hydrology of Middle Creek is dominated by the annual cycle of snowmelt runoff. Peak streamflow resulting from snowmelt occurs in May, June, or July each year, followed by lowest flows throughout the fall and winter months. The watercourse is somewhat incised, steep and includes numerous overflow channels within a relatively limited floodplain.   Civic Area Plan, Environmental Review Page 4 of 20 January 18, 2019 One storm water drain flowing directly to Middle Creek was observed within the project site, on the left bank behind the Vail Library. This storm water drain was noted during the site visit, others might exist. A utility pipe crossing Middle Creek occurs near the same area. The top of the pipe is exposed along the creek bed. Surface Water Assessment The majority of the site includes impervious surfaces such as structures, roads, parking lots and paved footpaths. Pollutants can accumulate on these impervious surfaces and transport as runoff during snowmelt or intense rain events. The pollutants can flow to Middle and Gore Creeks as overland flow or through stormwater drainage. The pollutants might include nutrients, deicing salts, sediment, dissolved metals, or herbicides and pesticides, which negatively affect water quality. Figure 3. Impervous areas (purple and black) within the project site (Town of Vail). Ecosystem health, including improving water quality is a priority of the Town. The Town has comprehensive plans to address the causes of water quality degradation including the Environmental Sustainability Strategic Plan and the Gore Creek Strategic Action Plan (GCSAP). The plans provide an extensive list of strategic actions for implementation within the Gore Creek watershed in order to improve water quality. Strategic actions include: • Education and Outreach, • Best Management Practices, 2 Drainage from Impervious Surfaces The effects of land use practices are multiplied by the amount of impervious surface coverage in the watershed, and the location of particular activities relative to Gore Creek or connected stormwater infrastructure. Increases in the amount of hardened, impervious surfaces such as roofs, roads, parking lots, and pedestrian walkways are one of the most visible impacts of urbanization. Pollutant deposition on these surfaces results from vehicle traffic, airborne deposition, building maintenance, road maintenance, and many of the other activities described above. Due to low surface roughness characteristics and a lack of infiltration, snow melt and intense precipitation events intercepted by impervious surfaces rapidly mobilize accumulated pollutants, moving them towards Gore Creek and its tributaries. Transport of the generated runoff to rivers and streams occurs via the town’s stormwater drainage infrastructure or as sheet flow across the land surface. Both pathways are capable of delivering water loaded with excessive sediment, nutrients, hydrocarbons, dissolved metals, detergents, bacteria pathogens, and complex organics like pesticides and herbicides directly to receiving waters (3). Figure 1-1. Impervious areas (indicated in purple) in many parts of Vail are well connected and occur in close proximity to Gore Creek and its tributaries. Appendix | 85October 15, 2019 - Page 113 of 251   Civic Area Plan, Environmental Review Page 5 of 20 January 18, 2019 • Rules and Regulations, • Data Collection and Research, • Site Specific Projects. Potential site-specific improvements to the streamside habitat might include: • Maintain or improve vegetated buffers along Middle and Gore Creek. • Locate snow storage for existing parking lots and paved footpaths away from Middle Creek. • Maintain existing stormwater controls. • Locate stormwater infrastructure and investigate potential for improvements. • Restore the function of the streamside environments along portions of Middle Creek. The Town’s implementation of the strategic actions and continued commitment to current initiatives for improving water quality is critical, and should be part this Plan effort. Groundwater Regional groundwater supply flows through unconsolidated alluvium and is tributary to the surface waters of Middle and Gore Creek. The predominant groundwater flow direction is southwestward, but varies by local surface topographic influences. A site-specific examination of subsurface conditions has not been performed as part of this study. The project site overlies the Eagle River watershed valley-fill aquifer (ERWVFA). The ERWVFA is documented by the USGS as having a high tendency for groundwater contamination (Rupert et al., 2009). Because the project site is near a groundwater recharge area, the groundwater of the site is classified as groundwater that was recharged by infiltration of surface water, also considered young water. Young water that was recently recharged has a high probability of contamination of anthropogenic (caused or produced by humans) compounds that are released into the environment. Data from groundwater-sampling sites (#9 and #10) established for use in the cited study were reviewed. Site #9 is located approximately 0.8 miles southeast of the project site and Site #10 is located approximately 0.25 miles southwest of the project site. Both sites are representative of subsurface conditions of the site. The depth to the water table at Site #9 is 13.08 feet and at Site #10 is 27.12 feet below the land surface. Probability mapping based upon the groundwater samples identified a high probability of detecting elevated   Civic Area Plan, Environmental Review Page 6 of 20 January 18, 2019 volatile organic compounds (VOC) concentrations. Probability mapping indicated that the areas near the project site have a high probability of groundwater contamination if a spill should occur. Groundwater Assessment Based upon probability mapping of the regional groundwater study, the area near the project site has a high probability of groundwater contamination if a spill should occur. Volatile organic compound (VOC) contamination of groundwater is a concern. Factors commonly associated with VOC contamination include septic systems, urban land use, proximity to hazardous waste sites, and gasoline storage and release sites. If a spill were to occur on the land surface or into the local surface water, contaminants could be transported to the groundwater through the same pathways as the young groundwater recharge uses. Pollution prevention is essential to minimize risk of groundwater contamination. Any land use activities having the potential to release a spill should develop a site-specific pollution prevention plan. The Plan should specify Best Management Practices (BMP’s) such as, creating containment areas, restricting use of herbicides and pesticides, minimizing surface runoff, or improving vegetated buffers along waterways. Floodplains, Wetlands and Riparian Areas Floodplains The project site is situated upon the valley floor of Middle Creek and the Gore Creek corridor. Areas of the project site are included within the mapped floodplain, Zone AE associated with Middle Creek. The mapped Zone AE are areas that have a 1% probability of flooding every year; or, known as the 100-year floodplain. Areas within the mapped Zone AE or 100-year floodplain are considered to be at high risk of flooding. No structures occur within the mapped 100- year floodplain. Physical improvements within the mapped floodplain are limited to stream crossings and trails. 86 | Town of Vail Civic Area Plan October 15, 2019 - Page 114 of 251   Civic Area Plan, Environmental Review Page 7 of 20 January 18, 2019 Figure 4. Federal Emergency Management Agency (FEMA) mapped 100-year floodplain. The Vail 2010 Flood Assessment (River Restoration.org, 2011) evaluated flood impacts from a significant flood event that occurred within the Town in June of 2010. Middle Creek experienced flooding, but not as significant channel scouring occurred as compared to other south aspect tributaries (Booth Creek, Pitkin Creek and Bighorn Creek) to Gore Creek. According to the assessment, this is likely due to the slightly lower elevations of the upper basin of Middle Creek. Localized bank erosion, clogged culverts, trampled understory and a narrow riparian zone were described in the Flood Assessment. Site- specific measures have been implemented by the Town to mitigate habitat conditions. Wetlands and Riparian Areas Riparian wetlands exist adjacent to the aquatic habitat of Middle Creek. The riparian wetlands occur as a narrow band along both banks. A spring-fed wetland exists south of the Vail Library. The wetland is adjacent to the riparian area of Gore Creek. A bridge for the pedestrian path spans this wetland. A wetland delineation identifying the exact boundary of the wetland resources was not conducted as part of this review. Any future impacts to areas adjacent to the Creeks should be reviewed for compliance with the Clean Water Act (CWA). A narrow riparian area exists adjacent to Middle and Gore Creeks. Trees and large shrubs such as narrowleaf cottonwood, willow, alder, serviceberry, wild rose and pine characterize the riparian area. An N Dobson Arena Lionshead Parking Structure Vail Valley Medical Center Vail Library FEMA mapped Zone AE or 100-year floodplain FEMA mapped Zone AE or 100-year floodplainMiddleCreekG o r e C r e e k   Civic Area Plan, Environmental Review Page 8 of 20 January 18, 2019 understory of grasses and forbs is evident, however species identification was difficult due to snow cover. Several encroachments within the riparian area exist. These include parking lots, paved footpaths adjacent to and across the creek, landscaping and snow storage. The riparian area is limited to the approximate edge of the 30-foot stream setback from Middle Creek. Floodplains, Wetlands and Riparian Areas Assessment Existing development adjacent to the lower reach of Middle Creek has limited the natural capacity of the creek to migrate. As a result, more sediment supply from the upstream canyon is delivered to the main channel of Gore Creek (Flood Assessment, 2011). Sediment and debris being transported through Middle Creek can accumulate over time and clog stream crossings or damage banks. Additionally, the area along the lower reach of Middle Creek includes parking lots, paved footpaths and public spaces. Trampling of stream banks and vegetated understory can be a problem in high pedestrian traffic areas such as behind the Vail Library and Dobson Arena. Constraints on setbacks to private parking lots have left minimal treatment area for snow plowing, with snow pushed to the top of the streambank on several properties. A robust riparian corridor is critical to the health of Middle and Gore Creeks. Protection of areas within the stream setback and active management of the channel and riparian areas is recommended whatever future redevelopment plans are considered. Periodic monitoring and channel maintenance may need to be performed such as, removal of sediments at culverts, removal of log debris jams, streambank stabilization, protection of utility installations and revegetation. Any proposed development within the project area should design drainage to incorporate stormwater improvements where possible. BMP’s such as those prioritized by the GCSAP should be implemented by any future development studied by this Plan, as applicable. Continued application of BMP’s for an improved riparian corridor is encouraged. III. Atmospheric: The Environmental Protection Agency (EPA), and the Air Pollution Control Division (APCD), Colorado Department of Public Health and Environment (CDPHE) has established air quality standards and regulations to protect public heath and the environment of the State. The National Ambient Air Quality Standards (NAAQS) include standards for six principal pollutants, Appendix | 87October 15, 2019 - Page 115 of 251   Civic Area Plan, Environmental Review Page 9 of 20 January 18, 2019 which are called “criteria pollutants”. The six criteria pollutants include Carbon Monoxide (CO), Lead (Pb), Nitrogen Dioxide (NO2), Ozone (O3), Particle Matter (PM) or particle pollution, and Sulfur Dioxide (SO2). The project site is located in the ‘Central Mountains’ region for State Air Quality Planning purposes. The EPA and APCD classifies areas that violate the NAAQS for one or more of the criteria pollutants as non-attainment areas or areas where ambient air concentrations of any designated pollutants are less than that specified in the NAAQS. According to the most recent Criteria Pollutant Area Summary Report, Eagle County is not classified or included in any non-attainment areas (APCD and EPA, 2018). The project site is in an attainment area for all NAAQS. The Air Pollutant Emissions Inventory for Eagle County was reviewed (APCD, 2018). Emissions of air pollutants in Eagle County, reported in Tons per Year (TPY), were estimated, Table 2. The major sources of air pollutant emissions are from vehicles, wood burning, railroad, road dust and construction. Table 2. Emission estimates for Eagle County (APCD, 2018)  Total  Carbon   Monoxide   Total   Nitrogen   Oxides   Total  Sulfur   Oxides   Total   Particulate   Matter   Total  Volatile   Organics   Total   Benzene   Tons   Per   Year   (TPY)   17,865  2,630  27  2,803  2,386  64   Source  Vehicles           63%   Non-­‐Road     18%   Woodburning   13%   Other                         6%     Vehicles   55%   Railroad   19%   Non-­‐Road   15%   Other   11%     Point  Source   33%   Woodburning   25%   Vehicles       17%   Railroad       19%   Other                     6%   Road  dust   62%   Construction   13%   Woodburning   16%   Other                         9%     Vehicles       41%   Woodburning   26%   Non-­‐Road   16%   Other               17%     Woodburning   41%   Vehicles       41%   Non-­‐Road   18%     No Air Quality Index (AQI) monitoring sites exist in the vicinity of the project area. The nearest AQI monitoring stations include two sites in Aspen, approximately thirty-nine miles straight-line distance southwest of the project site. Records received on December 21, 2018 indicate a “good” AQI for particle pollution (PM2.5, PM10) and Ozone (O3).   Civic Area Plan, Environmental Review Page 10 of 20 January 18, 2019 Atmospheric Assessment The areas around Vail remain in attainment of all air quality standards. However, increase in natural gas combustion associated with population and visitor growth can cause an increase in emissions, especially Carbon Monoxide and PM10. For over twenty years, the Town has made efforts to improve air quality by prohibiting the construction of wood burning fireplaces and incentivizing the conversion to cleaner fireplaces. Additionally, BMP’s, which minimize dust and equipment exhaust generated during construction, have been employed. Further efforts to minimize vehicular traffic will help to maintain good air quality. Emissions monitoring may be useful information for the Town; however, monitoring is often prohibitively expensive. If site conditions are anticipated to change dramatically, an air quality model could be employed to estimate the impacts of various development scenarios on air quality of the project area. The CDPHE regulates and permits numerous activities such as, land clearing, use of an incinerator, certain gaseous and oil-fired appliances, and open burning. The Town should consult with the CDPHE if any of these activities may take place. IV. Geologic: Much of the Town of Vail includes bedrock, which consists of poorly exposed Minturn Formation, which originated during the Pennsylvanian period 290 to 330 million years ago. The formation consists of beds of sandstone, siltstone, shale, conglomerate, limestone, and dolomite. Numerous landslides, some of which are still active, cover the bedrock. Deposition of younger sediment formations above the Minturn Formation continued more recently, approximately 66 to 290 million years ago. Then, a period of uplifting began along old fault lines of the area. The Gore Range Uplift to the north and the Sawatch Range Uplift to the southwest developed. Associated with the period of uplift was intense erosion. Seismic considerations near the project site include the existing, old fault lines; Spraddle Creek fault zone, the Gore Creek fault zone and a series of synclines. These types of fault zones are typical conditions for mountainous areas in central Colorado. Historic accounts of earthquake activity in the Vail area exist. The Town has produced Official geologic hazard maps including: the Avalanche Hazard Map, the Debris Flow Hazard Map and the Rockfall 88 | Town of Vail Civic Area Plan October 15, 2019 - Page 116 of 251   Civic Area Plan, Environmental Review Page 11 of 20 January 18, 2019 Hazard Map. The project site was not included within any of the mapped hazard areas for avalanche, debris flow or rockfall. According to the U.S. Forest Service, the area near Vail includes limited mineral resources with low development potential. The possibility of economic deposits of metalliferous ores (metal) is remote and deposits of any aggregate, sand or gravel is limited. Limestone deposits are also limited in economic potential. Geologic Assessment The processes of erosion and deposition are very active in the region. These geologic processes and others continue to affect the landforms of the area. Detailed geologic site assessments are necessary during the preliminary planning stages of any development proposal within the project site. Site- specific geologic studies may provide recommendations to mitigate potential geologic hazards. V. Biotic: Wildlife The region around the project site is home to many large game wildlife species. Some of the wildlife with greatest implication includes American elk (Cervus elaphus), mule deer (Odocoileus hemionus), black bear (Ursus americanus), mountain lion (Felis concolor), moose (Alces alces), and river otter (Lontra canadensis). The habitat of greatest wildlife value on the project site includes the aquatic and riparian areas of Middle and Gore Creek. The aquatic habitat includes the wetted area of the creeks. The riparian areas are limited to approximately the width of the stream setbacks, 30 feet from Middle Creek and 50 feet from Gore Creek. The riparian areas include wildlife habitat for most wildlife species. The majority of the project site includes developed land with high intensity human activity, diminishing potential wildlife value. Aside from the riparian areas, limited forage and protection is available to wildlife on the project site. Many culverts can present obstacles to north–south movements, particularly under Interstate 70 to the project site. Nesting sites for migratory birds could occur in large trees near the creeks although none were identified during the site visit. The intensity of proximate activity does not afford high value for nesting. Threatened, Endangered and Sensitive Wildlife The following agencies, Colorado Parks and Wildlife (CPW), U.S. Fish and   Civic Area Plan, Environmental Review Page 12 of 20 January 18, 2019 Wildlife Service (USFWS), U.S. Forest Service (USFS), and the Colorado Natural Heritage Program (CNHP) track threatened, endangered, sensitive, rare and imperiled wildlife species and utilization. Existing data from these agencies was reviewed in order to determine the potential threatened, endangered, sensitive, rare and imperiled wildlife species utilization of the project site. Thirty-five species of special concern are identified as having potential distributions in the vicinity of the project site. This list was narrowed to a total of 18 species that have been identified as having the potential of occurring on or near the project site. The following table lists the identified species. Table 3. List of Sensitive, Rare and Imperiled Species Potentially Occurring near the Project Site Scientific Name Name MAMMALS Corynorhinus townsendii pallescens Townsend's big-eared bat Euderma maculatum spotted bat Gulo gulo Wolverine Lontra canadensis River otter Lynx Canadensis Canada lynx BIRDS Accipiter gentilis northern goshawk Aegolius funereus boreal owl Amphispiza belli sage sparrow Asio flammeus short-eared owl Bucephala islandica Barrrow’s goldeneye Centrocercus urophasianus greater sage grouse Cypseloides niger black swift Falco peregrinus anatum American peregrine falcon Grus canadensis tabida greater sandhill crane Haliaeetus leucocephalus bald eagle Plegadis chihi white-faced ibis AMPHIBIANS Bufo boreas boreas boreal toad Lithobates pipiens northern leopard frog Most of the wildlife species identified in table above have habitat requirements that are not found on or near the project site. Four of the listed animal species could potentially be present near the project site, these include: river otter, black swift, American peregrine falcon, and bald eagle. These species and others may pass-through or utilize the area for some function during their life cycle. However, all of the identified wildlife species are likely to find limited usable habitat on the project site and are not favorable toward areas of high human activity such as the Appendix | 89October 15, 2019 - Page 117 of 251   Civic Area Plan, Environmental Review Page 13 of 20 January 18, 2019 project site. Wildlife Impacts Assessment The aquatic and riparian areas adjacent to Middle and Gore Creek provide the richest wildlife habitat on the project site. These areas include several pedestrian crossings and access points. Protection or enhancement of the riparian habitat should be prioritized. Aside from the riparian areas, the project site supports limited wildlife habitat and utilization due to the developed area and intensity of human activity. However, wildlife residing in nearby areas utilize and cross the project site at times. The potential for human-wildlife conflict is a concern within the Town. As a result, the Town has wildlife protection measures, which require the use of wildlife-proof refuse containers, define appropriate refuse disposal, prohibit feeding wildlife and provides penalty assessment and enforcement. Additional guidelines to lessen the potential for wildlife-human conflict may include: • Feed pets indoors or in a fully enclosed run only. • Bear-resistant techniques should be employed if composting food waste. • Hummingbird feeders should be located off the ground, inaccessible to bears. • Barbeque grills, if outdoor, should be cleaned of food waste. • On a construction site, food waste and construction waste should not be intermingled in the same debris box. • Cats, small dogs and small children should be confined or personally supervised. • Deer-hardy plant materials should be used in landscaping to resist damage. Any development proposal within the project site should minimize obstruction to wildlife movement along or through the area. No large barriers such as fences or retaining walls should be created in a way to disrupt wildlife movement. Vegetation The majority of the project site includes impervious surfaces from improvements including the parking structure, Dobson Arena, the Vail Library, two municipal buildings, roads, and paved footpaths. Small areas of vegetation exist between the structures as lawn, landscape and stormwater detention areas. Numerous large trees exist throughout the site.   Civic Area Plan, Environmental Review Page 14 of 20 January 18, 2019 A narrow riparian area exists adjacent to Middle and Gore Creeks. Trees and large shrubs with an understory of grasses and forbs characterize the riparian area. The limits of riparian area exist at the edge of development. Several encroachments exist, including parking lots, paved footpaths adjacent to and across the creek, landscaping and snow storage. Over the last three years, the Town performed a noxious weed evaluation. Limited observations of Canada thistle were noted on the two Middle Creek properties in 2016 and 2017. However, observations made in 2018 noted no weeds present. Additionally, limited numbers of Canada thistle and Oxeye daisy plants were observed near the Lionshead parking structure. The following table summarizes observations from the Town’s noxious weed monitoring effort on properties within the project site. Table 4. Noxious Weed Property Assessment Results Parcel No. Identifying feature Noxious Weed Evaluation 210106407003 East Lionshead Circle road Did Not Evaluate 210106407012 Lionshead parking structure Evaluated 2018, Weeds Present: • Canada Thistle < 10 plants • Oxeye Daisy < 10 plants 210106407004 Northeast of Lionshead parking structure Did Not Evaluate 210106407005 Dobson Arena and Vail Library Evaluated 2016, No Weeds Present Evaluated 2017, No Weeds Present 210107101022 Middle Creek near confluence with Gore Creek, east of Dobson Arena Evaluated 2016, Weeds Present: • Canada Thistle 10 plants to 10% of parcel area Evaluated 2017, No Weeds Present Evaluated 2018, No Weeds Present 210106407009 West Meadow Drive footpath and medical center parking 210106407006 Middle Creek from culvert under Frontage Road, downstream to northern boundary ERWSD property Evaluated 2016, Weeds Present: • Canada Thistle 10 plants to 10% of parcel area Evaluated 2017, Weeds Present: • Canada Thistle 10 plants to 10% of parcel area Evaluated 2018, No Weeds Present 210106400004 Western municipal building Evaluated 2016, No Weeds Present Evaluated 2017, No Weeds Present Evaluated 2018, No Weeds Present 210106400003 Eastern municipal building Evaluated 2016, No Weeds Present Evaluated 2017, No Weeds Present Evaluated 2018, No Weeds Present 90 | Town of Vail Civic Area Plan October 15, 2019 - Page 118 of 251   Civic Area Plan, Environmental Review Page 15 of 20 January 18, 2019 Threatened, Endangered and Sensitive Vegetation The USFWS has identified two federally listed threatened plant species as potentially occurring in Eagle County, the Ute ladies’ tresses orchid (Spiranthes diluvialis) and Penland alpine fen mustard (Eutrema penlandii). Potential suitable habitat for Ute ladies’ tresses orchid includes wide floodplains with associated wetlands. The project site does not contain suitable habitat for Ute ladies’ tresses orchid. Potential suitable habitat for Penland alpine fen mustard includes alpine environments centered near the Mosquito Range. The project site does not contain suitable habitat for Penland alpine fen mustard. The CNHP has documented 14 priority species of plants to occur within Eagle County. None of the identified priority species are federally recognized under the Endangered Species Act (ESA). All of the 14 priority plant species have habitat requirements, which are not found within the project site. No site-specific evaluation for potential suitable habitat of tracked species was employed for this study. Vegetation Assessment The majority of the site includes impervious area. The limited areas of landscaping, trees, and riparian areas serve valuable ecological functions. It is recommended that the total vegetated area of the site not be diminished. Protection or enhancement of riparian areas is recommended. Enhancements might include: • Create snow storage away from the riparian, stormwater and aquatic resources. • Reduce the amount of impervious surface within the riparian area. • Limit pedestrian access within the riparian area to minimize trampling of vegetation and compaction of soils. Other recommended BMP’s for vegetation include, but are not limited to: • Minimize site disturbance. • Avoid impacting mature trees. • Reseed or replant Town recommended landscape material at the earliest practical time after any disturbance. • Refrain from using herbicide and pesticide in proximity to any water bodies or stormwater facilities. • Install and maintain erosion control measures during and after any site disturbance. • Monitor and maintain vegetation.   Civic Area Plan, Environmental Review Page 16 of 20 January 18, 2019 VI. Wastes, Noise and Odors: No specific analysis for wastes, noise and odors was conducted, however, the Town of Vail has specific waste reduction challenges that it continues to address though several initiatives. The Town manages an extensive free recycling program in Vail and requires all special events to incorporate recycling in their event planning. The Town coordinates with Eagle County Landfill and waste haulers in materials recovery and curbside free recycling, hazardous waste management and special events to recycle electronic equipment. A stated goal of the Town is to reduce the amount of Town of Vail landfill contributions by 25% by 2019 (Environmental Sustainability Strategic Plan, 2009). The Vail Civic Area Plan project is not anticipated to generate significant adverse effects from solid or liquid wastes or from objectionable/noxious odors. Temporary noise impacts to existing residences surrounding the project site will include construction traffic and construction should redevelopment of public buildings occur as a result of the planning effort. It is anticipated that noise emissions associated with construction activity may have the potential to produce short-term effects. VII. Visual: The site is at the western gateway to the Town of Vail and visible from adjacent public ways. The Lionshead parking structure is highly visible, however screened by landscaping. Auto access to the study area is visible from the frontage road and Interstate 70. The project is visible from many public points of view, including Interstate 70 and the South Frontage Road. Areas lower on the project site along Middle Creek (Vail Library, Dobson Arena) are less visible due to the difference in elevation and mature vegetation adjacent to Middle Creek. Appendix | 91October 15, 2019 - Page 119 of 251   Civic Area Plan, Environmental Review Page 17 of 20 January 18, 2019 Figure 5. Civic Area Plan site, looking south along Middle Creek towards Dobson Arena. The project is in the Town core and not located on any ridgeline or unique geographic feature. In the immediate area, the greatest visual impact will be from redevelopment of those portions of the study area closest to the interstate (Town Hall, Parking Structure, Middle Creek). Mature tree cover of Middle Creek provides a visual break from the built environment. Mitigation of visual impacts associated with any civic redevelopment can be achieved numerous ways, such as through architecture, massing, roof forms and landscaping. VIII. Land Use: The proposed Vail Civic Area Plan will study how the Town can best use lands in the defined study area to meet community needs and goals. With few exceptions along Middle Creek, the Town study area is fully developed and located in the Town core providing essential services (municipal government, recreation and parking uses). Potential impacts to land uses in the study area are considered minimal since the properties are currently accessible, serviced by public utilities, and fully developed. Any proposed redevelopment or intensification of   Civic Area Plan, Environmental Review Page 18 of 20 January 18, 2019 land uses to serve municipal purposes is not anticipated to significantly alter existing land use patterns. IX. Circulation and Transportation: Circulation through the study area is primarily from the South Frontage Road (West), East Lionshead Circle and West Meadow Drive. The Lionshead parking structure contains approximately 1,000 parking spaces that serve commercial and municipal uses (including Dobson Arena and the Vail Library). The parking structure includes a transportation center that has local and regional bus transfers, and Vail offers free transit services for both In Town and Outlying areas such as Sandstone and the golf course neighborhoods. There is a convenient sidewalk and trail system in the study area directly connecting existing areas of the Civic Plan; the exception being the Municipal/Government offices on the north side of South Frontage Road, which must be crossed at designated crosswalks that do not directly adjoin the Vail Library, parking structure or Dobson Arena. X. Population: The project site is within the core of Town. The Town of Vail population estimate is 5,483 with 6,938 total housing units with 1,409 owner-occupied, 1,429 renter occupied and occupancy of 40.91%. The Town of Vail winter occupancy in the 2015/16 season was estimated at 58% on average. Summer occupancy was estimated at 30% (Destimetrics LLC, 2016). 92 | Town of Vail Civic Area Plan October 15, 2019 - Page 120 of 251   Civic Area Plan, Environmental Review Page 19 of 20 January 18, 2019 XI. References: Colorado Department of Natural Resources, Division of Water Resources. 2018. http://water.state.co.us/Home/Pages/default.aspx Colorado Geological Survey 2018. http://coloradogeologicalsurvey.org/ Colorado Parks and Wildlife (CDOW) 2018. Threatened and Endangered Species List. http://wildlife.state.co.us/WildlifeSpecies/SpeciesOfConcern/ThreatenedE ndangeredList/LisOfThreatenedAndEndangeredSpecies.htm. DestiMetrics, LLC. 2016. Town of Vail Summer 2016 Economic Indicators Summary. Eagle County and The Eagle River Watershed Council. 2013. Eagle River Watershed Plan. Kingery, H., editor 1998. Colorado Breeding Bird Atlas. Colorado Bird Atlas Partnership and CPW. Denver, CO. Lotic Hydrological, LLC, Land Planning Collaborative/Watershed Environmental Consultants, Inc. and Alpine Engineering, Inc. 2016. Gore Creek Strategic Action plan. Natural Diversity Information Source. 2018. http://ndis.nrel.colostate.edu/index.html. Reed, B.R. 1988. National List of plant Species that occur in wetlands; Colorado. U.S. Fish and Wildlife Service. St. Petersburg, FL. River Restoration.org. January 27, 2011. Vail 2010 Flood Assessment. Rupert, M.G., and Plummer, L.N. 2009. Boundary of the Eagle River watershed valley-fill aquifer, Eagle County, North-Central Colorado, 2006 – 2007: U.S. Geological Survey Data Series 458, online only. Rupert, M.G., and Plummer, L.N. 2009. Groundwater quality, age, and probability of contamination, Eagle River watershed valley-fill aquifer, North-Central Colorado, 2006 – 2007: U.S. Geological Survey Scientific Investigations Report 2009-5082, 59p. Stubbendieck, J., Hatch, S.L., Butterfield, C.H. 1997. North American Range Plants, Fifth Edition. The University of Nebraska Press, Lincoln, Nebraska. U.S. Environmental Protection Agency. 2018. http://www.epa.gov/air/index.html U.S. Fish and Wildlife Service (USFWS). 2018. Colorado Field Office County List. http://www.fws.gov/mountain- prairie/endspp/countylists/colorado.pdf USDA, NRCS 2018. The PLANTS Database (http://plants.usda.gov/plants). National Plants Data Center, Baton Rouge, Louisiana 70874-4490 USA.   Civic Area Plan, Environmental Review Page 20 of 20 January 18, 2019 USDA, USGS 2017. Surface Water data for USA: Monthly Streamflow Statistics (http://waterdata.usgs.gov/nwis/monthly). Reston, VA 20192. Western Regional Climate Center 2018. (www.wrcc.dri.edu). 2215 Raggio Parkway Reno, Nevada 89512. Appendix | 93October 15, 2019 - Page 121 of 251 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, S econd Reading, an 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 2nd Reading October 15, 2019 - Page 122 of 251 2020 PROPOSED BUDGET 2nd Reading October 15, 2019 October 15, 2019 - Page 123 of 251 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 15, 2019 - Page 124 of 251 TO: Vail Town Council FROM: Finance Department DATE: October 15, 2019 SUBJECT: Proposed 2020 Town Manager’s Budget I. SUMMARY The first reading of Ordinance 13, Series 2019 was passed on October 1st. The following memo includes changes and responses to Council inquiries highlighted below. II. DISCUSSION During first reading of the ordinance on October 1st, Council amended the proposed budget with the following changes: • An additional $50,000 for a “First & Last Mile” plan and implementation to coincide with the addition of a new Mobility Planner. • Council requested a staff recommendation for an annual funding for the Children’s Garden of Learning (CGOL). Staff recommends an annual contribution of $20,000 funded by the Capital Projects Fund for capital improvements and capital maintenance to be included in the October 31st lease which is on the consent agenda for approval. The capital contribution would be subject to annual appropriation and noted on the Council’s Contribution list, however the CGOL would not have to apply for funding each year. Funding of capital was recommended with the intent of ensuring maintenance of the town-owned facility. The lease wording also stipulates that the CGOL provide a financial report to town staff annually with how the capital funds were used. • The Vail Valley Foundation requested that the Mountain Games be recognized as a Signature Event with funding totaling $140,000 (up from $75,000). On October 1st Council approved funding of $75,000 and designation of a Signature Event. • On October 1st, Highline presented additional information on a $550,000 request for the Spring Back to Vail event. Council decided to table their decision until the 2nd reading to allow for further discussion. The town’s proposed 2020 budget currently includes funding at $300,000 for this event (consistent with 2019). Any additional change would need to be identified in a motion to approve the second reading of this ordinance. This General Fund 2020 budget proposal results in a surplus of $192,370 and an ending fund balance of $34.6 million or 79% of annual revenues. III. ACTION REQUESTED OF COUNCIL Staff requests that Council approve or approve with amendments Ordinance No.13, Series 2019 upon second reading. October 15, 2019 - Page 125 of 251 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 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. Town of Vail Page 2 October 15, 2019 - Page 126 of 251 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. 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, Town of Vail Page 3 October 15, 2019 - Page 127 of 251 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 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 Town of Vail Page 4 October 15, 2019 - Page 128 of 251 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. Town of Vail Page 5 October 15, 2019 - Page 129 of 251 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 15, 2019 - Page 130 of 251 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 $550,000 without offsets from increased property valuations. In November 2000, Vail’s electorate approved lifting the revenue limitation placed on property tax revenue by the Tax Payer’s Bill of Rights (TABOR) approved by Colorado voters in 1992. - 15.0 30.0 45.0 60.0 75.0 90.0 105.0 120.0 135.0 150.0 165.0 180.0 195.0 210.0 225.0 240.0 255.0 270.0 285.0 300.0 315.0 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 18.0 20.0 22.0 24.0 26.0 28.0 30.0 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Budget 2019 Forecast 2020 Budget Consumer Price Index Sales Tax ($ Millions) Sales Tax Compared with Inflation 7 October 15, 2019 - Page 131 of 251 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 October 15, 2019 - Page 132 of 251 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. 9 October 15, 2019 - Page 133 of 251 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 15, 2019 - Page 134 of 251 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 15, 2019 - Page 135 of 251 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 15, 2019 - Page 136 of 251 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 15, 2019 - Page 137 of 251 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 15, 2019 - Page 138 of 251 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 15, 2019 - Page 139 of 251 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 15, 2019 - Page 140 of 251 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 15, 2019 - Page 141 of 251 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 15, 2019 - Page 142 of 251       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 15, 2019 - Page 143 of 251 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 15, 2019 - Page 144 of 251       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 15, 2019 - Page 145 of 251     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 15, 2019 - Page 146 of 251 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 15, 2019 - Page 147 of 251 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 15, 2019 - Page 148 of 251 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 15, 2019 - Page 149 of 251     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 15, 2019 - Page 150 of 251 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 15, 2019 - Page 151 of 251 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 15, 2019 - Page 152 of 251     Name of Departm Council A   Descripti   Justificat with grea enough t coverage keep the     BUDGET    Fund: Ge FTE Coun   Salary an Other Co     Staff Rec (0.5 FTE) recomme           f Position: Se ment: Public W Action Plan G ion:  Season tion: The ful ater coverag time to allow e is not there  Villages cle eneral  nt: 0.5 seas  nd Benefit C osts (project commendati  worker to a end funding  easonal Mai Works and T Goal: Experi al Maintena l time Maint ge on weeke w vacations f e to meet th an and meet ost: $24,337 t budgets, ve ion:  The 20 alleviate sche this position 2020 STA ntenance W Transportati ience Econo ance Worker tenance wor nds during t for these wo e demand re t the deman 7  ehicles, ect) 19 budget a eduling issue n in 2020 an 29    AFFING REQ Worker (Summ on  mic Develop r to the Sum rkers’ sched the summer  orkers during equired to p nds of the sp : N/A  pproved an  es as listed a nd that staffi QUEST  mer)  pment  mer Schedu ule is split to and fall for  g the summe provide the l pecial events increase of  above theref ing levels be ule  o provide 7 d special even er is problem evel of servi s.  one part‐tim fore staff do e reviewed n day coverag nts. Finding  matic as the  ice needed t me maintena oes not  next year.   e  shift  to  ance  October 15, 2019 - Page 153 of 251     Name of Departm Council A   Descripti The Com library’s  mutually position  outreach Service D   Justificat The libra library co libraries  primary j well as th marketin Commun staff mem commun   BUDGET  Fund: Ge FTE Coun Salary an   Other Co   Staff Rec $6,500 o towards  for this p part of th   f Position: Li ment: Library Action Plan G ion:   munity Rela public relati y beneficial r would be re h and market Desk.  tion:  ry is a prime ommunity.  A across the n job responsi he high stan ng and comm nications dep mber with a  ication, mar eneral   nt: 1  nd Benefit C osts (project commendati f additional  the library’s position can  he 2020 bud brary Assoc y  Goal:  Comm ations specia ons campaig relationship w esponsible fo ting for the l e amenity of As such, we  nation.   Libra bilities in a m dards of pub munity relati partment an primary res rketing and o ost: $55,550 t budgets, ve ion: Staff do seasonal sta s campaigns  be met with dget.   2020 STA ciate II – Com munity   alist would d gns and mar with patron or coordinati library as we f the Town o are required ary staff is c manner that blic libraries ons efforts.  nd appreciate ponsibility t outreach.   0  ehicles, etc.) oes not recom affing time ( and market h a town‐wid 30  AFFING REQ mmunity Re evelop, orga rketing effor s and the co ion and imp ell as workin of Vail and a  d to adhere  urrently util t upholds th .  The library  Although w e its support o manage a ): None  mmend fund using curren ing efforts. I de Digital Co QUEST  lations  anize, imple rts, while est ommunities i lementation ng dedicated valued mem to a variety  ized to maxi e Town’s ex y currently h we work with t, our immed nd coordina ding this pos nt staff) has  In addition,  ntent Coord ment, and a tablishing an in which we n of all comm d hours at th mber of Colo of standard imum capac xpectations o has no coord h the Town’s diate need i ate the librar sition for 20 been includ staff believe dinator being analyze the  nd maintaini  work. This  munication,  e library’s  orado’s publi s, as do all p city to fulfill t of excellence dination in o s  s for a dedic ry’s  20. Howeve ed to be use es that the n g proposed a ng a  ic  public  their  e, as  ur  cated  er,  ed  needs  as  October 15, 2019 - Page 154 of 251 31 EXPENDITURES – ALL FUNDS $85.5 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 $85.5 million excluding inter-fund transfers and charges. This is a 19.1% 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 15, 2019 - Page 155 of 251 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 Program 2% Where the Money Goes Municipal Services by Area October 15, 2019 - Page 156 of 251 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 $43.8 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 15, 2019 - Page 157 of 251 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 $8.2 million (also labeled as “All Other Operating” in the General Fund statement on page 36) is a 1.2% 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.  $50K to plan an implement a “first and last” mile program  $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 October 15, 2019 - Page 158 of 251 35 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. 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 $34.8 million or 79% of annual revenues. October 15, 2019 - Page 159 of 251 2018 2019 2019 2019 2020 Actual Original Amended Forecast Proposed 3.3%2.0% Revenue Local Taxes:27,886,113$ 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 8,194,158 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 40,397,519 Transfer to Marketing & Special Events Fund (2,186,120) (2,357,788) (2,407,788) (2,407,788) (2,551,211) Revenue Over (Under) Expenditures 4,632,079 (605,004) (913,225) 1,181,100 1,067,370 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 43,823,730 Surplus (Deficit) Net of Transfers & New Programs 4,564,491 (1,055,004) (1,363,225) 731,100 192,370 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$ 34,777,293$ 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 $50K for "First and Last Mile" planning and implementation Includes $75K for Mountain Games 36 October 15, 2019 - Page 160 of 251 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 15, 2019 - Page 161 of 251 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 Orchestra90,193 - 93,000 91,997 MF Vienna- Berlin78,275 - 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 Orchestra1,000 - 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 Festival53,562 - 69,500 54,633 MF Bus/Shuttle drivers to assist with in-town transportation Hot Summer Nights27,500 $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 Open490,000 - 27,600 515,000 490,000 MFFFireworks Funding52,015 - 52,015 52,015 MF TOTALSIGNATURE EVENTS987,640 187,125 1,332,015 998,033 80,445 DESTINATION EVENTSGSpring Back300,000 - 550,000 300,000 MFHSnow Days300,000 - 300,000 300,000 MF TOTAL DESTINATION EVENTS600,000 - 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 programming44,566 45,903 45,457 GFColorado Snowsports Museum Capital- 20,000 - CPFJBetty Ford Alpine Garden: Operating69,700 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 Request19,000 - - KEagle River Watershed Council42,000 Use of Donovan Pavilion (1 day for Waterwise Wednesday event)3,000 40,000 40,000 RETTLEGE Air Alliance75,000 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 Learning32,500 Snow plow services5,000 17,993 20,000 Capital$5K Snow Plow Services5,000 QVail Mountain Bike Association5,000 - 7,500 5,100 RETT 6 hour rental of Donovan PavillionRFriends of Mountain Rescue16,000 Radios (to be purchased with PD radios in 2018)20,000 10,000 10,000 GFRed Sandstone Elementary15,000 - - - STreetop Child Advocacy Center- - 5,000 - GF TOTAL SERVICES482,781 164,200 465,896 431,707 143,401 IN KIND20192019 Council -Approved 2020 Requests In-Kind In-Kind Cash Request In-Kind Request In-Kind Recommended38October 15, 2019 - Page 162 of 251 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 KIND063,3502,500063,350GRAND TOTAL: COUNCIL CONTRIBUTIONS2,070,421 414,675 2,650,411.00 2,029,739.12 287,196 39October 15, 2019 - Page 163 of 251 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) 40 October 15, 2019 - Page 164 of 251 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 International 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. 41 October 15, 2019 - Page 165 of 251 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. 42 October 15, 2019 - Page 166 of 251 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 does not recommend the $20,000 funding for a new sound system because the sound system 43 October 15, 2019 - Page 167 of 251 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 an annual contribution of $20,000 funded by the Capital Projects Fund for capital improvements and capital maintenance to be included in the October 31st lease which is on the consent agenda for approval. The capital contribution would be subject to annual appropriation and noted on the Council’s Contribution list, however the CGOL would not have to apply for funding each year. Funding of capital was recommended with the intent of ensuring maintenance of the town-owned facility. The lease wording also stipulates that the CGOL provide a financial report to town staff annually with how the capital funds were used. 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) 44 October 15, 2019 - Page 168 of 251 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 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. 45 October 15, 2019 - Page 169 of 251 STAFF RECOMMENDATION: Staff recommends the equivalent in-kind contribution of snow plow 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. 46 October 15, 2019 - Page 170 of 251 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. 47 October 15, 2019 - Page 171 of 251 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). 48 October 15, 2019 - Page 172 of 251 49 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. October 15, 2019 - Page 173 of 251 50 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 October 15, 2019 - Page 174 of 251 51 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 $5.1 million at the end of 2024. October 15, 2019 - Page 175 of 251 Cost Increase from Prior YearNewly Added ProjectsShift in year2019Amended 2020 2021 2022 2023 2024Revenue2% 2% 2% 3% 2%Total Sales Tax Revenue: 27,080,000$ 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 Revenue47,228 - - - - - 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 Revenue168,000 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 Revenue164,067 164,067 164,067 164,067 164,067 172,270 Per Vail Commons commercial (incr. every 5 years); adjusted to remove residential lease revenue ($38K)Project Reimbursement320,655 - 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 21,547,000 - - - - - 2019: Sale of Vail Village Inn Phase V Unit 2Timber Ridge Loan repayment489,342 460,842 463,086 463,043 462,999 462,955 $28.5K interest on $1.9M loan to TR; Principal and interest on $8M loan to Timber Ridge FundEarnings on Investments and Other115,201 368,970 70,152 35,946 66,251 52,221 2020: 1.8% returns assumed on available fund balanceTotal Revenue15,661,493 16,370,166 15,518,205 14,218,754 14,632,729 14,905,507 ExpendituresFacilitiesFacilities Capital Maintenance669,662 372,500 523,500 489,500 615,000 469,500 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 Maintenance138,750 873,000 255,000 335,000 205,000 260,000 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 Maintenance100,000 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)Donovan Pavilion5,000 120,000 680,100 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 relocationTOWN OF VAIL 2020 PROPOSED BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCECAPITAL PROJECTS FUND 52 October 15, 2019 - Page 176 of 251 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 FUNDSnowmelt Boilers- 500,000 500,000 500,000 500,000 - Replacement of TRC 8 boilers (2 per year)Public Works Shops Expansion8,013,406 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 Maintenance300,000 - - - - 2019: Re-appropriate $300K to replace two HVAC units at Public WorksPublic Works Equipment Wash Down/WQ Improvements185,174 - - - - 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 Structures904,914 697,000 795,000 785,000 940,000 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 / Equipment186,037 - - - 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 Buses265,024 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 Replacement388,716 - - - - - 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 Maintenance1,225,000 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 Sewer1,484,329 - - - - - 2019: Continue repairs to Silfer Plaza fountain reconstruction and storm sewers ($1.48M)Neighborhood Bridge Reconstruction2,332,542 350,000 350,000 - 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 inspections 53 October 15, 2019 - Page 177 of 251 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 FUNDEast 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 Improvements400,000 - - - - - 2019: Fountain software system and valve upgrades at Seibert FountainMain Vail Roundabout250,000 - - - - - 2019: Main Vail Roundabout truck apronNeighborhood Road Reconstruction400,000 - 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 Connection85,000 - - - - 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 Walk125,000 - - - - - 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 20,000 20,000 20,000 20,000 20,000 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- Capital55,000 - - - - - 2019 Council Contribution towards installation of the video screen at the Ford AmphitheaterTotal Contributions87,500 20,000 20,000 20,000 20,000 20,000 TechnologyTown-wide camera system70,000 22,000 22,000 22,000 22,000 22,000 '2018-2019 replace Bosch system(30 cameras); $22K Annual maintenanceAudio-Visual capital maintenance18,000 118,000 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 Imaging30,000 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 Licensing327,277 496,123 559,873 476,623 455,568 455,568 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 Purchases113,927 175,000 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-commerce12,000 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 $24KFiber Optics / Cabling Systems in Buildings90,000 150,000 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 $50K 54 October 15, 2019 - Page 178 of 251 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 FUNDNetwork upgrades30,000 200,000 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 generator159,406 - - - - - 2019: Final bills to replace data center server infrastructure; upgrade and replace emergency generator to increase capacity Thermal Imaging Cameras12,000 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 System45,077 - - - - - 2019: Final payment for phone system upgrade: ($32.2K), normal replacement of Ipads, Iphones ($13K)Bus Camera System15,000 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 Equipment72,643 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 cameras56,635 - - - - - 2019: $56.6K for new PD patrol car cameras (last replaced in 2013).Fire Safety Equipment59,000 40,000 - - - - 2019: Long Range acoustical device ($50K), personal protective equipment dryer ($9K); 2020: Wildland Personal Protection Equipment (PPE); Confined space equipment ($15K)Extrication Equipment4,626 - - - - - 2019: Re-appropriate for final billsEvent Equipment77,892 - - - - - Event trailer and moveable barricades to provide barriers for vehicle entry into event areasFire engine equipment20,024 - - - - - 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/expansion12,601 - - - - - 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 15, 2019 - Page 179 of 251 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 Enhancements73,847 - - - - - 2019: Electric car charges at various town locations ($73.8K)Pedestrian Safety Enhancements1,479,116 - - - - - 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 Redevelopment100,000 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 Property18,000 - - - - - 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 improvements696,675 - - - - - 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/Wayfinding225,900 - - - 150,000 - 2019: $225.9K for new street signs and accompanying light poles town-wideRockfall Mitigation near Timber Ridge400,000 - - - - - 2019: Rock fall mitigation near Timber RidgeVehicle Expansion115,100 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 - 30,435,545.00Total Expenditures29,559,843 26,896,754 21,554,773 7,439,523 15,686,968 9,561,468 Other Financing Sources (Uses)Transfer from Vail Reinvestment Authority3,848,281 2,550,000 3,650,000 50,000 1,550,000 1,550,000 2019: $3.0M Red Sandstone; 2023-2024: Lionshead streetscape improvements ($1.5M)Transfer to Housing Fund(2,500,000) (2,500,000) (2,500,000) (2,500,000) (2,500,000) (2,500,000) Transfer to Housing Fund; 1.5M per yearRevenue Over (Under) Expenditures(12,550,069) (10,476,588) (4,886,568) 4,329,231 (2,004,239) 4,394,039 Beginning Fund Balance33,048,422 20,498,352 10,021,765 5,135,197 9,464,428 7,460,189Ending Fund Balance20,498,352 10,021,765 5,135,197 9,464,428 7,460,189 11,854,228 56 October 15, 2019 - Page 180 of 251 2019 Amended 2020 2021 2022 2023 2024 Revenue Housing Fee in Lieu Annual Collections - - - - - - Capital Projects Funding - New 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 Total Revenue 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 Expenditures InDEED Program (H-1)3,340,274 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 Solar Vail Housing Development 4,225,000 - - - - - Buy Down Housing 247,428 - - - - - Total Expenditures 7,812,702 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 Operating Income (5,312,702) - - - - - Beginning Fund Balance 5,312,702 - - - - - Ending Fund Balance -$ -$ -$ -$ -$ -$ TOWN OF VAIL PROPOSED 2020 BUDGET SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE HOUSING FUND 57 October 15, 2019 - Page 181 of 251 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 Revenue1,568,398 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 Donations219,400 - - - - - 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 Fees10,000 10,000 10,000 10,000 10,000 10,000 Earnings on Investments and Other43,991 100,849 15,116 6,879 16,591 19,582 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 Revenue8,308,439 6,599,166 6,641,116 6,763,079 6,905,608 7,044,032 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 Management309,249 298,733 304,690 310,750 317,000 323,300 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 Reduction42,442 - - - - 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 Maintenance1,760,030 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 Maintenance135,000 125,000 125,000 125,000 125,000 125,000 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 Maint85,000 140,000 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 Maintenance65,000 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 Replacement97,334 120,000 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 Shelter645,000 - - - - - 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 Rehabilitation87,000 - - - - - 2019: Streambank stabilization, riparian enhancements, walking surface replacement Stephens Park Safety Improvements300,000 - - - - - 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 Landscape107,133 - - - - - 2019: Completion of landscaping at Vail transit center to coincide with construction of additional bus lane at Vail TRC Ford Park Portal Improvements2,540 - - - - - 2019:Final bills for improvements to Ford Park entry points ($2.5K)Sunbird Park Fountain Repairs120,000 - - - - 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 15, 2019 - Page 182 of 251 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 Replacement300,000 - - - - - 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 Improvements793,554 - - - - - 2019: Continuation of landscaping design and construction of the interchangeDowd Junction repairs and improvements2,148,633 - - - - - 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 Bridge235,000 - - - - - 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 Operations90,000 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 Redevelopment433,950 - - - - - 2019: $434K Design new Nature Center Remodel/StructureGolf Clubhouse & Nordic Center52,935 - - - - - 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 Sustainability433,246 523,736 531,592 539,566 547,659 555,874 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 Programs179,544 152,500 122,500 122,500 122,500 122,500 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 Health147,500 233,500 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 & Transportation104,500 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 15, 2019 - Page 183 of 251 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/Mitigation80,061 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 Infrastructure3,477,167 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 Mitigation648,336 400,000 300,000 100,000 - - 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 TAPS90,263 - - - - - 2019: Completion of East Vail Water Quality Improvements; $700K CDOT TAP grant funding was received in 2018 to offset costsGore Creek Interpretive Signage75,000 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 Acquisition650,000 250,000 250,000 250,000 250,000 250,000 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 - Operating123,456 130,771 133,386 136,054 138,775 141,551 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 - Winterfest48,085 30,000 30,000 30,000 30,000 30,000 Winterfest $30K per yearSeibert Memorial Statue300,000 - - - - - 2019: Pete Seibert Memorial statue- See corresponding community reimbursement aboveArt Space50,000 - - - - - 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 Support69,700 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 Support42,000 40,000 40,800 41,616 42,448 43,297 Annual support of the Eagle River Watershed Council programs Adopt A Trail5,000 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 Account373,348 168,317 170,000 171,700 173,417 175,151 2019: Annual rent paid by Vail Recreation District; to be re-invested in asset maintenance ($141,604), Transfer $240K to golf course other Golf Clubhouse65,000 - 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 15, 2019 - Page 184 of 251 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 Arena211,443 - 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 Improvements72,000 91,467 - - 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); Pickleball Feasability Study ($10K); 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 Center60,000 - - 42,564 - - 2019: Installation of cooling system in 2018 ($60K); 2022: Restroom remodel ($42.6K)Total VRD-Managed Facility Projects 1,475,583 754,419 824,262 379,046 1,312,435 215,221 Total Expenditures17,634,039 8,264,660 7,817,818 5,375,709 6,478,359 4,771,432 Revenue Over (Under) Expenditures(9,325,600) (1,665,494) (1,176,702) 1,387,370 427,249 2,272,600 Beginning Fund Balance13,150,550 3,824,951 2,159,456 982,755 2,370,125 2,797,374Ending Fund Balance3,824,951$ 2,159,456$ 982,755$ 2,370,125$ 2,797,374$ 5,069,974$ 61 October 15, 2019 - Page 185 of 251 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 15, 2019 - Page 186 of 251 63 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 $1.8 million at the end of 2020. October 15, 2019 - Page 187 of 251 2018 2019 2019 2020 Actual Original Amended Budget Revenue Business Licenses 337,602$ 275,000$ 275,000$ 325,000$ Transfer in from General Fund 2,186,120 2,357,788 2,407,788 2,551,211 Earnings on Investments 4,718 3,000 3,000 3,000 Total Revenue 2,528,440 2,635,788 2,685,788 2,879,211 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 - Mountain Games 75,000 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 2,892,461 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 15, 2019 - Page 188 of 251 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 15, 2019 - Page 189 of 251 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 15, 2019 - Page 190 of 251 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 15, 2019 - Page 191 of 251 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 $43,823,730 Capital Projects Fund 29,396,754 Real Estate Transfer Tax Fund 8,264,660 Housing Fund 2,500,000 Vail Marketing Fund 2,892,461 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 100,360,614 Less Interfund Transfers (14,813,464) Net Expenditure Budget 85,547,150 Ordinance No. 13, Series of 2019 October 15, 2019 - Page 192 of 251 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: __________________________ Tammy Nagel, Town Clerk Ordinance No. 13, Series of 2019 October 15, 2019 - Page 193 of 251 READ AND APPROVED ON SECOND READING AND ORDERED PUBLISHED IN FULL this 15th day of October 2019. _____________________________ Dave Chapin, Mayor ATTEST: ________________________________ Tammy Nagel, Town Clerk Ordinance No. 13, Series of 2019 October 15, 2019 - Page 194 of 251 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: Resolution No. 42, S eries of 2019, A Resolution of the Vail Town Council A dopting Amended Rules of Procedure for the October 15, 2019 A ppeal Hearing P RE S E NT E R(S ): Matt Mire, Town Attorney AT TAC H ME N TS: Description Resolution No. 42, Series of 2019 October 15, 2019 - Page 195 of 251 Resolution No. 42, Series of 2019 RESOLUTION NO. 42 SERIES 2019 A RESOLUTION OF THE VAIL TOWN COUNCIL ADOPTING AMENDED 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; WHEREAS, on October 1, 2019, the Town Council adopted the Rules of Procedure for the October 15, 2019 Appeal Hearing Before the Vail Town Council of the August 6, 2019 Planning and Environmental Decision Regarding the Booth Heights Development; WHEREAS, the Town Council now wishes to afford each appellant a limited opportunity to present rebuttal evidence, if desired; 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 parties involved, to adopt the attached amended rules. NOW THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF VAIL: Section 1. The Town Council hereby adopts the Amended 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 15TH DAY OF OCTOBER, 2019. ______________________________ Dave Chapin, Mayor ATTEST: ____________________________ Tammy Nagel, Town Clerk October 15, 2019 - Page 196 of 251 10/9/2019 \\VWS-STORAGE\DESKTOPS$\TNAGEL\DESKTOP\RULES OF PROCEDURE-100819.DOCX 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 represented by a duly authorized representative. If any Appellant fails to appear in person at the hearing and is not so represented, that Appellant's appeal shall be deemed dismissed. No telephonic participation shall be allowed. 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 October 15, 2019 - Page 197 of 251 2 10/9/2019 \\VWS-STORAGE\DESKTOPS$\TNAGEL\DESKTOP\RULES OF PROCEDURE-100819.DOCX 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 or represented 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. Following Applicant's presentation, if any, each Appellant shall have up to 3 minutes to respond only to issues raised by Applicant, provided that pooling of time shall be permitted between Appellants who are present or represented at the hearing. e. Town staff may then respond to or supplement the evidence and testimony presented by Appellants and Applicant. f. 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 permitte d 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. g. 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 or 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 public 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. October 15, 2019 - Page 198 of 251 3 10/9/2019 \\VWS-STORAGE\DESKTOPS$\TNAGEL\DESKTOP\RULES OF PROCEDURE-100819.DOCX 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. October 15, 2019 - Page 199 of 251 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 B ooth Heights P E C19-0018 P RE S E NT E R(S ): J onathan S pence, Senior P lanner AC T IO N RE Q UE S T E D O F C O UNC I L: Pursuant to S ection 12-3-3, Appeals, Vail Town Code, the Vail Town Council shall uphold, uphold with modifications, or overturn the P lanning and E nvironmental Commission’s A ugust 26, 2019, decision. B AC K G RO UND: Triumph Development requested the review of a Development P lan, pursuant to Section 12-6I -11, Development Plan Required, Vail Town Code, for a new housing development located at 3700 North Frontage Road E ast/L ot 1, E ast Vail Workforce Housing S ubdivision (“B ooth Heights Neighborhood”). On A ugust 26, 2019, the P lanning and E nvironmental Commission held a public hearing on the Development Plan application and voted 4-3 (Kjesbo, Hopkins and S tockmar opposed), to approve. AT TAC H ME N TS: Description Staff Memorandum A. W illiam Robert Essin Appeal B. Julie Conn Appeal C. Deborah and Rob Ford Appeal D. Betsy Kiehl Appeal E. Anthony and Cynthia Ryerson Appeal F. Penny Turilli Appeal G. Collins Kelly Appeal H. Applicant Memo Concerning the Appeal, October 10, 2019 I. Applicant Memo Concerning Review Criteria, October 10, 2019 October 15, 2019 - Page 200 of 251 TO: Vail Town Council FROM: Community Development Department DATE: October 15, 2019 SUBJECT: An appeal hearing, pursuant to Section 12-3-3, Appeals, Vail Town Code, to address seven separate appeals of the final decision of the Town of Vail Planning and Environmental Commission on August 26, 2019 to approve a development plan pursuant to Vail Town Code § 12-6I-13 for a residential development on the real property located at 3700 North Frontage Road East/Lot 1, Vail, Colorado, known as the East Vail Workforce Housing Subdivision. (TC19-0001) Appellants: William Robert Essin, Collins Kelley, Julie Conn, Deborah and Rob Ford, Betsy Kiehl, Anthony and Cynthia Ryerson and Penny Turilli Planner: Jonathan Spence I. SUBJECT PROPERTY The subject property is located at 3700 North Frontage Road East/Lot 1, Vail, Colorado, known as the East Vail Workforce Housing Subdivision. II. VAIL TOWN COUNCIL JURISDICTION Pursuant to Section 12-3-3C-1 Vail Town Code, the Town Council must hear and decide appeals from any decision, determination or interpretation by the Planning and Environmental Commission with respect to the provisions of Title 12, Zoning Regulations, Vail Town Code. III. PROCEDURAL CRITERIA FOR APPEALS Pursuant to Sections 12-3-3C-2 and 12-3-3C-3, Vail Town Code, there are three basic procedural criteria for an appeal: A) Standing of the Appellants Pursuant to Section 12-3-3, Vail Town Code and the determinations made by the Community Development Director, the appellants have standing as aggrieved or adversely affected persons. October 15, 2019 - Page 201 of 251 Town of Vail Page 2 10/15/2019 B) Adequacy of the Notice of the Appeal A copy of the Public Notice of the Vail Town Council, October 15, 2019, Public Hearing was sent to the local newspaper on September 26, 2019 and published on September 27, 2019, pursuant to Section 12-3-3C-3, Vail Town Code. C) Timeliness of the Notice of Appeal Section 12-3-3C-3 of the Vail Town Code requires appeals to be filed within twenty (20) days of the decision being appealed. On or before September 16, 2019, the appellants filed their appeals. IV. SUMMARY The question to be answered by the Vail Town Council regarding this appeal is: Should the August 26, 2019 decision of the Planning and Environmental Commission be upheld? Pursuant to Section 12-3-3, Vail Town Code, the Vail Town Council must uphold, uphold with modifications, or overturn the Planning and Environmental Commission’s August 26, 2019, decision. V. BACKGROUND Triumph Development requested the review of a Development Plan, pursuant to Section 12-6I-11, Vail Town Code, for a new housing development located at 3700 North Frontage Road East/Lot 1, East Vail Workforce Housing Subdivision (the “Booth Heights Neighborhood”). On August 26, 2019, the Planning and Environmental Commission held a public hearing on the Development Plan application and voted 4-3 to approve the Development Plan application. VI. APPLICABLE DOCUMENTS The applicable Code sections are Vail Town Code, Title 12, Chapter 6, Article I of the Vail Town Code, as linked below. http://www.sterlingcodifiers.com/codebook/index.php?book_id=560&chapter_id=34588 and the project’s materials and public hearing minutes are linked below: https://www.vailgov.com/projects/booth-heights-timeline October 15, 2019 - Page 202 of 251 Town of Vail Page 3 10/15/2019 VII. DISCUSSION ITEM Should the August 26, 2019 decision of the Planning and Environmental Commission be upheld? VIII. REQUIRED ACTION Pursuant to Section 12-3-3, Vail Town Code, the Vail Town Council must uphold, uphold with modifications, or overturn the Planning and Environmental Commission’s August 26, 2019 decision. The Town Council must act by motion, with such motion to be approved by a majority of those present. Should the Vail Town Council choose to uphold the decision, the following motion is recommended: “I move that the Town Council uphold the August 26, 2019 decision of the Planning and Environmental Commission, because the PEC properly determined that the Development Plan for the Booth Heights Neighborhood complies with Title 12, Chapter 6, Article I of the Vail Town Code for the following reasons: 1. The use proposed in the Development Plan complies with Section 12-6I-2; 2. The setbacks proposed in the Development Plan comply with Section 12- 6I-5. 3. The site coverage proposed in the Development Plan complies with Section 12-6I-6. 4. The landscaping proposed in the Development Plan complies with Section 12-6I-7. 5. The parking and loading proposed in the Development Plan complies with Section 12-6I-8. 6. The Development Plan satisfies all of the criteria set forth in Section 12-6I- 13." Should the Vail Town Council choose to overturn the decision of the Planning and Environmental Commission, the following motion is recommended: "I move that the Town Council overturn the August 26, 2019 decision of the Planning and Environmental Commission, because the submitted Development Plan for the Booth Heights Neighborhood fails to comply with the Title 12, Chapter 6, Article I of the Vail Town Code, for the following reasons: [LIST SPECIFIC REASONS HERE]" IX. ATTACHMENTS A. William Robert Essin Appeal B. Julie Conn Appeal October 15, 2019 - Page 203 of 251 Town of Vail Page 4 10/15/2019 C. Deborah and Rob Ford Appeal D. Betsy Kiehl Appeal E. Anthony and Cynthia Ryerson Appeal F. Penny Turilli Appeal G. Collins Kelly Appeal H. Applicant Memo Concerning the Appeal, October 10, 2019 I. Applicant Memo Concerning Review Criteria, October 10, 2019 October 15, 2019 - Page 204 of 251 October 15, 2019 - Page 205 of 251 October 15, 2019 - Page 206 of 251 October 15, 2019 - Page 207 of 251 October 15, 2019 - Page 208 of 251 October 15, 2019 - Page 209 of 251 October 15, 2019 - Page 210 of 251 October 15, 2019 - Page 211 of 251 October 15, 2019 - Page 212 of 251 October 15, 2019 - Page 213 of 251 October 15, 2019 - Page 214 of 251 October 15, 2019 - Page 215 of 251 October 15, 2019 - Page 216 of 251 October 15, 2019 - Page 217 of 251 October 15, 2019 - Page 218 of 251 October 15, 2019 - Page 219 of 251 October 15, 2019 - Page 220 of 251 October 15, 2019 - Page 221 of 251 October 15, 2019 - Page 222 of 251 October 15, 2019 - Page 223 of 251 October 15, 2019 - Page 224 of 251 October 15, 2019 - Page 225 of 251 October 15, 2019 - Page 226 of 251 October 15, 2019 - Page 227 of 251 October 15, 2019 - Page 228 of 251 October 15, 2019 - Page 229 of 251 October 15, 2019 - Page 230 of 251 October 15, 2019 - Page 231 of 251 October 15, 2019 - Page 232 of 251 October 15, 2019 - Page 233 of 251 October 15, 2019 - Page 234 of 251 BOOTH HEIGHTS NEIGHBORHOOD AT THE EAST VAIL WORKFORCE HOUSING SUBDIVISION TOWN COUNCIL APPEAL OF THE APPROVED DEVELOPMENT PLAN OCTOBER 10, 2019 October 15, 2019 - Page 235 of 251 2 Overview Booth Heights is an exciting new residential development aimed at creating, maintaining and sustaining community in the Town of Vail (“TOV”). The parcel is the only undeveloped Housing District parcel in the Town. With 61 new homes, this new community will make the most meaningful addition to locals housing in the Town’s recent history. The approved Development Plan will develop 5.4-acres of the East Vail Workforce Housing Subdivision (“EVWHS”) that is zoned as the Housing District and place a Conservation Easement on the 17.9-acre parcel zoned for Natural Area Preservation. In addition, the applicant will partner with TOV for some of the most meaningful wildlife enhancements ever proposed by a private developer to mitigate any potential impacts on nearby wildlife. This writeup is in response to the seven appeals granted standing by TOV on our approved Development Plan. It addresses the areas of concern identified by the appellants, as well as an overview of Development Standards that were approved by the Planning and Environmental Commission (“PEC”) in the review process. The PEC review of Booth Heights has been thorough, extensive and correct. All of the objections raised by appellants have been clearly addressed in the PEC deliberations and public record. No new information has been provided as to why the Development Application does not meet the Town Code, nor do the appeals identify specific mistakes made in the PEC’s conclusions. Therefore, we respectfully request that the Town Council uphold the PEC decision on this file. Entitlement History and Overview of the Review Process Outlined below is a brief summary of the entitlement history, as well as an overview of the TOV review process for the Development Application. The EVWHS was private property zone for residential development. Prior to the rezoning of the parcel, all 23 acres were zoned Two-Family Residential (R) which permitted the development of a market-rate neighborhood. In October 2017, the Town Council approved rezoning the property, placing 75% of the land in the Natural Area Preservation (NAP) District, and limiting the development potential of the remaining 5 acres to locals housing under the regulations of the Housing (H) District. This was done at the request of the property owner, and supported by the PEC and Town Council who recognized the importance of balancing open space, sensitivity to wildlife and the significant need for housing in our community. On May 28, 2019 Triumph submitted a Development Plan for a by-right development including all items required by the Town Code. This application asked for no variances from the Town Code. October 15, 2019 - Page 236 of 251 3 The stated goal of the Housing District is to create adequate sites for employee housing. The District provides significant flexibility to encourage the development of employee housing in town. The zone requires a Development Plan to meet certain prescribed criteria, as well as six descriptive criteria “to ensure that employee housing permitted in the zone district is appropriately located and designed to meet the needs of residents of Vail, to harmonize with surrounding uses, and to ensure adequate light, air, open spaces, and other amenities appropriate to the allowed types of uses.” The PEC thoroughly reviewed the Development Plan at five meetings. The public record from these meetings and the evolution of Development Plan provide a complete record as to how the Housing District Development Standards have been met. A summary of the prescribed standards and how the Development Plan meets the Development Standards is summarized below for Town Council’s reference. Overview of the Development Plan and Housing District Prescribed Criteria Booth Heights, in keeping with the purpose of the underlying Housing District, will be a mixture of 30 EHU apartments, 19 EHU townhomes, and 12 market-rate townhomes on 5.4 acres. Eighty percent (80%) of the units and over seventy percent (70%) of the square footage will be deed-restricted EHUs as detailed in the approved Development Plan. The approved plan meets or exceeds all the prescribed criteria for development in the Housing District including setbacks, site coverage, landscape area and parking requirements - in most cases by a substantial amount – as outlined in the table below. Summary of Housing District Criteria Required/Allowed Proposed Setbacks 20'20' Site Coverage 55.0%16.8% Landscape Area 30.0%55.3% Density Per Development Plan 30 Apartments 31 Townhomes GRFA Per Development Plan 76,200 sf Parking 65 60 Apartments 60 96 Townhomes 125 156 Total Approved Uses Employee Housing Units - Permitted Use Dwelling Units - Approved Conditional Use Permit October 15, 2019 - Page 237 of 251 4 The original Development Application included no requests for variances from the Town Code. (Please note that alternate bus stop location selected by PEC will require a variance for the maximum three-foot height of retaining walls in the front setback as was identified to PEC when they selected this location.) Review of the PEC Approved Development Standards At the conclusion of the PEC review process, the applicant provided a detailed presentation of compliance with the Housing District Development Standards. This information, titled “Housing District Review Criteria Presented to PEC”, is included as an attachment to this writeup for the Town Council’s reference. A summary of these criteria, as well as responses to the appellants’ objections are described below. Criteria A - “Building design with respect to architecture, character, scale, massing and orientation is compatible with the site, adjacent properties and the surrounding neighborhood.” The approved Development Plan is entirely compatible with the development pattern throughout East Vail. East Vail is a mix of residential zone districts including Low Density Multiple-Family (LDMF), Medium Density Multiple-Family (MDMF), and even High Density Multiple-Family (HDMF) throughout – particularly along the main roads with immediate access to public transit. October 15, 2019 - Page 238 of 251 5 The approved density, square footage and building heights in the Booth Heights Development Plan are all comparable with these zones and meet almost all of the criteria for an LDMF parcel. The only exception is unit count, and even the unit count is closer to the units allowed in LDMF when compared to MDMF. The approved Booth Heights development is also directly compatible with the as-built condition seen throughout East Vail today. The approved density of townhomes and apartments closely match the density at other East Vail developments. As it relates to scale and massing, buildings that are two-stories, three-stories, and three-stories with walk out basements are seen in the development pattern throughout East Vail, and many developments include buildings with more units than the buildings approved at Booth Heights. Finally, the proposed architecture is in-keeping with “transitional” contemporary architecture seen at other recently approved Housing District parcels such as Chamonix, Solar Vail and Lions Ridge. This style honors the architectural traditions seen at other East Vail multifamily developments by using similar materials and architectural forms, while improving upon this somewhat dated existing architecture. Comparison of Proposed Density to Reisdential Districts Booth Heights LDMF MDMF Site Coverage 16.8%35.0%45.0% Landscape Area 55.3%40.0%30.0% Density Per Acre 11.3 9 18 GRFA Per 100sf of Site 32.4 44 56 Comparison to East Vail TH Developments Comparison to East Vail MF Developments Units Acres Unit/Acre Units Acres Unit/Acre Booth Heights TH 31 3.6 8.6 Booth Heights Apts 30 1.8 16.6 Booth Creek TH 35 3.6 9.8 Pitkin Creek Park 128 7.0 18.3 Booth Falls 18 2.5 7.3 Vail East Lodging 34 1.6 21.0 Bald Mountain TH 16 2.9 5.5 Bighorn Lodge 38 0.8 47.4 Pitkin Creek TH 23 4.8 4.8 Altair Vail 24 0.7 34.3 October 15, 2019 - Page 239 of 251 6 Response to Appellants’ Objections Relating to Criteria A: Two appellants object to the density and scale of the development, claiming that this “huge” project is out of character with other East Vail and Booth Creek neighborhoods. The evidence above disproves those claims. There are other LDMF and even HDMF developments in Booth Creek, as well as the Vail Mountain School which is one of the largest buildings in East Vail. One of the appellants also claims that the Booth Heights location is highly visible and does not meet the aesthetic values of Vail as an international destination. The applicant disagrees with these statements that the visibility of well-designed neighborhood of homes for locals is somehow a negative statement to visitors about the priorities of our community. Many buildings of various ages, designs, and uses are seen from I-70 on the approaches to Town from the east, just as our guests from the west see many buildings, including several locals housing developments, before they enter the resort villages. Criteria B - “Buildings, improvements, uses and activities are designed and located to produce a functional development plan responsive to the site, the surrounding neighborhood and uses, and the community as a whole.” The site plan has been carefully crafted to consider the site’s topography, the needs of the residents, as well as the surrounding open space and wildlife habitat. Prior to Triumph’s involvement with the site, a list of design recommendations was prepared by Rick Thompson, the applicant’s wildlife biologist, to minimize the impacts of development. Each of these design recommendations was incorporated into the approved Site Plan. A berm for rockfall protection and wildlife buffer has been provided at the rear of the site. Although the rockfall condition at Booth Heights is significantly less severe when compared to the neighborhoods immediately to the west (falling rocks are calculated to generate less than half the velocity and energy), we have replicated the same 12’ rockfall berm to protect from rockfall events. Vehicular access to the site is from the west to work with natural grade and minimize the need for site retaining walls. Buildings are built into the hillside to work with natural grade and minimize excavation. Most site retaining is accomplished with the building foundations and the vast majority retaining walls will be attractive boulder retaining walls. The plan includes both private and community outdoor space, as well as indoor community spaces and amenities for the apartments. Most importantly, the development plan provides the most net new EHU’s for our community since the Town purchased Timber Ridge. And there are no negative impacts to surrounding neighbors as there are no contiguous neighborhoods. October 15, 2019 - Page 240 of 251 7 Criteria C - “Open space and landscaping are both functional and aesthetic, are designed to preserve and enhance the natural features of the site, maximize opportunities for access and use by the public, provide adequate buffering between the proposed uses and surrounding properties, and, when possible, are integrated with existing open space and recreation areas.” The approved Development Plan will set aside 18 acres for open space in a conservation easement. The remaining development footprint will be kept to the front 4 acres of the site to further provide open space for wildlife and take advantage of the surrounding existing aspen forest as an additional wildlife buffer. The thoughtful landscape plan provides both private and community outdoor spaces near the buildings. It includes a central outdoor gathering space next to the apartment building with creative use of the fire department staging areas as a BBQ patio and community basketball hoop. Response to Appellants’ Objections Relating to Criteria C: At least two appellants identify a desire for permanent open space at the parcel and allege negative impacts on views and light pollution. As noted above, this parcel is private property zoned for residential development. It is not public open space. As the project renderings demonstrate, the views of the Booth Cliffs and surrounding mountains will not be impacted by development and there are no immediate neighbors whose direct views will be impacted. In fact, the applicant is proposing to permanently protect the ridgeline immediately to the east of the site with a conservation easement on this private property. The 4-acre development has little visual impact on the hundreds of acres of surrounding open space, just as the homes on Katsos Ranch Road and Booth Creek neighborhood do not overwhelm the open space to their north. The development will comply with the TOV’s stringent lighting standards. Criteria D - “A pedestrian and vehicular circulation system is designed to provide safe, efficient and aesthetically pleasing circulation to the site and throughout the development.” The approved Development Plan meets all dimensional and grading requirements of TOV Public Works, Fire Department and CDOT for vehicular access include an oversized 26’ wide private road, three fire department turnaround and staging areas, and a community driveway that takes advantage of an existing curb cut. The parking plan for each component of the development meets or exceeds the requirements of the Town Code at the PEC’s direction. A comprehensive Traffic Study has been prepared by the applicant with input and direction from TOV Public Works and CDOT, and the conclusions of this Traffic Study have been reviewed and approved by TOV Public Works. This traffic analysis identifies the N. Frontage Road with capacity for 1,800 vehicles per hour and current and projected future traffic growth utilizing less than 18% of this capacity at the peak hours. The Booth Heights development will only increase the AM peak hour traffic by 17 vehicles per hour, and PM peak hour traffic by 24 vehicles. The October 15, 2019 - Page 241 of 251 8 traffic study concludes that there is no need for additional turn lanes nor traffic improvements to the N. Frontage Road due to these low volumes. One of the notable benefits of this development site is its direct access to the existing TOV bus system. Booth Heights will allow more locals to live close to their jobs, commercial activity and recreation and will encourage use of the free and frequent TOV public transit system rather than relying on private cars – thus minimizing demand for more in-town parking. The Development Application included two options for a new bus stop at the development, and the option selected by PEC provides safe pedestrian access down to a safer and substantially improved bus stop that will replace the current Falls at Vail bus stop. There will be a proper bus stop - with a bus pull off lanes, shelter, and signalized crosswalk - for both the eastbound and westbound stops that replace the current uncontrolled bus stops that is in the middle of the East Vail interchange. This bus transportation can be the primary means for pedestrians to go both east and west to locations throughout the town if they do not have a car. Pedestrian access “to the site and throughout the site” is efficiently designed with ADA access along a path from the center of the site down to the new bus stop. Response to Appellants’ Objections Relating to Criteria D: Several appellants have alleged that Booth Heights will create a dangerous pedestrian condition on the North Frontage Road, in particular due to traffic at VMS or when traffic backs up due to winter closures or snow stacking. Others have alleged overcrowding due to the popularity of the East Vail bus system. The Traffic Study was prepared using typical professional standards and its conclusions have been reviewed and approved by Public Works as part of the PEC approval. The additional traffic created by Booth Heights represents a negligible increase in traffic on a main road with a huge amount of unused capacity and does not make the N. Frontage Road more dangerous. The net increase in traffic does not even generate the need for additional turn lanes. The site is 3,000 feet from the entrance to the Vail Mountain School. A backup of 120 cars would be required before traffic from VMS were to come into conflict with the development’s driveway. Encouraging the use of public transportation is a benefit of the project that is endorsed by the Town’s planning documents rather than a reason to object to the project. The improvements to the TOV bus stop discussed above will improve the safety for all users of the Falls at Vail bus stop and represent a substantial upgrade to the East Vail bus system. Pedestrian access “to the site and throughout the site” have been addressed in the approved Development Plan. Offsite pedestrian improvements are not a criterion for approval. This said, the substantial shoulders along both sides of the North Frontage Road are the same condition as exists along Big Horn Rd. throughout East Vail. The town’s wildlife biologist recommended not adding any new paths along the right-of-way at the front of the site or new paths to the west. October 15, 2019 - Page 242 of 251 9 There is no record of fatalities at the East Vail interchange or along this section of N. Frontage Road. TOV has authorized Public Works to study the need and options for new pedestrian crossings at the East Vail interchange in the 2020 Budget. Criteria E “Environmental impacts resulting from the proposal have been identified in the project's environmental impact report, if not waived, and all necessary mitigating measures are implemented as a part of the proposed development plan.” The Development Application includes the most substantial Environmental Impact Report and Wildlife Mitigation Plan (“WMP”) ever prepared for a new development within TOV. Much of the public concern and PEC deliberation about wildlife centers around risks to the herd of bighorn sheep that winter in the vicinity. This existing condition has been known and unaddressed for decades. The condition was documented in a 1998 US Forest Service Environmental Action (“EA”) that discussed the loss of quality winter range habitat on public lands. That EA recommended 800 acres of prescribed fire to improve wildlife access and reinvigorate forage areas for big game on public lands. This EA predicted that if nothing was done to address the situation “biological diversity would decrease due to loss of vegetative species…Animal numbers would not increase…The areas would lose valuable habitat and the numbers of species that live in it.” The enhancement recommended in the EA was not pursued due to public opposition. As part of TOV’s review of the Development Plan, town staff took the unprecedented step of hiring three wildlife biologists to review and critique our proposed WMP midway through the development review process. The applicant agreed to work closely with the Town and Colorado Parks & Wildlife on this effort with the goal of making improvements to its WMP. While the wildlife biologists recommended a preference for no development, they also recognized “that this may not provide a viable alternative” and provided numerous recommendations to improve our WMP. Some highlights included design changes such as relocating the bus stop to the east, placing a conservation easement on the 18-acre NAP parcel, and focusing habitat enhancements in areas that are more important to bighorn sheep on TOV and federal lands. With these recommendations, the applicant agreed to modify its WMP to incorporate these changes (see the applicants “Booth Heights Revised Wildlife Mitigation Plan with TOV Biologist Recommendations” memo dated August 16 which outlines the details of the plan). This revised plan embraces the best-practices recommended by the biologists – (1) that mitigation should be funded, (2) the plan should be flexible enough to adapt to conditions in the field, and (3) the vast majority of recommended enhancement work should occur on the high- quality winter range on public lands rather than on the applicant’s property. These recommendations led to a commitment by the applicant to contribute $100,000 towards this community effort on public lands prior to the start of construction. Please also note that the applicant played a key role in coordinating the group of experts and gaining the USFS’s October 15, 2019 - Page 243 of 251 10 preliminary approval for enhancements on federal lands recommended by the town’s wildlife experts. Response to Appellants’ Objections Relating to Criteria E: Most of the appellants allege catastrophic risk to bighorn sheep presented by the Booth Heights development and their inevitable demise. They also maintain that rules will not be enforced and science is being ignored through the development review process. These allegations ignore the record documented throughout the PEC process. The bighorn sheep herd rarely used the development parcel during the study period, and the biologist group acknowledged that the 5-acre Housing parcel is not high-quality bighorn winter range due to the aspen forest that is not preferred habitat for bighorn sheep. This herd of sheep exhibit strong indications of habituation to human activity – even foraging and bedding down in the immediate vicinity of homes and apartments. The expert biologists’ recommendation to focus mitigation on high-quality winter range on public lands is another strong indication that the answer to helping bighorn sheep lies on improving public lands - not denying development rights altogether on 5 acres of private property. The applicant has taken this environmental criterion seriously from the beginning and devised both a Development Plan that is sensitive to wildlife and a WMP prepared with the help of exper biologists that far exceeds the commitments of any prior development in East Vail. The public- private partnership and recommendations by the Town’s experts have all been incorporated into the WMP to ensure that bighorn sheep are protected at the direction of experts going forward. The Town has also been granted the right to step in and enforce the rules and regulations of the community. With this substantial effort and financial commitment, the requirements of this Criteria have been met and “will be implemented as part of the proposed development plan.” Criteria F - “Compliance with the Vail comprehensive plan and other applicable plans.” The TOV planning documents are an interrelated series of documents that lay out the town’s priorities. These documents cover a variety of topics including economic development, land use, infrastructure, and the environment. Each document - or section of a document - cannot be viewed in isolation and must be taken as whole in determining a land use decision. The proposed Booth Heights neighborhood does many things that fulfill the goals of the TOV’s planning documents including the “Vail 20/20 Focus on the Future Strategic Action Plan”, the “Vail Land Use Plan”, the “Vail Housing 2027” plan, the “2009 Environmental Sustainability Plan”, the Town’s “Housing Policy Statements”, and the “2018 Open Lands Plan Update”. These documents include numerous statements identifying (1) housing as needed infrastructure, (2) creating incentives for the private sector to build housing for locals, (3) locating new housing in locations that will reduce traffic, (4) building a range of housing types at sites throughout town, and (5) maintaining a balance between development and protecting the environment. Please see the attached memo “Housing District Review Criteria Presented to PEC” for specifics on how the Development Application meet goals of the above referenced planning documents. October 15, 2019 - Page 244 of 251 11 Response to Appellants’ Objections Relating to Criteria F: Two appellants cite the TOV Charter and Comprehensive Plan commitments to environmental stewardship as grounds for not meeting this Criteria F. One appellant also appears to refer to the 2018 Open Lands Plan Update and alleges it instructs the Town to acquire and protect the site. The recently approved 2018 Open Lands Plan Update acknowledges the likelihood of development of the EVWHS and provides Action Item #23 which states “work with the land owner to establish a conservation easement on 17 acres of NAP property and further mitigate for wildlife and other environmentally sensitive issues on the approximately 5 acres of developable property.” The approved Development Plan follows this recommendation exactly. The TOV Comprehensive Plan and other planning documents discuss environmental stewardship as one component of the Town’s priorities. Locals housing, minimizing the environmental impact of transit, growing a strong local economy and building a sense community are also goals of the TOV’s planning documents. With a substantial commitment to protecting and improving wildlife, creating new open space, and a substantial number of new homes for locals, the approved Booth Heights Development Plan is a model for responsible development. October 15, 2019 - Page 245 of 251 P. 970.688.5057 12 Vail Road, Suite 700, Vail, CO 81657 Booth Heights Development Housing District Review Criteria Presented to PEC October 10, 2019 “The following criteria shall be used as the principal means for evaluating a proposed development plan. It shall be the burden of the applicant to demonstrate that the proposed development plan complies with all applicable design criteria.” Criteria A - “Building design with respect to architecture, character, scale, massing and orientation is compatible with the site, adjacent properties and the surrounding neighborhood.” • Architecture • Cohesive architecture within Booth Heights without replication • Similar materials and colors compared to other East Vail Housing developments and other Housing District developments. • Variation in roof lines within buildings and between buildings • Character • Transitional design with contemporary influences to evolve the older architecture of other nearby neighborhoods • Design that is an improvement on much of the older inventory, but not out of character with East Vail. • Variety of building types similar to those seen throughout East Vail • Scale of a neighborhood street rather than a dense multifamily development that honors and improves upon the East Vail residential patterns. • Scale • Proposed density and GRFA meets most criteria of LDMF districts • Proposed density of townhomes and apartments similar to other East Vail properties along main roads. • Proposed density less than other recent Housing District Developments • Massing • 4-unit townhomes buildings are the same or better than many other townhome neighborhoods in East Vail • Walk-up apartment buildings are similar in scale or better than other multifamily buildings in East Vail • Residential street with individual driveways, landscaping and human scale is similar to or better than many other multifamily developments in East Vail • Orientation • Permanent preservation of 18 acres of NAP and development on less than 4 acres of Housing to balance housing and wildlife needs. • Access from the west to work with site geometry and grade October 15, 2019 - Page 246 of 251 2 www.triumphdev.com • Building foundations used as retaining - most other site retaining accomplished with boulder walls • Taller buildings at the low part of the site • Townhomes at the middle and west embracing the up- and down-valley views • Improvements are buffered from surrounding open space and includes rockfall protection similar to the more dangerous conditions to the west. Criteria B - “Buildings, improvements, uses and activities are designed and located to produce a functional development plan responsive to the site, the surrounding neighborhood and uses, and the community as a whole.” • Proposal meets the intent of the Housing district with a variety of EHUs and Dwelling Units. Neighborhood will provide most net-new EHUs since TOV purchased Timber Ridge. • Studied many different site plans to understand the site and arrive at the proposed plan. • Access and street meet CDOT, Public Works and FD requirements. • Parking totals thoughtfully planned by each use and now meet the requirements of Town Code. • Both private and community outdoor gathering spaces. • Apartment amenities such as laundry, storage and community room onsite. • Site plan that was laid out with sensitivity to wildlife from the start of planning Criteria C - “Open space and landscaping are both functional and aesthetic, are designed to preserve and enhance the natural features of the site, maximize opportunities for access and use by the public, provide adequate buffering between the proposed uses and surrounding properties, and, when possible, are integrated with existing open space and recreation areas.” • Functional and Aesthetic • Balance of wildlife needs and an attractive and useful site plan. • Wildlife design recommendations as basis of design • Outdoor space for all residents including public space at the center of the neighborhood for all, plus private outdoor space for townhome owners. • Utilize Fire Dept. staging/turnarounds as community amenity. • Central ADA path and complimentary landscape stairs to the east to provide second access to bus stop. • Earthen rockfall protection mimics the berm to the west. Made with substantial top soil so that landscaping requested by community and wildlife biologists can grow. • Preserve & Enhance the Natural Features • 18 acres of NAP in a conservation easement included in the proposal • Some tree buffer at the front of the site identified and preserved. • Adequate buffering • Honoring all 20’ setbacks. Substantial additional setbacks and grade change from the frontage road. Closest building is 70’ from the street. • Landscaped berm and fence to shield development from surrounding wildlife. October 15, 2019 - Page 247 of 251 3 www.triumphdev.com • Improvements located to take advantage of the aspen forest behind the site to the north and west to buffer the development • Trees preserved in the front ROW and some in the setbacks • Access and Use by the Public + Integration with Open Space & Recreation • Unique situation where offsite access is not a goal due to wildlife concerns Criteria D - “A pedestrian and vehicular circulation system is designed to provide safe, efficient and aesthetically pleasing circulation to the site and throughout the development.” • Vehicular Circulation safe, efficient and aesthetically pleasing • Roads meet the TOV and CDOT alignment and grading requirements with an attractive landscaped entrance into the site and limited retaining. • Alternate locations would require steep grades and substantial retaining walls. • Internal neighborhood road with wide streets and three areas to turnaround that have been designed with multiple functions. • Parking • Meets the requirements of town code. • Bus • 2 bus stop locations proposed by the applicant. Preferred choice was selected by PEC. • The selected bus stop location will substantially improve the safety of the existing nearby bus stop. • Pedestrian Circulation to and through the site safe, efficient and aesthetically pleasing. • Limited off-site pedestrian destination, but opportunities for groceries and recreation are easily accessible from the town bus and even within walking distance of the site. • TOV has begun the process to improve pedestrian safety at the East Vail underpass Criteria E - “Environmental impacts resulting from the proposal have been identified in the project's environmental impact report, if not waived, and all necessary mitigating measures are implemented as a part of the proposed development plan.” • Comprehensive Design Guidelines directed all site planning • Commitments to the protection of wildlife during construction • Commitments to the protection of wildlife on an ongoing basis for residents • Most meaningful Wildlife Mitigation Plan ever proposed in the Town of Vail • 18-acre Conservation Easement • Wildlife Mitigation Plan revised at the direction of Town’s consultants and has Town Staff support for implementation • $100,000 contribution as seed money for larger community effort and a list of immediate action items that can be undertaken in partnership with the TOV, CPW and possibly the USFS in the immediate vicinity of development. October 15, 2019 - Page 248 of 251 4 www.triumphdev.com • Applicant encourages the PEC to Recommend Community Level Action to the Town Council for consideration to further protect wildlife. Criteria F - “Compliance with the Vail comprehensive plan and other applicable plans. ” Vail 20/20 Focus on the Future – Strategic Action Plan: • Land Use Goal #4: Provide for enough deed-restricted housing for at least 30 percent of the workforce through policies, regulations and publicly initiated development. • Address the zoning regulations to provide more incentives for developers build employee housing units. • Environmental Sustainability Goal #2: Energy Management in Buildings and Transportation: Reduce the town’s 2007 baseline greenhouse gas emissions. • Support employee housing initiatives in order to reduce trips into Vail. • Housing Goal: The Town of Vail recognizes the need for housing as infrastructure that promotes community, reduces transit needs and keeps more employees living in the town, and will provide for enough deed-restricted housing for at least 30 percent of the workforce through policies, regulations and publicly initiated development. • Conduct inventory of all sites with development potential and pursue opportunities for acquiring undeveloped or underdeveloped properties. • Update the Vail Land Use Plan and identify more areas for employee housing. • Economy Goal #3: Maintain a town-wide workforce in which at least 30 percent of people who work in Vail also live in Vail. • Support the local economy by working with the business community to address future workforce housing needs as they relate to business in Vail. Vail Land Use Plan - Chapter II - Land Use Plan Goals / Policies • 1. General Growth/Development • 1.1 Vail should continue to grow in a controlled environment, maintaining a balance between residential, commercial and recreational uses to serve both the visitor and the permanent resident. • 1.2 The quality of the environment including air, water and other natural resources should be protected as the Town grows. • 5. Residential • 5.3. Affordable employee housing should be made available through private efforts, assisted by limited incentives, provided by the Town of Vail, with appropriate restrictions. • 5.4. Residential growth should keep pace with the market place demands for a full range of housing types. October 15, 2019 - Page 249 of 251 5 www.triumphdev.com • 5.5. The existing employee housing base should be preserved and upgraded. Additional employee housing needs should be accommodated at varied sites throughout the community. Vail Housing 2027 – A Strategic Plan for Maintaining and Sustaining Community through the Creation and Support of Resident Housing in Vail • Ten Year Goal: “The Town of Vail will acquire 1,000 additional resident housing unit deed restrictions by the year 2027.” • Our strategic solutions and actions result in the retention of existing homes, creation of new and diverse housing infrastructure, and collaboration with community partners. • Mission: Maintaining and Sustaining Community - “We create, provide, and retain high quality, affordable, and diverse housing opportunities for Vail residents to support a sustainable year round economy and build a vibrant, inclusive and resilient community. We do this through acquiring deed restrictions on homes so that our residents have a place to live in Vail.” • Policy Statement - Resident Housing as Infrastructure • “We acknowledge that the acquisition of deed restrictions on homes for Vail residents is critical to maintaining community. Therefore, we ensure an adequate supply and availability of homes for residents and recognize housing as infrastructure in the Town of Vail; a community support system not unlike roads, bridges, water and sewer systems, fire, police, and other services of the municipal government.” 2009 Environmental Sustainability Strategic Plan • Goal #3 – Ecosystem Health: Ensure that the natural environment, specifically air and water quality, water quantity, land use and habitat are maintained to current or improved levels of biological health. • Goal #6 – Transportation – Reduce the environmental impact of transportation by supporting efforts within the Eagle Valley to decrease total Vehicle Miles Traveled (VMT) by commuters and guests by 20% by 2020. October 15, 2019 - Page 250 of 251 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 10:00 pm (estimate) October 15, 2019 - Page 251 of 251