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.
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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
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VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C: 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
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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
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VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C: 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
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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
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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.
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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
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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.
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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.
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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.
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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
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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
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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
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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
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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.
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52 | Town of Vail Civic Area Plan
The Places, Public Spaces and Connectivity
The buildings and improvements described for the Civic Area will provide venues for
community gatherings and other activities. The use of these buildings will be the main catalyst
for attracting people to the Civic Area. They are, however, just buildings. Public plazas, parks
and pedestrian corridors, the spaces between the buildings, are what will make Vail’s Civic area
a special place. These outdoor spaces will link buildings within the Civic Area and they will
strengthen the connection of the Civic Area with Vail Village and Lionshead. The importance of
these outdoor spaces cannot be overstated, they are essential to the success of the Civic Area.
Small park at Lot 10
Streetscape improvements along
East Lionshead Circle
Enhance outdoor spaces
at Vail Public Library
Public plazas to link
buildings and uses
Streetscape improvements
to improve connection to
Vail Public Library
Walking path along
Middle Creek
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.
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56 | Town of Vail Civic Area Plan
IV. IMPLEMENTATION
This chapter addresses implementation and other considerations relative
to the Civic Area Plan. As a master plan document this Plan is visionary
and it defines the Town’s goals for the Civic Area. This Plan represents just
the first step in the process of creating the Civic Area. Information below
summarizes follow-up steps that will need to be addressed for each site,
provides recommendations on the sequence of subsequent planning and
design work, summarizes the potential order of magnitude costs for Civic
Area improvements and potential funding alternatives, and discusses a
number of other topics related to the development of the Civic Area.
Next Steps
Chapter 3 describes potential improvements
that could be developed within the Civic
Area. It also outlines the next steps
necessary to implement these improvements
or to make final decisions on the type and
nature of future improvements. These next
steps, recommended sequences of work
and other considerations for each of the
Civic Area sites, are discussed below. It is
assumed that with direction from the Town
Council, the Community Development and
Public Works departments will coordinate
these efforts.
VAIL PUBLIC LIBRARY
POTENTIAL TIME-LINE FOR ACTION
Improvements to the Vail Public Library could
be implemented independently from other
Civic Area improvements. If a second level is
to be pursued and if this space is envisioned
to accommodate community use, it will
be important to coordinate this effort with
community space that may be developed at
the Charter Bus Lot or the building wrap at
the Lionshead Parking Structure.
It is anticipated that any efforts to pursue
the addition of a second level or to make
improvements to the south lawn would be
made if or when initiated by Library Staff.
NEXT STEPS
• Work with Library staff to identify the
Library’s long-term space needs that
could be accommodated by a second
level addition.
• Work with Library staff to identify the
potential for outdoor programing
that could be accommodated by
improvements to the south lawn.
• Evaluate the potential need for
community space that could be
accommodated by a second level
addition.
• Coordinate with the Town’s
Environmental Sustainability
Department on enhancements and
design improvements to Gore Creek
and Middle Creek.
• Identify programs to improve library
user’s experience such as additional
remote book drop-off locations and
management changes at the Lionshead
Parking Structure to ensure parking
availability for Library users during
periods of peak parking use.
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.
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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
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Drawn By:
Sheet Subset:
Structure
Numbers
100
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No.:
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Revised:
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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,
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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
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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.
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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
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chargers, a $525,000 grant to purchase new electric buses and $700,000 federal grant for the
continuation of the Bridge Road Bridge reconstruction.
The E911 Authority Board is a conduit managed by Eagle County to fund emergency
communications from the surcharges it collects on phone bills. In 2020 the E911 board will
contribute a total of $845,030 for salary and benefits for the equivalent of two dispatch
supervisors, six dispatchers and a systems engineer in the Vail Communications Center.
County Sales Tax: The town receives fifteen percent (15%) of a 1% general retail sales tax
levied by Eagle County. This payment is pursuant to an enabling ballot question approved by
the voters and applies to all of the towns within the county. Collections budgeted for 2020 total
approximately $912,768.
County Road & Bridge: The town collects a portion of the county’s mil levy for road and bridge
based upon Colorado State Statutes. County road and bridge revenue for 2020 was budgeted
based on the prior two year history, at approximately $720,000. This revenue is dependent
upon what Eagle County sets for a road and bridge mil levy and the assessed valuation for the
town.
Highway Users’ Tax: The State of Colorado shares a portion of its gasoline tax based upon
the town’s miles of roads in proportion to other municipalities in the state. This revenue of
$250,000 is budgeted at a 14% increase from the 2019 budget based on information provided
by the Colorado Municipal League.
TRANSPORTATION CENTERS located at Lionshead, in the Vail Village, and at Red
Sandstone Elementary school, the parking structures generate 9% of total revenues and are
budgeted at $6.4 million for 2020. This is budgeted flat with 2019 forecast and a 1.0% decrease
from 2018 actuals (a higher than average year). Daily parking fees and parking passes during
ski season are the largest sources of this revenue. This budget proposal includes an estimate
for overnight summer parking based on 2018 and 2019 trends and pass sales for the new Red
Sandstone structure.
CHARGES FOR SERVICES comprise 5% of the town’s annual revenue. The largest sources in
this category include dispatching contracts and a contract with the Colorado Department of
Transportation (CDOT) for maintenance of the frontage roads.
EARNINGS ON INVESTMENTS generate 1% of the town’s annual revenues. The town’s
investment policy priority is safety, followed by liquidity and then return. Current return on the
town’s investment is approximately 1.8%.
Vail Reinvestment Authority (VRA) was created on November 4, 2003 to oversee
development and redevelopment of identified blighted areas within the town. The Authority is
funded with incremental property tax collected on redeveloped properties within the district. The
VRA will reimburse the town’s Capital Projects Fund for various capital projects in Lionshead.
For 2020 this includes a $2.6M reimbursement for the Red Sandstone parking structure (a total
of $9.3 million will be reimbursed for that project over a 3 year period which began in 2018). The
VRA reimbursement in 2020 will represent approximately 3.0% of funding available for town
spending.
9
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Major Revenue Analysis2020 Proposed Budget% from 2018 % from 2019 % from 2019 Forecast2011 2012 2013 2014 2015 2016 2017 2018 2019 2019 2020Actual Actual Actual Actual Actual Actual Actual Actual Budget ForecastProposed CommentsGeneral Sales Tax19,581,414 20,046,455 21,999,999 23,881,130 25,141,932 25,763,244 25,591,483 27,886,113 27,080,000 27,964,400 28,524,000 2020 proposed 2% increase from 2019 forecast and a 2.3% increase from 2018 actuals. YTD collections as of June up 5.8% from 201810.8% 2.4% 9.7% 8.6% 5.3% 2.5% -0.7% 9.0% -2.9%3.3% 2.0%RETT Tax4,403,706 5,452,937 4,725,589 6,849,449 6,965,617 6,843,356 6,313,611 7,649,013 6,300,000 6,300,000 6,300,000 2020 flat with 2019 budget; and a 17.6% decrease from 2018-36.6% 23.8% -13.3% 44.9% 1.7% -1.8% -7.7% 21.2% -17.6%0.0% 0.0%Parking Revenue4,023,940 3,453,836 4,170,065 4,528,137 4,948,993 5,230,062 4,902,756 6,416,013 5,426,000 6,360,000 6,360,000 2020 proposed flat with 2019 forecast, or a 1% decrease from 2018-20.1% -14.2% 20.7% 17.9% 9.3% 5.7% -6.3% 30.9% -15.4%17.2% 0.0%Both 2019 and 2020 include summer parking revenue of approx. $200KVail Health will need passes again in 2020Property & Ownership Tax5,031,770 4,157,279 4,227,966 4,358,411 4,389,241 4,911,842 4,940,193 5,313,730 5,300,000 5,300,000 5,900,000 Updated for August Assessor report1.6% -17.4% 1.7% 0.1% 0.7% 11.9% 0.6% 7.6% -0.3%0.0% 11.3%Lift Tax Revenue3,529,125 3,433,686 4,007,908 4,351,624 4,763,956 5,032,970 4,708,765 5,103,480 5,025,000 5,200,000 5,300,000 2020 proposed at a 1.9% increase from 2019 forecast and a 3.8% increase from 2018 actuals5.1% -2.7% 16.7% 15.1% 9.5% 5.6% -6.4% 8.4% -1.5% 3.5% 1.9%Construction Fees985,377 1,333,681 1,404,928 2,608,807 1,949,884 1,552,569 1,628,471 2,958,948 2,061,207 2,061,207 2,122,988 2020 is a 3.0% increase from 2019 budget and does not include any major projects (so far)-22.6% 35.3% 5.3% 4.4% -25.3% -20.4% 4.9% 81.7% -30.3%0.0% 3.0% 2019 YTD collections of $2.0M is trending up 67% from prior year, however this does include Mtn ViewConstruction Use Tax721,002 1,221,734 1,360,585 1,803,853 2,220,168 1,688,841 1,740,754 3,689,131 2,220,000 2,220,000 2,220,000 2020 flat with 2019 budget and based on 5 yr average; No major projects included at this time-34.6% 69.4% 11.4% 0.2% 23.1% -23.9% 3.1% 111.9% -39.8%0.0% 0.0%2018 inlcluded $1.9M from Vail Health projectOther Taxes1,806,708 1,672,112 1,735,016 1,829,591 1,886,347 1,812,997 1,803,508 1,982,124 1,878,560 1,906,861 1,973,888 County sales tax (based on TOV sales tax), Road & Bridge, Hwy users revenue, etc.5.6% -7.4% 3.8% 5.6% 3.1% -3.9% -0.5% 9.9% -5.2%1.5% 3.5%Federal / County Grants1,596,040 916,067 82,630 474,399 152,193 184,827 169,883 1,168,041 2,021,706 2,021,706 2,337,287 2020 $1.1M FASTER electric bus chargers grant; $525K CDOT bus grant; $700K federal grant-57.8% -42.6% -91.0% -45.6% -67.9% 21.4% -8.1% 587.6% 73.1%0.0% 15.6%for replacement of Bridge Rd. bridge; 2019$1.15M from Eagle County and ERWSD for Dowd Junction path reconstruction; 2018 includes $700K CDOT Water Quality "TAP" grant and $135K state grant for water quality at PWEarnings on Investments539,541 492,015 426,975 674,027 271,896 191,992 563,885 1,123,184 381,260 681,260 1,143,688 Based on available fund balance and investment returns assumed at 1.8%63.4% -8.8% -13.2% 57.9% -59.7% -29.4% 193.7% 99.2% -66.1%78.7% 67.9%Rental Income895,872 832,134 918,691 1,044,463 1,028,950 1,019,509 1,027,199 1,028,569 1,102,852 1,102,852 1,093,177 Includes Donovan Pavillion at $310K; employee housing rentals and parking structure leases3.9% -7.1% 10.4% 24.2% -1.5% -0.9% 0.8% 0.1% 7.2%0.0% -0.9%E911 and Interagency Dispatch 1,958,581 1,915,218 1,982,170 1,931,359 1,896,010 1,918,590 2,008,451 2,055,844 2,158,030 2,158,030 2,171,915 Funding by E911 Authority Board and participating agencies2.6% -2.2% 3.5% -2.6% -1.8% 1.2% 4.7% 2.4% 5.0%0.0% 0.6%Vail Reinvestment Authority Transfers7,125,196 5,354,864 1,842,286 3,049,280 2,757,637 3,546,063 4,179,718 4,599,998 3,848,281 3,848,281 2,550,000 2019 & 2020 Red Sandstone parking garage (multi-year payback to Capital Projects Fund)565.7% -24.8% -65.6% 65.5% -9.6% 28.6% 17.9% 10.1% -16.3%0.0% -33.7%Sale of Chamonix Housing Units- - - - - - - 17,748,304 - - - Project Reimbursment Red Sandstone- - - - - - - 5,800,000 - - - $4.3M from Vail Resorts; $1.5 from Eagle County School District cost share of RSES parking structureAll Other Revenue6,463,634 4,725,743 4,725,539 7,522,484 9,577,305 7,783,483 7,358,044 8,923,905 7,963,847 7,029,846 5,842,464 In general, this item includes franchise fees, fines and forfeitures, employee portion of healthcare-18.8% -26.9% 0.0% 59.2% 27.3% -18.7% -5.5% 21.3% -10.8%-11.7% -16.9%premiums, license revenue, administration fees collected from VLMD and RETT and other chargesfor service such as out of district fire response and Police contracted services. It may also includeuse of Traffic Impact fees or Holy Cross Community Enhancement FundsTotal Revenue 58,661,907 55,007,762 53,610,347 64,907,014 67,950,130 67,480,345 66,936,720 103,446,397 72,766,742 74,154,442 73,839,407 % compared to Prior Year1.2% -6.2% -2.5% 21.1% 4.7% -0.7% -0.8% 54.5% -29.7% 1.9% 1.5%vs. 2019 Original Budget19.4% -8.9% -7.2% -0.4%vs. Forecast10October 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
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October 15, 2019 - Page 153 of 251
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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
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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)
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INKIND REQUEST: Two full day rentals of Donovan Pavilion ($13,990), two full days rentals of the
Grandview room ($1,700), 60 one day parking passes to be used in the Vail Village and Lionshead
parking structures ($1,800).
BACKGROUND INFORMATION: Vail Jazz is requesting a total cash contribution of $200,000, an
increase from prior year of $125,098 (167%). The increase in funding is requested to support three
26th anniversary special events which includes a mini Vail Jazz party in the spring to celebrate
workshop alumni, additional fall (September) programing called the “Master class” capturing alumni
artists passing through Vail (on tour), and a holiday sing along to engage the Vail winter audience.
The incremental request of $125K will cover 1/5th of the cost to fund the three special events listed
above.
STAFF RECOMMENDATION: Staff recommends a contribution of $76,400, a 2% increase over
prior year. Staff also recommends an in-kind contribution of 2 full day rentals of Donovan and 2 full
day rentals at the Grandview room valued at $15,690. Staff does not recommend funding 60 one
day parking vouchers at the parking structures.
D. Vail Valley Foundation (VVF)
CASH REQUESTS:
MOUNTAIN GAMES (MG): $140,000 (previously funded by the CSE); $44K of in-kind
services
VAIL DANCE: $69,500, 23% increase from prior year
HOT SUMMER NIGHTS: $35,000 cash contribution, 27% increase from prior year; $2,800
of in-kind services
BACKGROUND INFORMATION:
D1. Vail 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.
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STAFF RECOMMENDATION: Staff recommends cash funding of $54,633 for the Vail International
Dance Festival and $28,050 for Hot Summer Nights, a 2% increase over 2019.
Staff defers the funding decision and decision to designate the MG as a Signature Event to Council.
Staff recommends that if funding is increased, the town would receive sponsor recognition reflecting
the value of cash and in-kind contributions, and that the event continue to encourage visitation from
guests that align with the Vail brand. Should Council decide to fund this event, funding will come
from General Fund reserves. This request is not currently included in the 2020 budget proposal.
Determination of in-kind funding will be referred to the Event Review Committee.
E. Burton US Open Snow Boarding Championships
CASH REQUEST: $515,000, $25,000 or a 5.1% increase over prior year
INKIND REQUEST: Use of Soccer lot and RV lot, re-routed bus service, barricades
BACKGROUND INFORMATION: Highline is requesting $515,000 cash support for the 2020 U.S.
Open Snowboarding Championship event, $25,000 or a 5.1% increase from prior year. Highline is
also requesting an in-kind contribution to use the town’s Soccer and RV lots.
STAFF RECOMMENDATION: Staff recommends cash funding of $490,000, flat with prior year’s
contribution. This event funding was previously increased from $404,000 to $490,000 (21%) in
2018. In-kind funding will be reviewed by the Commissions on Special Events and the TOV Event
Review Committee.
F. Fireworks
BACKGROUND INFORMATION: Each year the town allocates specific funding of Fourth of July
and New Year’s Eve firework shows.
STAFF RECOMMENDATION: The town has currently included $52,015, flat with prior year funding,
to the annual operating budget for the fireworks for 2020.
DESTINATION EVENTS
Destination Events represent events and programs that provide the town an opportunity for new
or one-time major events such as the US Pro Challenge, and the 2015 Alpine World Ski
Championships. While funding will be allocated outside of the Commission on Special Event’s
budget, event results will be reported to the CSE as part of the standard recap process and will
also be presented to Town Council. The funding for this category will not be automatic each
year, but major events and/or programs with the potential to build the Vail brand even further and
have a significant impact on the town’s economy will be considered on an individual basis.
Signature Events are able to apply for funding from this category with a new opportunity that fits
this criteria.
G. Highline- Spring Back
CASH REQUEST: $550,000, $250,000 increase or 83% over prior year.
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BACKGROUND INFORMATION: Highline is requesting $550,000 for the Spring Back to Vail event
April 10th – 19th. This 2020 Spring Back event will introduce a paid concert model in order to attract
nationally renowned artists. This will allow concerts to be booked in advance and marketed
throughout the entire season. The incremental funding is requested to be used for talent
procurement and production ($50,000) and marketing efforts ($200,000). Spring Back 2020 will
refresh and refine traditional elements of Spring Back while providing a broad range of guest
experiences and activations.
STAFF RECOMMENDATION: Staff defers the funding decision Council. Should Council decide to
increase funding of this event, funding will come from General Fund reserves (as a transfer to the
Marketing Fund). This request is currently included at the original funding level of $300,000 in the
2020 budget.
H. Highline- Snow Days
CASH REQUEST: $300,000 (flat with prior year)
BACKGROUND INFORMATION: Highline is requesting $300,000 for the Vail Snow Days event,
December 10th - 13th. The vision for Vail Snow Days 2020 is to continue the momentum that has
been built by this early winter festival event. Highline will continue to fine tune event elements
that have proven successful in previous years while looking to expand where possible.
STAFF RECOMMENDATION: Staff defers the funding decision Council. Should Council decide to
fund this event, funding will come from the Marketing Fund as a transfer from the General Fund.
This request is currently included in the 2020 budget proposal.
SERVICES
This category funds programs of services/expertise that the town does not already provide,
supports the TOV physical plant and is appropriate for governmental support. Currently included
in this category is annual programming support of TV5, Colorado Ski and Snowboard Museum,
Betty Ford Alpine Gardens and Eagle Valley Childcare.
I. Colorado Ski Museum
CASH REQUEST (Programming): $45,903, $1,337 or 3% increase over prior year
CAPITAL REQUEST: $20,000
INKIND REQUEST: Per 2017 lease terms at Town Manager discretion: Wavied rent valued at
$132,651; one silver parking pass and two blue parking pass (valued at $4,500)
BACKGROUND INFORMATION: The Colorado Snowsports Museum and Hall of Fame is
requesting a total cash contribution of $65,903. $20,000 of this funding request will be used to fund
a state of the art sound system. $45,903 will be used to market the museum, continue to provide
free admission for visitors, maintain and update exhibits, and exend museum hours.
STAFF RECOMMENDATION: Staff recommends funding the in-kind request based on the lease
terms (totaling $137,151) and a cash contribution of $45,457, a 2% increase from prior year. Staff
does not recommend the $20,000 funding for a new sound system because the sound system
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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)
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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.
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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.
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IN-KIND REQUESTS
T. Vail Junior Hockey Association
BACKGROUND INFORMATION: The Vail Junior Hockey Assn. is requesting in-kind funding for 11
days at Dobson valued at $30,580.
STAFF RECOMMENDATION: Staff recommends in-kind funding consistent with 2019 by providing
8 days of ice time (out of 11 requested) valued at $22,240, subject to approval and coordination with
the Vail Recreation District for the ice time. If there are enough available days at Dobson remaining
prior to this event, staff recommends providing the full amount of days. However, the Hockey Assn.
will be responsible for hard costs for use of the Dobson Arena and Donovan Pavilion such as set-up,
tear-down, cleaning and utilities.
U. Ski & Snowboard Club of Vail
BACKGROUND INFORMATION: The Ski & Snowboard Club of Vail has requested in-kind funding
(valued at $5,284) for 4 days use of Dobson for their annual Ski & Snowboard Swap.
STAFF RECOMMENDATION: Staff recommends funding the in-kind request for four days (out of
four requested) with appropriate approval and coordination with the Vail Recreation District. The Ski
& Snowboard Club will be responsible for hard costs for use of the Dobson Arena such as set-up,
tear-down, cleaning and utilities.
V. Skating Club of Vail
CASH REQUEST: $2,500 to be used for goody bags to all participants at the Vail Invitational
competition.
BACKGROUND INFORMATION: The Skating Club of Vail has requested in-kind funding of 11 days
use of Dobson valued at $30,580.
STAFF RECOMMENDATION: Staff recommends providing 8 days of ice time (out of 11 requested)
valued at $22,240 subject to approval and coordination with the Vail Recreation District. The
Skating Club will be responsible for hard costs for use of the Dobson Arena such as set-up, tear-
down, cleaning and utilities. However, if there are enough available days remaining prior to this
event, staff recommends providing the full amount of days. Staff does not recommend funding
participant goody bags.
W. Small Champions of Colorado, Inc.
INKIND REQUEST: 60 parking vouchers to use on nine off peak Sundays during 2018-2019 ski
season and use of the Welcome Center as a drop off and pick-up location on those nice Sundays.
(valued at $1,800).
STAFF RECOMMENDATION: Staff recommends in-kind funding consistent with 2019 by providing
54 parking vouchers to be used on winter Sundays, valued at $1,620. Staff also recommends the
use of the Welcome Center as a drop-off and pick-up location for those Sundays.
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X. Special Olympics
BACKGROUND INFORMATION: The Special Olympics is requesting an in-kind contribution of 60
parking vouchers valued at $1,800 to be used on nine off peak Sunday.
STAFF RECOMMENDATION: Staff recommends in-kind funding consistent with 2019 by providing
46 parking vouchers for Lionshead structure only, with one-time entry/exit coupons valued at $1,380.
Y. Foresight Ski Guides
BACKGROUND INFORMATION: Foresight Ski Guides is requesting two blue parking passes
(valued at $2,500) and two pink parking passes (valued at $400) for the 2019- 2020 ski season.
Foresight provides parking to volunteer guides, half of which drive from Denver who need to be
parked and ready to meeting their visually impaired participants by 8:30am. Local guides usually
take public transportation and/or carpool. Foresight provides challenging recreation opportunities to
visually impaired participants (adults and children) and guides.
STAFF RECOMMENDATION: Staff recommends providing two blue passes, as was approved in
the past several years valued at $2,500.
Z. SOS Outreach
BACKGROUND INFORMATION: SOS Outreach is requesting 25 parking vouchers (valued at $750)
for the 2019/20 ski season to be used by program coordinators hauling gear to and from the
mountain for the winter skiing and snowboarding programs for underserved youth.
STAFF RECOMMENDATION: Staff recommends providing 25 parking vouchers for the 2019/20 ski
season to be used by program coordinators, consistent with 2019.
AA. Roundup River Ranch
BACKGROUND INFORMATION: Roundup River Ranch is requesting 50 parking vouchers, valued
at $1,500, for Superhero Ski Day.
STAFF RECOMMENDATION: Staff recommends providing 50 parking vouchers for the 2019/20 ski
season to be used for Superhero Ski Day, consistent with 2019.
BB. Mind Springs Health
BACKGROUND INFORMATION: Per 2010 lease terms at the Town Managers discretion: In-kind
funding of $46,800 for rent, utilities and parking passes.
STAFF RECOMMENDATION: Staff recommends providing 3 blue parking passes (valued at
$3,750) for the 2019/20 ski season and waived rent and utilizes (valued at $43,050).
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CAPITAL IMPROVEMENT PROGRAM $37.6 MILLION
Capital improvement programs include purchases of property and equipment and improvements
or capital maintenance that extend the asset’s useful life. Capital Expenditures are paid by the
Capital Projects Fund, the Housing Fund and the Real Estate Transfer Tax Fund, The capital
improvements program reflects the town’s vision to be "the premier international mountain resort
community”, with total funding of $37.6 million proposed for 2020 across the three Funds.
During the August 6th work session, staff provided Council with a preliminary five year capital
plan in addition to project narratives for significant or new capital projects proposed as part of
the 2020 budget. An outcome of that meeting was to set aside funding for the reconstruction of
the Vail Nature Center until more detailed plans and public engagement can occur. Nugget
Lane Bridge reconstruction was also set aside until a later date. Both projects are listed as
“unfunded”.
CAPITAL PROJECTS FUND $29.4 MILLION
The purpose of the Capital Projects Fund is to account for spending on capital projects, funded
by a portion of the town’s sales tax (38%), construction use tax, and other revenue designated
for capital projects. The 2020 capital projects fund expenditure budget is proposed at $29.4
million. Approximately $4.8 million is spent on annual capital maintenance and routine capital
projects required for core services. Significant capital maintenance spending for 2020 includes:
Facility Capital Maintenance ($530,813): Various repairs to town buildings including
upkeep of the exterior, interior finishes, and mechanical equipment. Buildings include
municipal building, PW shops, fire station, Donovan Pavilion, welcome centers, and
Grandview.
Municipal building maintenance ($873,000): Maintenance required by deferred
redevelopment of aging structure such as roof repairs, air handlers, etc.
Parking Structure Maintenance ($697,000): Various repairs and replacements in the
Village, Lionshead, and Red Sandstone parking structures. This can include expansion
join repairs, ventilation, HVAC maintenance, plumbing, and other structural repairs.
Capital Street maintenance: ($1,345,000): On-going maintenance to roads and bridges
including asphalt overlays, patching and repairs, culvert repair and maintenance, and
street light improvements.
Technology Infrastructure Maintenance ($1,262,423): Annual software licensing and
upgrades, laptop and computer replacements, ongoing camera system maintenance,
server infrastructure maintenance, and annual broadband expenses related to project
THOR. New software requests total $120,000 which includes Human Resource
Performance Management system, Energy management software and Housing
database.
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The remaining expenditures are for larger capital improvements. Significant projects include:
$2.5 million transfer to the Housing Fund to continue the success of the Vail InDeed
program. (See Housing Fund below)
$9.5 million to being the expansion of the Public Works Shops as outlined in the Master
Plan. Phase I includes the demo of the current street building with reconstruction into a
two building allowing for future expansion. This also includes construction of a retaining
wall, a new cinders building, and relocation of the green house building.
$6.9 million to replace seven diesel buses with electric buses. Staff is analyzing
operational impacts of converting the bus fleet to electric and will return to Council with
additional cost estimates of implementation.
$1.4 million to install electric bus chargers and electrical service improvements. A $1.1
million grant will offset the costs of this project.
$1.0 million dollars has been included as a placeholder to explore outcomes of the Civic
Area Master Plan such as preliminary design and feasibility studies of specific projects.
The Capital Projects Fund is currently projected with an ending fund balance of $10.0 million in
2020, and a fund balance of $12.8 million at the end of 2023.
HOUSING FUND $2.5 MILLION
The Housing Fund was created in 2017 and is reported on a budget basis only to track town
housing programs. The Housing Fund is mainly funded by transfers from the Capital Projects
Fund as well as Employee Housing Fee-in-Lieu collections. The 2020 budget includes $2.5M
transfer from the Capital Projects Fund for the purchase of deed restrictions. To date, 121 deed
restrictions have been added to the town’s inventory of housing at an average cost of $44,553
per bedroom or $82 per square foot. Investment in deed restrictions totaled $1.7 million in 2018
and year to date total $1.7 million for 2019 ($2.5 million budgeted for the year).
Deed restrictions have also been secured with public/private partnerships such as Solar Vail
($4.2 million) and 6 West Apartments ($625,000).
REAL ESTATE TRANSFER TAX FUND $8.3 MILLION
The purpose of this fund is to account for a 1% tax on the transfer of all real property within the
town limits, as well as the recreation amenities fee and lottery revenue. Expenditures are
restricted to maintaining, acquiring and improving property and equipment for recreation and
open space purposes in addition to supporting sustainable environmental practices.
The RETT Fund supports $3.2 million in annual operations of the town’s Parks and Recreation
department, Environmental Sustainability, Art in Public Places and Forest Health.
Environmental ($982,236): For 2020 this includes one additional headcount to focus
on energy management (see Personnel Tab). Also included in ongoing programming is
Actively Green ($40,000), Zero Hero ($25,000), support for USFS Forest Ranger
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program ($30,000), recycling education and compliance ($30,000), Energy Smart
Colorado ($40,000) and continuation of the sustainable destination award ($30,000).
The environmental budget also includes new initiatives including $100,000 for a wildlife
habitat improvements study, $50,000 for a biodiversity study as an outcome of the open
lands plan, and $25,000 to research an E-bike pilot program.
Parks and Recreation ($1,8016,014): Operating costs to support path, park, and open
space maintenance.
Forest Health ($298,733): Operating budget for a wildland crew to mitigate fire hazards
for the town.
Art in Public Places ($130,771): Art in Public Places programming and operations.
Other one-time significant expenditures included in the 2020 RETT budget include:
$120,000 for substantial repairs to Sunbird Park
$1,000,000 to continue water quality improvements to Gore Creek. This includes
store water site specific water and water quality construction projects as part of
“Restore the Gore”. Savings of $3.0 million is projects in 2019.
$1,100,000 to install a solar panel network at the Public Work Shops
$250,000 annual set-aside for the acquisition of open space
$744,419 capital maintenance for the town’s purchase of VRD managed facilities
The RETT Fund is currently projected with an ending fund balance of $2.2 million in 2020, and a
fund balance of $5.1 million at the end of 2024.
October 15, 2019 - Page 175 of 251
Cost Increase from Prior YearNewly Added ProjectsShift in year2019Amended 2020 2021 2022 2023 2024Revenue2% 2% 2% 3% 2%Total Sales Tax Revenue: 27,080,000$ 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
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RULES OF PROCEDURE
FOR THE APPEAL HEARING BEFORE THE VAIL TOWN COUNCIL
OF THE AUGUST 26, 2019
PLANNING AND ENVIRONMENTAL COMMISSION DECISION
REGARDING THE BOOTH HEIGHTS DEVELOPMENT
1. Purpose. These Rules of Procedure ("Rules") are adopted pursuant to Vail Town
Code § 12-3-3(F) to establish the procedures for a hearing to consider appeals of the
decision by the Planning and Environmental Commission (the "PEC") on August 26,
2019 approving the Booth Heights Development Plan (the "Decision"). These Rules are
limited to this hearing and any continuances thereof, and shall not apply to any other
hearings before the Town Council. These Rules are intended to establish reasonable
procedures to protect applicable due process rights and to ensure th at the hearing
proceeds in a fair and expeditious manner.
2. Background. As of September 16, 2019, the Town received 22 potential appeals
of the Decision. Appeals of PEC decisions are governed by Vail Town Code § 12 -3-
3(C). The Community Development Director reviewed all 22 potential appeals to
determine whether each purported appellant had standing. On September 23, 2019,
pursuant to Vail Town Code § 12 -3-3(C)(2), the Community Development Director
determined that 7 of the appellants had standing to file appeals (each an "Appellant"
and collectively the "Appellants"), and set a hearing before the Town Council on
October 15, 2019. The Town then notified all Appellants of the date of the hearing, as
well as the development plan applicant, Triumph Development ("Applicant"). The Town
also published notice of the hearing as required by Vail Town Code § 12-3-6.
3. Burden of Proof. All 7 appeals challenge the Decision as a whole, alleging that
the Decision should be overturned for various reasons. As such, the Town Council will
hear all 7 appeals at the same time. It is Appellants' burden of proof, as a whole, to
establish that the Decision was made in error.
4. Pre-Hearing Submittals. In compliance with Vail Town Code § 12-3-3(C)(3), the
PEC, through the office of the Community Development Director, will forward to the
Town Council prior to the date of the hearing a summary of all records concerning the
Decision. Additionally, Appellants and Applicant shall be allowed to submit to the office
of the Community Development Director written materials prior to the hearing for Town
Council's review. All written submittals must be relevant, legible, clearly labeled, signed
and dated. .
5. Appearance and Representation. All Appellants must appear in person at the
hearing to present evidence unless 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
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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.
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10. Decision. At the conclusion of all of the testimony, the Town Council may
deliberate. Following deliberation, the Town Council shall make a decision on all of the
appeals at once by a voice vote, and a simple majority shall be required to uphold or
reverse the PEC decision.
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
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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
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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
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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
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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.
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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
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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.
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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.
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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
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• 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.
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• 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.
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• 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.
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• 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.
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VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C: A djournment 10:00 pm (estimate)
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