HomeMy WebLinkAbout2021-08-17 Agenda and Supporting Documentation Town Council Afternoon Meeting Agenda
VAIL TO W N C O U N C IL R E G U L AR ME E TIN G
Agenda
Town Council C hambers and Virtual on Zoom
1:00 P M, August 17, 2021
Meeting to be held in C ouncil Chambers and Virtually on
Zoom (access H igh Five Access Media livestream day of the
meeting)
Notes:
Times of items are approximate, subject to change, and cannot be relied upon to determine what time Council will
consider an item.
Public comment on any agenda item may be solicited by the Town Council.
1.Lunch at 12:30 p.m. with Eagle County Board of Commissioners (not
televised)
1.1.Lunch with Eagle County Commissioners 30 min.
2.Joint Meeting Eagle County Commissioners (starting at 1:00 p.m.)
2.1.J oint Meeting with Eagle County Board of Commissioners 90 min.
Presenter(s): Dave Chapin, Mayor, Scott Robson, Town Mananger
Action Requested of Council: Meeting to review regional matters of interest.
No action requested.
Background:
The Vail Town Council and Eagle County Commissioners joint meeting to
discuss:
Proposal and status of the creation of regional transportation authority
Status of regional childcare efforts
Proposal and status of regional housing efforts and potential for regional
housing authority
I mpacts of Glenwood Canyon & I -70 on Eagle County
3.Break 15 min.
4.Presentation / Discussion
4.1.Colorado Communities for Climate Action Plan Legislative Update 10 min.
Presenter(s): Kristen Bertuglia, Environmental Sustainability Director, and
J acob Smith, Executive Director, C C4C A
Action Requested of Council: I nformational only.
Background: J acob Smith, Executive Director, C C4C A, will present an
update for the Colorado Communities for Climate Action, on the 2021
legislative session and progress to date advancing climate policy statewide.
4.2.I nformation Update on I -70 C D OT Projects 15 min.
Presenter(s): Dick Cleveland, Town Representative for the West Vail Pass
A UX Lane Project, Greg Hall Director of Public W orks and Transportation
Action Requested of Council: No action is requested at this time. This
August 17, 2021 - Page 1 of 122
information is being provided as an I nformation Update.
Background:
The purpose of this memorandum is to provide an update to the Council
regarding the following Colorado Department of Transportation I -70
Projects:
· West Vail Pass A UX Lanes
· Dowd Canyon Feasibility Project
· I -70 Floyd Hill to Veteran’s Memorial Tunnel Environmental
Assessment
· Pegasus Bustang winter service
4.3.Presentation of Vail Fire and Emergency Services Strategic Action Plan 20 min.
Presenter(s): Mark Novak, Fire Chief
Action Requested of Council: Provide input on V F E S Strategic Action
Plan.
Background: The presentation will be an overview of the strategic planning
process that Vail Fire and Emergency Services (V FE S) has undertaken
over the past year and will describe how this plan builds a foundation to
ensure that V F E S continues to provide excellent emergency services which
are consistent with the needs of the community, mitigate risk and enhance
the resiliency of the Town of Vail.
Staff Recommendation:
5.Interviews for Boards and Commissions
5.1.I nterviews for Art in Public Places (A I P P)15 min.
Presenter(s): Tammy Nagel, Town Clerk
Action Requested of Council: I nterview candidates who are interested in
serving on A I P P.
Background: There is one partial vacancy on the Art in Public Places
Board and three people have submitted letters of interest. I nterviews will be
conducted during the afternoon and appointments will be made during the
evening meeting. Duties and functions of the boards include the
implementation of A I P P policies and selection procedures, acquiring public
art, overseeing the maintenance program and assisting in securing financial
support for the art. The appointments are for a two year term. The Board
meets monthly.
6.D R B / P E C Update (5 min.)
6.1.D RB / P E C Update
Presenter(s): J onathan Spence, Planning Manager
7.Information Update
7.1.Art in Public Places Approved J une 2021 Minutes
7.2.C S E Minutes from August 4, 2021
7.3.Future Council Meeting Topics (proposed)
7.4.V LHA Minutes J uly 27, 2021
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8.Matters from Mayor, Council and Committee Reports (10 min.)
9.Executive Session
9.1.Executive Session pursuant to C.R.S. § 24-6-402(4)(b) - to have a
conference with the Town Attorney to receive legal advice on specific legal
questions regarding Town of Vail v. Village I nn Plaza – Phase V
Condominium Association, No. 20C A1179.
15 min.
Presenter(s): Matt Mire, Town Attorney
10.Recess
10.1.Recess 4:15 pm (estimate)
11.Reception at Four Seasons Resort and Residences (Vail) 4:30 p.m. to 5:30
p.m.
11.1.Reception for J apan's Consul-General Midori Takeuchi as part of Vail's
Global Friendship Exchange Program
Meeting agendas and materials can be accessed prior to meeting day on the Town of Vail website
www.vailgov.com. All town c ounc il meetings will be streamed live by High Five Acc ess Media and available for
public viewing as the meeting is happening. The meeting videos are also posted to High Five A cc ess Media
website the week following meeting day, www.highfivemedia.org.
Please c all 970-479-2136 for additional information. S ign language interpretation is available upon request with 48
hour notification dial 711.
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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: L unch with Eagle County Commissioners
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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: J oint Meeting with Eagle County Board of Commissioners
P RE S E NT E R(S ): Dave Chapin, Mayor, Scott Robson, Town Mananger
AC T IO N RE Q UE S T E D O F C O UNC I L: Meeting to review regional matters of interest. No
action requested.
B AC K G RO UND:
The Vail Town Council and Eagle County Commissioners joint meeting to discuss:
P roposal and status of the creation of regional transportation authority
S tatus of regional childcare efforts
P roposal and status of regional housing efforts and potential for regional housing authority
I mpacts of Glenwood Canyon & I -70 on E agle County
August 17, 2021 - Page 5 of 122
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: Colorado Communities for Climate Action P lan L egislative Update
P RE S E NT E R(S ): K risten Bertuglia, E nvironmental Sustainability Director, and J acob Smith,
E xecutive Director, C C4C A
AC T IO N RE Q UE S T E D O F C O UNC I L: I nformational only.
B AC K G RO UND: J acob S mith, Executive Director, C C4C A , will present an update for the
Colorado Communities for Climate A ction, on the 2021 legislative session and progress to date
advancing climate policy statewide.
AT TAC H ME N TS:
Description
C C4C A Presentation
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Vail Town Council
August 17, 2021
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What CC4CA Does
•Policy Advocacy
o Colorado General Assembly
o State agencies & rulemaking commissions
o Federal Congressional delegation
•Workshops & trainings
•Science & policy updates/briefings
•Other resources
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Ø Less water
Ø Less snow
Ø More extreme flooding and other extreme weather events
Ø Infrastructure damage
Ø Growing health risks
Ø More wildfires
Ø Threats to key Colorado industries (e.g., winter rec, ag)
Impacts to Local Communities
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•Adams County
•Aspen
•Avon
•Basalt
•Boulder
•Boulder County
•Breckenridge
•Broomfield
•Carbondale
•Clear Creek Cnty
•Crested Butte
•Dillon
•Eagle County
•Edgewater
•Erie
•Fort Collins
•Frisco
•Gilpin County
•Glenwood Springs
•Golden
•Lafayette
•Longmont
•Louisville
•Lyons
•Mountain Village
•Nederland
•Northglenn
•Ouray County
•Pitkin County
•Ridgway
•Salida
•San Miguel County
•Snowmass Village
•Summit County
•Superior
•Telluride
•Westminster
•Vail
CC4CA Members
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Board of Directors
Planning & Budget Policy Committee
Legislative Group
Ad-Hoc Working
Group
Ad-Hoc Working
Group
Ad-Hoc Working
Group
Ad-Hoc Working
Group
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Eleven “High Engagement” bills
-all favorable results (9 passed, 2 killed)
Twelve “Medium Engagement” bills
-all favorable results (9 passed, 1 killed, 2 folded into other bills)
Seventeen “Light Engagement” bills
-14 favorable results (12 passed, 2 killed), 2 unfavorable
results (both passed), 1 with a “monitor” position
Four “Track Only” bills
Legislation –Engaged on 44 Bills (2021 Session)
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2021 Session Highlights
•Tri -State transparency & governance (HB-1131)
•Sector-based GHG limits (HB-1266)
•Regional Transmission Organization, transmission acceleration (SB-072)
•Sweeping transportation funding package (SB-260)
•Plastics (HB-1162)
•Natural hazard mitigation (HB-1208)
•Just Transition $ (HB-1290)
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Nine major successes over the past year:
•COGCC “Mission Change” rules
•Locked in 13 coal plant retirements
•Tri -State’s 80% announcement
•Xcel’s TEP: $100M for charging stations
•Phaseout of HFCs & GHG-emitting pneumatic controllers
•New oil & gas drilling rules (GHGs, improved monitoring)
•New GHG inventory rules
•New Ozone SIP (VOCs, NOx, faster repairs)
Regulatory & Policy Advocacy: Recent Highlights
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•CDOT/Transportation Commission –transportation GHG rulemaking
•AQCC/CDOT –Clean Truck Strategy
•CDOT Ten-Year Plan
•ERPs –Xcel, Black Hills
•AQCC –Oil & Gas GHG rulemaking, industrial emissions, haze SIP,
buildings
•COGCC –Financial Assurances rulemaking
•Just Transition Office programs, EV infrastructure programs
•2022 Legislative Session
Looking Ahead
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§35 of 38 CC4CA members engaged in advocacy
§Supported 108 CC4CA local officials’ testimonies
§Supported 30 non-CC4CA individual local officials (25 different
jurisdictions)
§20 CC4CA elected officials published guest opinions
§Directly influenced at least 38 news stories
§4 workshops, 2 member briefings, message guide and message
briefing, “solutions session” on outdoor seating
Member Engagement
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Jacob Smith, Executive Director
jsmith@cc4ca.org
August 17, 2021 - Page 17 of 122
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: I nformation Update on I -70 C D O T P rojects
P RE S E NT E R(S ): Dick Cleveland, Town Representative for the West Vail P ass A UX L ane
P roject, Greg Hall Director of P ublic Works and Transportation
AC T IO N RE Q UE S T E D O F C O UNC I L: No action is requested at this time. T his information is
being provided as an I nformation Update.
B AC K G RO UND:
The purpose of this memorandum is to provide an update to the Council regarding the following
Colorado Department of Transportation I -70 Projects:
· West Vail P ass A UX L anes
· Dowd Canyon Feasibility P roject
· I -70 F loyd Hill to Veteran’s Memorial Tunnel E nvironmental A ssessment
· Pegasus B ustang winter service
AT TAC H ME N TS:
Description
Staff Memo
August 17, 2021 - Page 18 of 122
To: Town Council
From: Greg Hall, Department of Public Works Dick Cleveland
Date: August 17, 2021
Subject: Information Update on I-70 CDOT Projects
I. PURPOSE
The purpose of this memorandum is to provide an update to the Council regarding the
following Colorado Department of Transportation Projects:
West Vail Pass AUX Lanes
Dowd Canyon Feasibility Project
I-70 Floyd Hill to Veteran’s Memorial Tunnel Environmental Assessment
Pegasus Bustang winter service
II. BACKGROUND
Vail has been and continues to be involved in the following projects through the various
opportunities with the Colorado Department of Transportation. Since the first phase of the
West Vail Pass Aux lane project began recently, it is a good opportunity to update the
town council on these projects.
III. PROJECTS
West Vail Pass AUX lanes
Phase One
Rebuild the lower emergency truck ramp at MM 182 and install automatic pass
closure system WB MM 190. Work began last week with minor impacts anticipated
to the traveling and biking community.
Phase Two-Four
Issue task force and technical team meetings are being held with the design team
advancing the project to Field Investigative Review (FIR) status (30 percent design
level) for this fall. The first of these phases will begin next spring with significantly
increased impacts during construction.
Dowd Canyon Feasibility Study
This study has just kicked off with the first project leadership team meeting with
CDOT and the consulting team HDR. This project will go through 2022. The study
will look at the Tier 1 alternatives considered in the record of decision of the PEIS
and advance the design to a greater level than was previously studied.
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Town of Vail Page 2
Floyd Hill Environmental Assessment
The Environmental Assessment for the 8-mile stretch of I – 70 from the Veterans
Memorial Tunnel east to MM 249 is out for a 60-day public comment period. Once
a record of decision is made, final design and construction will proceed.
Construction would be anticipated to begin in 2023 with the Westbound portion
being phased first. The project would eliminate the gap between the three-lane
section to two-lane section an tie into the nearly complete west bound peak period
shoulder lanes from the tunnels to the Empire Exit.
Pegasus Bustang Service new this winter
CDOT will launch hourly 11 passenger van service in both direction for this winter from
Avon to Denver, with Stops in Vail. The anticipated hours of operation will be 6 AM –9
PM Fridays, Saturdays and Sundays and Holidays. This service will fill in between the
planned 4 Bustang runs scheduled for this winter. This service will require a reservation,
which can be made on their website and will be a premium of $20 for the Vail to Denver
trip verses the $17 fare for the current Bustang. The vans can travel in both the peak
period shoulder lanes when open.
IV. ACTION REQUESTED BY COUNCIL
No action is requested at this time. This information is being provided as an Information
Update.
V. STAFF RECOMMENDATION
There is no staff recommendation on this item.
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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: Presentation of Vail Fire and Emergency S ervices S trategic A ction Plan
P RE S E NT E R(S ): Mark Novak, F ire Chief
AC T IO N RE Q UE S T E D O F C O UNC I L: Provide input on V F E S Strategic Action P lan.
B AC K G RO UND: The presentation will be an overview of the strategic planning process that Vail
Fire and Emergency S ervices (V F E S) has undertaken over the past year and will describe how
this plan builds a foundation to ensure that V F E S continues to provide excellent emergency
services which are consistent with the needs of the community, mitigate risk and enhance the
resiliency of the Town of Vail.
S TAF F RE C O M M E ND AT IO N:
AT TAC H ME N TS:
Description
Vail Fire Strategic Plan Staff Memo
Vail Fire and Emergency Services Strategic Plan
V F E S Strategic Plan Presentation
August 17, 2021 - Page 21 of 122
To: Vail Town Council
From: Mark Novak, Fire Chief
Date: August 17, 2021
Subject: Vail Fire and Emergency Services Strategic Plan
I. Purpose:
The purpose of this memo is to provide an overview of the strategic planning process
that Vail Fire and Emergency Services (VFES) has undertaken over the past year and
to describe how this plan builds a foundation to ensure that VFES continues to provide
excellent emergency services which are consistent with the needs of the community,
mitigate risk and enhance the resiliency of the Town of Vail.
II. Background
VFES last developed a formal strategic plan in 2015. Since that time many internal and
external factors have changed. These factors include a changing fire environment, the
COVID-19 pandemic, a changing workforce, and changing community demographics.
In late 2020 all members of VFES were invited to attend a kick-off planning meeting.
Members of all ranks participated in both the initial planning meeting and subsequent
strategic planning meetings. The Town Manager and the HR Hiring Manager also
participated. Public participation was solicited through social media, but we did not
receive any public participation. A SWOT analysis was conducted which resulted in the
identification of four focus issues:
• Operational Effectiveness
• Community Risk Reduction
• Human Resources
• Technology/Data
Following the identification of these issue areas, subcommittees were formed to
develop goals, objectives, end state, action items, responsibilities, and timelines for
each focus area. The outputs from the subcommittees were coalesced into the VFES
Strategic Plan.
The strategic plan was informed by a number of plans and studies which included:
The Vail Town Council Action Plan
• 2020 Community Risk Assessment and Standard of Cover
• 2020 Vail Community Wildfire Protection Plan
• 21st Century Fire and Emergency Services (ICMA/CPSE)
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Town of Vail Page 2
• 2020 ISO Public Protection Class Analysis
• Mountain Migration Report (NWCOG)
III. VFES Strategic Plan Overview
The VFES consists of the following components:
• Front material (pgs. 1-5), including VFES purpose, values and vision, participant
list and executive summary
• Strategic Plan (pgs. 5-13), which includes: focus areas, initiatives, goals,
objectives and end state
• Action Plan (pgs. 14-41), which includes: action items, responsibilities and
timelines
• Supporting materials
The initiatives found in the VFES Strategic Plan align with the Town of Vail Council
Action Plan as well initiatives established during the January 2020 Town Council
Visioning Retreat. These alignments are demonstrated below:
Town Council Action Plan VFES Strategic Plan
Experience-Excellent Municipal Services Operational Effectiveness
Community Risk Reduction
Experience -Professional Workforce Culture Human Resources
Sustainability-Emergency Preparedness Operational Effectiveness
Sustainability-Mitigate Wildfire Danger Operational Effectiveness
Community Risk Reduction
Human Resources
Technology
The following list of goals are categorized by focus area. For brevity, objectives and
action items are not listed but can be found in the attached VFES Strategic Plan.
A. Operational Effectiveness Goals
1. Goal OE 1: Meet established emergency response objectives identified in the
2019 SOC.
2. Goal OE 2: Maintain state of the art fleet, facilities, and personal protective
equipment
3. Goal OE 3: Staff an administrative Chief position that supports line staff with
training, operations, and logistics.
4. Goal OE 4: Identify and prioritize critical relationships internally and externally
that are critical to our mission.
Notable Operational Effectiveness objectives/actions that support these goals
include:
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Town of Vail Page 3
1) Objective OE 1.1: Establish daily staffing at a level that allows attainment
of effective response force component of emergency response objectives
2) Objective OE 3.3: Improve operational effectiveness by improving EMS
service capabilities
3) Action Item OE 3.5 Work with HR to seek funding and approval to convert
lead positions from temporary seasonal positions to career full time or
career seasonal positions
4) Action Item OE 3.2/3.6 Work with response partners to analyze feasibility
of functional consolidation, develop joint resources and cost sharing
platform to create shared specialized apparatus and equipment
5) Objective OE 3.7: All portions of West Vail participate in financial support
of services provided by VFES
B. Community Risk Reduction Goals
1. Goal CRR 1-Risk of loss, both human and property, are minimized through
proactive programs that reduce risk through education, enforcement,
engineering, emergency response, and economic incentive (CRR).
2. Goal CRR 2- Wildfire risk will be reduced, and community resiliency
increased through a concerted effort to employ the tenets of the
Comprehensive National Cohesive Wildland Fire Management Strategy:
Resilient Landscapes, Fire Adapted Communities and Safe/Effective Wildland
Fire Response. Safety of the community and preservation of property is
prioritized above resource objectives.
Notable Community Risk Reduction objectives/actions that support these
goals include:
1) Action Item CR 1.2 Educational materials delivered on an ongoing basis to
occupants of transient occupancies, including STRs and hotels
2) Action Item CR 1.4 Most recent ICC codes are adopted within a year of
release
3) Objective CRR 2.1: Adopt codes that reduce structural ignitability from
wildland fire at a community level
4) Objective CRR 2.3: Aggressively implement the 2020 Vail Community
Wildfire Protection Plan
5) Objective CRR 2.4: Evaluate and if feasible, deploy technologies which
could provide early rapid warning of a wildfire ignition within the Town of
Vail and in surrounding areas
C. Human Resources Goals
1. Goal HR 1: Engage in training with cooperators to enhance service levels
and strengthen interagency response effectiveness.
2. Goal HR 2: Develop a culture that includes a bottom-up approach, through
which employees are engaged and encouraged to provide input that informs
decision-making.
3. Goal HR 3: Build upon existing department pride
4. Goal HR 4: Enhance service by engaging the diversity of the community.
5. Goal HR 5: Increasing dedication and ownership to the job
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Town of Vail Page 4
6. Goal HR 6: Increase and diversify recruitment
7. Goal HR 7: Improve employee retention
8. Goal HR 8: Provide compensation commensurate with the local cost of living
9. Goal HR 9: Prioritize investments in Human Capital
10. Goal HR 10: Retirement healthcare
11. Goal HR 11: Provide employee housing opportunities for all VFES members
12. Goal HR 12: Continue offering a wide variety of training and education
opportunities
13. Goal HR 13: Increase staffing to optimize productivity and safety
14. Goal HR 14: Succession planning and Leadership Development
Notable Human Resources objectives/actions that support these goals include:
1). Action Item 4.1 Implement cultural competency education programs for
cultures, national-origins, and religions we serve
2). Objective HR 6.1: Prioritize community members for recruitment, while
creating an organization that reflects our community’s diversity
3) Action Item 7.1 Conduct a salary range and benefit comparison every 3 years
to stay competitive within the market
4) Objective HR 8.1: Maintain a pay structure that is competitive at all levels with
departments that we commonly lose members to
5) Action Item 14.1 Implement mentorship program at each rank that allows the
protégé to shadow their mentor and to act in the mentor’s role under supervision
D. Technology Goals
1. Goal IT 1: Evaluate and utilize technology and systems that will improve
safety, increase efficiency and help to deliver a higher level of service
2. Goal IT 2: Keep pace with technology that is being utilized by the community
we serve. New technologies being adopted by our community can change
the response environment, potentially increasing responder hazards or
decreasing the effectiveness of traditional tactics
3. Goal IT 3: Use data and system analysis to evaluate departmental operations
and use data driven decision making to implement change when necessary
Accomplishing many of the goals found in the strategic plan will be dependent upon
members of VFES investing the time and effort necessary to achieve the goal. Some
goals will require external resources which include financial commitments. The action
items for these goals are structured so that any increase in financial resource would
occur incrementally following careful cost benefit analysis.
IV. Action Requested of Council
A. Provide feedback
B. Does Council Support the 2020 VFES Strategic Action Plan?
V. Attachments:
A. Vail Fire and Emergency Services Strategic Plan
B. VFES Strategic Plan Slide Presentation
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Vail Fire and Emergency Services
Strategic Plan 2021
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VAIL FIRE AND EMERGENCY SERVICES -STRATEGIC PLAN-2021
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Participants
Rio Burgess
Todd Burtar
Paul Cada
Craig Davis
Dan Guajardo
Anders Hendrickson
Dustin Elliot
Jacob Engle
Ricky Knudsen
Zak Miller
Mark Novak
Ryan Ocepek
Scott Robson
Jake Savona
Zeke Sandoval
Chris Smith
Albert Zamora
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VAIL FIRE AND EMERGENCY SERVICES -STRATEGIC PLAN-2021
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Table of Contents
Purpose, Values, Mission ....................................................................................... 3
Executive Summary................................................................................................ 4
Initiatives, Goals, and End State ............................................................................. 6
Action Plans ......................................................................................................... 15
VFES SWOT Matrix ............................................................................................... 43
List of References ................................................................................................. 45
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VAIL FIRE AND EMERGENCY SERVICES -STRATEGIC PLAN-2021
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Purpose
Prevent loss, serve others, protect, and enhance the quality of life
Values-V.F.E.S
Virtue/Vision – With respect for tradition and an eye towards the future, we stand on a
foundation of wisdom, courage, diligence, and justice that informs our decision-making and
guides our behavior.
Family – Our actions and existence connect us as family to a noble cause. We treat others as we
would our own.
Ethical – With bravery and integrity, we are uncompromising in our efforts to do the right thing.
Selfless service – We will sacrifice our comforts, our significance and ourselves to the service
and wellbeing of others.
Vision
Vail Fire and Emergency Services will be recognized in our community and region for consistent
rapid response using state of the art equipment and tactics. Vail Fire is committed to employee
development. We will provide a supportive environment promoting physical and mental fitness
that allows for growth and competence in the ever-changing demands of the fire service. We
will strive to become a leader in interagency collaboration and partnership by providing
necessary resources and sharing information
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VAIL FIRE AND EMERGENCY SERVICES -STRATEGIC PLAN-2021
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Executive Summary
The 2021 strategic plan is the result of the individual and collective contributions of the
members of Vail Fire and Emergency Services (VFES). All members of VFES were invited and
encouraged to participate in the strategic plan. There was also participation from the Town
Manager’s Office and the Human Resources Department. This collaboration has resulted in a
strategic plan that will ensure that VFES continues meet the needs of the community today and
well into the future while placing a high emphasis on the development and support of our
employees.
The planning process began with an analysis of the Strengths, Weaknesses, Opportunities and
Threats (SWOT) relevant to VFES. The results of the SWOT analysis were categorized based
upon their relationship to the following focus areas:
• Operational Effectiveness
• Community Risk Reduction
• Human Resources
• Technology/Data
Subcommittees were established for each of these focus areas. The result was the identification
of initiatives, goals, objectives and action items. Each objective has a statement defining the
desired end-state.
This planning effort was informed by a number of other plans, documents, and studies, both
internal and external:
• The Vail Town Council Action Plan
• The 2020 Community Risk Assessment and Standards of Cover (SOC) was a
comprehensive analysis of community risk and how VFES resources are matched that
risk. This analysis was conducted in 2019. The results of this analysis were presented to
Town Council in February of 2020, resulting in a Resolution adopting specific
performance benchmarks for VFES. The SOC also made recommendations related to
staffing, resource deployment, service delivery, and emergency medical services.
• The 2020 Vail Community Wildfire Protection Plan was the result of a two year planning
process involving a wide range of stakeholders. The Vail Town Council adopted this plan
by Resolution in April of 2020. This plan establishes 5 goals, supported by 11 strategies,
and 36 actions which will make Vail more resilient to the growing threat of wildfire.
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• The “21st Century Fire and Emergency Services” white paper by the Center for Public
Safety Excellence and the International City/County Management Association provided
valuable insight as to trends impacting the fire service as well as challenges the fire
service face in the future. The eight critical issues identified in this white paper have
been woven into the initiatives and goals of this strategic plan.
• 2021 Insurance Services Office (ISO) – Public Protection Class rating. During 2020 ISO
conducted a quinquennial review. This analysis resulted in a continuation of the PPC
Class 2 rating that was achieved in 2015. In addition to provide a PPC Class rating, this
analysis provides a framework for future improvement in service delivery.
While the visioning that is foundational to strategic planning can be both challenging and
exhilarating, the real work begins when the formal plan is adopted. It is the responsibility of all
members of VFES to periodically review the plan, and work towards achieving our collective
goals and objectives. Only through these efforts does a strategic plan become more than a
static document, but rather a tool to achieve our collective vision for VFES, our employees, and
the citizens of Vail.
Implementation:
Whenever possible action items have specific timeframes for implementation and responsibility
for implementation assigned. While it is the intent to follow these timelines, it is recognized
that there will be external factors as well as new opportunities that may dictate variation from
these timelines. To ensure that we are collectively working towards implementing this plan, the
strategic planning group will meet twice per year to review our progress and identify the
resources necessary to continue implementation of the strategic plan.
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VAIL FIRE AND EMERGENCY SERVICES -STRATEGIC PLAN-2021
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Operational Effectiveness
Initiative: VFES will deliver services consistent with the needs of the community as identified in
the Community Risk Assessment. These services will be delivered in accordance with the
emergency response objectives established by the Vail Town Council.
Goal OE 1: Meet established emergency response objectives identified in the 2019 SOC.
Objective OE 1.1: Establish daily staffing at a level that allows attainment of
effective response force component of emergency response objectives.
End State: Fire and Haz Mat benchmarks for effective response force are
met at the 80th percentile.
Objective OE 1.2. Achieve fire suppression, EMS/Rescue and Hazardous
Materials response time objectives at the 80th percentile compliance level as
identified in the 2019 SOC.
End State: Response time objectives achieved at 80th percentile or better
Goal OE 2: Maintain state of the art fleet, facilities, and personal protective equipment
(PPE) to support operational effectiveness.
Objective OE 2.1: Apparatus are maintained in a ready state with minimal delay
in scheduling and repair. Apparatus will meet the needs of the community for all-
hazards response.
End State: VFES apparatus support the basic and specialized services
provided to the community. Apparatus repair down-time is minimized.
Objective 2.2: Identify ability to support response effectiveness in existing
facilities.
End State: VFES stations will be designed and located consistent with
community risk resulting in a high-level response readiness. Facility
location and design will be driven by community and operational needs.
Initiative: VFES will provide an exceptional level of service to the community with a highly
trained, competent, and well-equipped workforce.
Goal OE 3: Staff an administrative Chief position that supports line staff with training,
operations, and logistics.
Objective OE 3.1. Increase operational effectiveness through a dedicated focus
on training, operations, and logistics.
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End State: Service levels will be improved through focused training,
operational capacity, and increased ability managed by a dedicated
Administrative Chief Officer.
Objective OE 3.2: Improve overall operational effectiveness through
collaboration and/or consolidation of services.
End State: Effective and efficient service is maximized by eliminating
redundancies and increasing synergies.
Objective OE 3.3: Improve operational effectiveness by improving EMS service
capabilities.
End State: Increased access to and communication with the medical
director, resulting in improved training, enhanced skills, and scope of
practice.
Objective OE 3.4: Improve operational effectiveness through continued efforts
to build VFES wildland program and increase opportunities to gain first-hand
experience locally, regionally, and nationally.
End State: VFES is recognized as a leader in wildland abilities. VFES
Members possess NWCG qualifications commensurate with their rank.
VFES personnel have increased opportunity to gain experience and
achieve qualifications through partnerships.
Objective OE 3.5: Develop skill, qualification, and succession planning within the
Wildland Division through progressive job training and increased retention.
End State: The Wildland Division will have a more even distribution of
skills and qualifications from level to level (Program manager through
Wildland Firefighter)
Objective OE 3.6: Improve training and competency for call types requiring
specialized training and equipment (e.g. technical rescue, haz-mat).
End State: Increased operational effectiveness through first-hand
experience obtained through specialized teams and training within EC.
Objective OE 3.7: Out of district response (West Vail) is normalized.
End State: All portions of West Vail participate in financial support of
services provided by VFES
Initiative: Focus on relationships with response partners and community.
Goal OE 4: Identify and prioritize critical relationships internally and externally that are
critical to our mission.
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Objective OE4.1: Increase community reputation and trust through community
risk reduction.
End State: VFES will create a platform to connect with the community,
increasing opportunities to engage with our community.
Objective OE 4.2: Continue to build relationships with EC response partners.
End State: By improving working relationships within Eagle County, VFES
will increase overall opportunities to improve reputation, effectiveness,
and increase opportunities.
Objective OE 4.3: Develop and maintain strong internal relationships (TOV).
End State: TOV engagement and collaboration results in increased
collaboration and stronger relationships.
Community Risk Reduction
Initiative-Vail Fire will employ a comprehensive Community Risk Reduction program which
prioritizes community risk assessment and subsequent risk reduction efforts.
Goal CRR 1-Risk of loss, both human and property, are minimized through proactive
programs that reduce risk through education, enforcement, engineering, emergency
response, and economic incentive (CRR).
Objective CR 1.1: All commercial and multifamily occupancies receive a life
safety/fire inspection based upon a pre-defined timeline.
End State: Life safety/fire inspections conducted based upon timeline
Objective CR 1.2: Life/fire safety is enhanced through education
End State: All citizens and visitors receive seasonally appropriate educational
materials that result in actions which reduce risk
Objective CR 1.3: Community Risk is reduced through effective mitigation of
incidents that occur (see also Operations objectives)
End State: The ability of emergency responders is enhanced by information
provided prior to arrival at the emergency scene and access is rapidly
established to occupancies during emergencies, resulting in reduced loss
Objective CR 1.4: Community Risk is reduced through engineering and
enforcement.
End state: Adopted codes reflect industry and safety best practices to
maximize risk reduction. All fire incidents are investigated to determine
cause and origin as well as to inform community risk assessment
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Objective CR 1.5: Economic incentives for risk reduction strategies are
maximized
End State: Financial reward for adoption of latest ICC codes is maximized
Objective CR 1.6: Fire Prevention/CRR Division is staffed in a manner that
supports overall CRR initiative/goals/action items.
End State: Fire prevention/CRR division is able to reduce risk and is
appropriately resourced
Goal CRR 2- Wildfire risk will be reduced, and community resiliency increased through a
concerted effort to employ the tenets of the Comprehensive National Cohesive
Wildland Fire Management Strategy: Resilient Landscapes, Fire Adapted Communities
and Safe/Effective Wildland Fire Response. Safety of the community and preservation of
property is prioritized above resource objectives.
Objective CRR 2.1: Adopt codes that reduce structural ignitability from wildland fire
at a community level.
End State: All buildings in Vail will be constructed with materials and methods that
resist ignition from wildland fire and landscaping is installed and maintained to resist
ignition or when ignited reduced the spread of fire.
Objective CRR 2.2: Develop an understanding within the community of the risk of
wildfire within our community and take appropriate action to reduce risk and
increase preparedness.
End state: Community members recognize the role of wildfire in the ecosystem
and understand that wildland fire will directly impact the community.
Community members take appropriate action to prepare for evacuation, create
ignition resistant buildings and actively engage with neighbors to reduce risk at a
community level.
Objective CRR 2.3: Aggressively implement the 2020 Vail Community Wildfire
Protection Plan
End State: Goals and objectives identified in the plan are implemented across
boundaries and with the support of the community.
Objective CRR 2.4: Evaluate and if feasible, deploy technologies which could
provide early rapid warning of a wildfire ignition within the Town of Vail and in
surrounding areas.
End State: Wildfire ignitions that could threaten the Town are rapidly identified
as well as geolocated so that rapid suppression can occur.
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Objective CRR 2.5: Effectively deliver property specific wildfire risk information to
all properties throughout the community using a rapid risk assessment model
(curbside evaluations).
End State: All property owners in Vail are aware of their property specific
wildfire hazards and are taking action to reduce the specific risks.
Goal: Develop a systems approach to Community Risk Reduction and service delivery.
End State: VFES is characterized by a focus on CRR which is accompanied by a
focus on continuous improvement.
Human Resources
Initiative: To better serve our community and promote a healthy work environment, VFES will
continue to build a work culture that encourages growth, development, and diversity.
Goal HR 1: Engage in training with cooperators to enhance service levels and
strengthen interagency response effectiveness.
Objective HR 1.1: Build and develop positive relationships with cooperating
agencies.
End State: Vail Fire is known for its competence in all emergency
disciplines and leadership in developing these skills throughout the area.
Objective HR 1.2: Maintain and build upon the positive reputation of Vail Fire
End State: Continue to be seen as a community leader
Objective HR 1.3: Continue to provide world class customer service.
End State: Achieve 90th percentile or higher customer service rating in
community survey.
Goal HR 2: Develop a culture that includes a bottom-up approach, through which
employees are engaged and encouraged to provide input that informs decision-making.
Objective HR 2.1: Create and maintain a collaborative relationship with the new
generation of members.
End State: Develop a work environment where everyone feels personally
valued. "Building employees that other employers want, while building a
culture that employees do not want to leave".
Goal HR 3: Build upon existing department pride
Objective HR 3.1: Enhance the culture of Vail Fire by building upon our history.
End state: VFES has a culture that honors our past.
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Goal HR 4: Enhance service by engaging the diversity of the community.
Objective HR 4.1: Support educational needs of members seeking to increase
language skills.
End state: Members of Vail Fire have sufficient language skills and
technology to communicate with all customers.
Goal HR 5: Increasing dedication and ownership to the job
Objective HR5.1: Increase ownership and trust among membership to create a
better working environment and culture.
End state: A culture that fosters loyalty by extending trust and respect to
every member.
Initiative: Recruitment and Retention. VFES will continue support all members and value
internal culture and diversity.
Goal HR 6.1: Increase and diversify recruitment
Objective HR 6.1: Prioritize community members for recruitment, while creating
an organization that reflects our community’s diversity.
End State: A strong partnership with local schools and other community
partners is established which creates interest in the fire service.
Objective HR 6.2: Implement comprehensive recruiting plan which results in a
pool of candidates with diverse demographics and experiences.
End State: The recruitment process results in a large pool of candidates
that includes candidates from diverse cultures.
Objective HR 6.3: Develop a Firefighter exchange program
End State: A Firefighter exchange program is developed that serves as a
recruitment tool and enhances the training of those who participate.
Goal HR 7: Improve employee retention
Objective HR7.1: Increase the number of Vail Fire members that remain at VFES
for their entire career.
End State: Vail Fire will be characterized by high retention of employees.
Initiative: Provide VFES members with a competitive pay and benefit package.
Goal HR 8: Provide compensation commensurate with the local cost of living.
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Objective HR 8.1: Maintain a pay structure that is competitive at all levels with
departments that we commonly lose members to (PFA, DFD, ERFPD, SMFR).
End State: Pay plan allows members of VFES to reside in Eagle County.
Goal HR 9: Prioritize investments in Human Capital
End State: As a service organization, the importance of people is
prioritized over projects and fixed assets.
Goal HR 10: Retirement healthcare
Objective HR 10.1: VFES personnel collaborate with HR to identify retirement
healthcare options.
End State: Provide a Healthcare retirement benefit for VFES retirees from
retirement until age 65.
Goal HR 11: Provide employee housing opportunities for all VFES members
Objective HR 11.1: Provide opportunities to own a home within Eagle County
that accommodates the familial needs of VFES members.
End State: To encourage and enable members to live near the TOV
allowing the dept and the employee to benefit by being able to respond
quickly and be personally invested in the community.
Initiative HR: Professional Development. Provide excellent service to the community by
continually providing training and educational opportunities that build the knowledge, skills,
and abilities of our employees.
Goal HR 12: Continue offering a wide variety of training and education opportunities.
Objective HR 12.1: Create opportunity to attend educational and training
opportunities at the local, state, and national level.
End State: A well- educated and trained workforce that is fully qualified
for promotional positions.
Objective HR 12.2: Provide opportunity for advancement and growth in
technical rescue disciplines.
End State: An annual tech rescue training schedule is established.
Goal HR 13: Increase staffing to optimize productivity and safety.
Objective HR 13.1: Effectiveness and safety is increased through staffing levels.
End State: Customer service, effectiveness and safety is increased. Full
staffing of four persons per company is achieved.
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Goal HR 14: Succession planning and Leadership Development
Objective HR 14.1: Provide Leadership and direction for Succession Planning
End State: VFES has sufficient bench strength to promote from within
the organization.
Goal HR 15: Joint County hiring process/academy
Objective 15.1: Create opportunity to enhance collaboration and standardize
training throughout the county.
End State: Recruitment and initial training is standardized in Eagle County
through the adoption of combined recruitment and training.
Technology/Data
Vail Fire will be recognized in our community and region for consistent, rapid response using
state of the art equipment and tactics. This state-of-the-art equipment and tactics are best
supported by a strong foundation utilizing industry leading technology. VFES will strive to use
technologies and systems that improve responder safety, increase efficiency, and help to
deliver a world class level of service.
Goal IT 1: Evaluate and utilize technology and systems that will improve safety, increase
efficiency, and help to deliver a higher level of service.
Objective IT 1.1: Inventory current technology: what we have, what we use it for,
capabilities, duplication, limitations, when to phase out technology (lifespan)
End State: Inventory complete
Objective IT 1.2: Develop a system to evaluate new and emerging technology-
Evaluation criteria may include: utility for VFES, duplication of existing system or
technology, need to adopt new tech, compatibility with existing tech, integration
with partners, ongoing maintenance, and replacement costs.
End State: Department has a consistent system of evaluation the use of new
technology.
Goal IT 2: Keep pace with technology that is being utilized by the community we
serve. New technologies being adopted by our community can change the response
environment, potentially increasing responder hazards or decreasing the effectiveness
of traditional tactics.
Objective IT 2.1: Awareness of new and emerging technologies being utilized in the
community (transportation, building materials and techniques, haz-mat, private
sector data collection, second order effects of regulatory requirements)
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End State: New trends are quickly identified and evaluated for action
Goal IT 3: Use data and system analysis to evaluate departmental operations and use
data driven decision making to implement change when necessary.
Objective IT 3.1: Collect high quality data to be utilized in future data analysis.
End State: Sufficient data is collected to analyze trends in response, training,
staffing, fleet operations, community risk reduction, technology use and safety
to support program reviews.
Objective IT 3.2: Use community needs and national standards to evaluate trends in
comparison to contemporary standards.
End State: Comparative standards will be selected that represent community
need and national standards.
Objective IT 3.3: Support change with data analysis.
End State: When change is recommended it is supported with data and historic
trends
Objective IT 3.4: Dedicate staffing within the fire department to oversee technology
and data
End State: The Fire Department has dedicated staff whose job duties include the
oversight of technology utilization and data management throughout the
department.
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Operational Effectiveness Action Plan
Goal OE 1: Meet established emergency response objectives identified in the 2019 SOC.
Action Item Responsibility Timeframe
Objective OE 1.1: Establish daily staffing at a level that allows attainment of effective response force component of emergency response
objectives.
Determine minimum staffing level Administration, Operations,
Line Staff 1st quarter 2024
Develop budget to support required minimum staffing level,
include in 2024 budget proposal
Administration, Operations,
Line Staff 1st quarter 2024
Objective OE 1.2: Achieve fire suppression, EMS/Rescue and Hazardous Materials response time objectives at the 80th percentile compliance
level as identified in the 2019 SOC.
Conduct evaluation of current reflex and travel time
compliance.
Operations, Administration,
Line Personnel 1st quarter 2022
Identify external impediments to achieving benchmarks. Operations, Administration,
Line Personnel 1st quarter 2022
Identify aids to improving response time (station
configuration, apparatus parking location, station alerting,
etc.)
Operations, Administration,
Line Personnel 2nd quarter 2022
Develop implementation budget/timeline Operations, Administration,
and Line Personnel 2nd quarter 2022
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Goal OE 2: Maintain state of the art fleet, facilities, and PPE to support operational effectiveness.
Action Item Responsibility Timeframe
Objective OE 2.1: Apparatus are maintained in a ready state and supported by fleet with minimal delay in scheduling and repair. Apparatus will
meet the needs of the community for all-hazards response.
Identify any services not currently provided by VFES. Continue to
reduce unnecessary equipment on apparatus.
Logistics BC, Operations, line
staff 2nd quarter 2022
Work with fleet maintenance to identify improved processes for
scheduling and reducing downtime.
Logistics BC, Operations, line
staff 1st quarter 2022
Collaborate with county partners to develop shared resources
(e.g. dedicated rescue unit).
Logistics BC, Operations, line
staff 1st quarter 2023
Objective OE 2.2: Identify ability to support response effectiveness in existing facilities.
Identify, budget, and contract a consultant to analyze stations
layouts for response effectiveness. Logistics BC, Administration 1st quarter 2024
Engage in redevelopment planning of the municipal building to
analyze the feasibility of relocating station 2 to the proposed
new building as a joint emergency services center capable of
housing a ladder truck.
Logistics BC, Administration Align with Civic Area Plan
timelines
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VFES will continue collaborative efforts with other county fire
agencies to implement fire station alerting systems Logistics BC, Administration 1st quarter 2022
Goal OE 3: Staff an administrative Chief position that supports line staff with training, operations, and logistics.
Action Item Responsibility Timeframe
Objective OE 3.1: Increase operational effectiveness through a dedicated focus on training, operations, and logistics.
Identify critical job factors, create desired job qualifications, and
establish salary impact to budget. Administration 1st quarter 2024
Develop staffing plan with HR. Administration 2nd quarter 2024
Objective OE 3.2: Improve overall operational effectiveness through collaboration and/or consolidation of services.
Work with response partners to analyze feasibility of
functional consolidation. Administration 1st quarter 2025
Increase joint training opportunities with partners. Host joint
regional trainings. Administration 1st quarter 2022
Conduct third party consolidation study (2019 SOC). Administration 1st quarter 2025
Objective OE 3.3: Improve operational effectiveness by improving EMS service capabilities.
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Explore with other fire agencies contracting with a medical
director dedicated to fire agencies
Administration, Operations,
EMS Manager 4th quarter 2021
Identify EMS skills within the scope of practice but not
authorized by current medical director
Administration, Operations,
EMS Manager 4th quarter 2021
Analyze cost/benefit of providing engine company-based
paramedic level service
Administration, Operations,
EMS Manager 3rd quarter 2021
Develop training plan to support enhanced scope of practice. Administration, Operations,
EMS Manager 1st quarter 2022
Objective OE 3.4: Improve operational effectiveness through continued efforts to build VFES wildland program and increase opportunities to
gain first-hand experience locally, regionally, and nationally.
Work with EC fire agencies to develop a program for sharing
personnel in wildland deployments.
Wildland Coordinator, Training
BC Chief First quarter 2022
Increase minimum staffing levels as outlined in the 2019 SOC
to support deployment opportunities and backfill
Wildland Coordinator, Training
BC Chief First quarter 2023
Increase internal and external training by hosting regional
training at the NWCG 300 and 400 level instructed by qualified
cadre. Align qualifications of all hazards staff with wildland
qualification
Wildland Coordinator, Training
BC Chief First quarter 2022
Seek opportunities to engage department members in training
utilizing live fire/prescribed fire.
Wildland Coordinator, Training
BC Chief First quarter 2022
Objective OE 3.5: Develop skill, qualification, and succession planning within the Wildland Division through progressive job training and
increased retention.
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Conduct a wage and benefit comparison and position
description study to ensure Wildland Division positions are
competitive in the current job markets.
Wildland Coordinator, Fire
Chief First Quarter 2022
Work with HR to seek funding and approval to convert lead
positions from temporary seasonal positions to career full time
or career seasonal positions.
Wildland Coordinator, Fire
Chief First Quarter 2022
Develop career pathways to facilitate career progression.
Particular attention should be focused on bridging gap
between Wildland Program Manager and Crew Lead.
Wildland Coordinator, Fire
Chief First Quarter 2022
Objective OE 3.6: Improve operational effectiveness for call types requiring specialized training and equipment (e.g. technical rescue, haz-mat).
Create collaborative specialized teams within EC which allow
SME’s to gain experience and respond to incidents locally,
regionally, and nationally.
Administration, Operations 3rd quarter 2022
Develop joint resources and cost sharing platform to create
shared specialized apparatus and equipment. Administration, Operations 3rd quarter 2023
Objective OE 3.7: Out of district response (West Vail) is normalized.
Work with Vail Town Council and Eagle County BOCC to
develop solutions to current uncovered response areas. Administration 1st quarter 2023
Goal OE 4: Identify and prioritize critical relationships internally and externally that are critical to our mission.
Action Item Responsibility Timeframe
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Objective OE4.1: Increase community reputation and trust through community risk reduction.
Explore opportunities to engage with the community through programs
such as fuel reduction program, open houses, social media, etc. Administration 4th Quarter 2021
Identify key stakeholders within the community. Administration 2nd Quarter 2022
Analyze cost/benefit of pursuing Accreditation through the
Center for Public Safety Excellence. Administration 4th Quarter 2023
Objective OE 4.2: Continue to build relationships with EC response partners.
Identify critical response partners and analyze opportunities to
build relationships. Administration, BC’s 1st quarter 2022
Identify and participate in committees and other working
groups within the county and regionally. Administration, BC’s 2nd quarter 2022
Objective OE 4.3: Develop and maintain strong internal relationships (TOV).
Identify opportunities to collaborate within the TOV. Administration 4th quarter 2021
Identify relationships that have opportunity for improvement
and work to enhance these relationships. Administration 4th quarter 2021
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Community Risk Reduction Action Plan
Goal CRR 1: Risk of loss, both human and property, are minimized through proactive programs that reduce risk through education,
enforcement, engineering, emergency response, and economic incentive (CRR).
Action Item Responsibility Timeframe
Objective CRR 1.1: All commercial and multifamily occupancies receive a life safety/fire inspection based upon a pre-defined timeline.
Develop timeline based upon risk assessment/occupancy type Fire Prevention 1st Quarter 2022
Inspection training is provided on a periodic basis to all fire
department employees Fire Prevention 2nd Quarter 2022
Objective CRR 1.2: Life/fire safety is enhanced through education
Periodic education programs provided to
contractors/designers regarding TOV code requirements Fire Prevention 1st Quarter 2023
Educational materials delivered on an ongoing basis to
occupants of transient occupancies, including STRs and hotels
(R1).
Fire Prevention 2nd Quarter 2023
Educational materials delivered periodically to residential
occupancies (R2/R3). Fire Prevention 2nd Quarter 2023
Pre-K-12 education program is developed based upon national
standards and community risk. Fire Prevention 2nd Quarter 2022
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Public education delivery training is provided to all fire
department members. Fire Prevention 2nd Quarter 2023
Advanced public education delivery training as well as training
in public education program management is provided to all
members of fire prevention staff as well as public education
leads.
Fire Prevention 2nd Quarter 2024
Objective CRR 1.3: Community Risk is reduced through effective mitigation of incidents that occur (see also Operations objectives)
Establish realistic goal for Community Connect enrollment. Fire Prevention/Company
Officers 1st Quarter 2023
All occupancies in the Town have a pre-incident plan that is
readily available to responders.
Fire Prevention/Company
Officers 2nd Quarter 2023
All available information for an occupancy is integrated into a
single platform for access during emergency response.
Fire Prevention/Company
Officers 1st Quarter 2024
Objective CRR 1.4: Community Risk is reduced through engineering and enforcement.
Most recent ICC codes are adopted within a year of release Fire Prevention/Building
Department 1st Quarter 2022/ongoing
Objective CRR 1.5: Economic incentives for risk reduction strategies are maximized
ISO score is maintained and improved to Class 1. Administration 2026
No ISO points are lost due to outdated code adoption. Fire Prevention 2026
Objective CRR 1.6: Fire Prevention/CRR Division is staffed in a manner that supports overall CRR initiative/goals/action items.
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Conduct assessment of current work capacity as well as
capacity necessary to continue current programs as well as
those identified in VFES Strategic Plan.
Fire Prevention 3rd Quarter 2021
Goal CRR 2: Wildfire risk will be reduced, and community resiliency increased through a concerted effort to employ the tenets of the
Comprehensive National Cohesive Wildland Fire Management Strategy: Resilient Landscapes, Fire Adapted Communities and
Safe/Effective Wildland Fire Response. Safety of the community and preservation of property is prioritized above resource objectives.
Action Item Responsibility Timeframe
Objective CRR 2.1: Adopt codes that -reduce structural ignitability from wildland fire at a community level.
Amend currently adopted WUI code to apply to more
development projects within the community. Include in 2021 code adoption
cycle
Adopt code amendments that require all buildings in Vail to
develop a 5 foot wide noncombustible zone immediately
adjacent to the structure.
4th quarter 2021
Objective CRR 2.2: Develop an understanding within the community of the risk of wildfire within our community and take appropriate action to
reduce risk and increase preparedness.
Participate in at least 4 community events annually to provide
educational information to community members. Wildland Fire Division Ongoing beginning 2nd Quarter
2021
Utilize department and town social media channels to provide
educational information to the community. Social media is
used to recognize positive work being completed in the
community.
Wildland Fire Division Ongoing beginning 2nd Quarter
2021
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Promote wildfire preparedness during the month of May. Wildland Fire Division Ongoing beginning 2nd Quarter
2021
Objective CRR 2.3: Aggressively implement the 2020 Vail Community Wildfire Protection Plan
Develop a highly engaged working group which is focused on
the implementation of the CWPP. Many of the working group
members should come from the stakeholder group of the
CWPP.
Wildland Fire Division Convene initial group 4th quarter
2021
Action Item: Develop budgets that support the
implementation of landscape scale fuels reduction projects as
identified in the CWPP. Prioritize use of fire department staff
whenever practical.
Wildland Fire Division 2nd quarter annually
Develop post-fire recovery capabilities, including post-fire
damage assessment within VFES and the Town of Vail. Wildland Fire Division 2nd Quarter 2023
Objective CRR 2.4: Evaluate and if feasible, deploy technologies which could provide early rapid warning of a wildfire ignition within the Town
of Vail and in surrounding areas.
Evaluate emerging detection/location technologies. Wildland Fire Division 4th quarter 2021
Identify partners for funding/deployment of detection system. Wildland Fire Division 4th quarter 2021
Objective CRR 2.5: Effectively deliver property specific wildfire risk information to all properties throughout the community using a rapid risk
assessment model (curbside evaluations).
Complete Town wide initial wildfire assessment and inform
residents of evaluation results. 2nd quarter 2021
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Evaluate effectiveness of communication methods to
understand strengths and weakness and measure engagement
(webpage visits and follow-up evaluations).
4th quarter 2021
Complete Community Wildfire Survey and compare with
existing data set (WiRe teamwork) 3rd quarter 2021
Conduct follow-up evaluations to measure change over time. Starting 2nd quarter 2022 and
follow initial evaluation schedule
Utilize complementary programs such as community chipping
and RealFire to track action in the community. Data should be evaluated
annually to summarize progress
Objective CRR 2.6: Develop a systems approach to Community Risk Reduction and service delivery.
Evaluate the applicability and practicality of using the CFPSE
Accreditation model. Administration 4th quarter 2023
Human Resources Action Plan
Goal HR 1: Engage in training with cooperators to enhance service level and strengthen interagency response effectiveness.
Action Item Responsibility Timeframe
Objective HR 1.1: Build and develop positive relationships with cooperating agencies.
Identify opportunities to develop additional programs that
address identified community risks
Training Battalion Chief,
Operations Battalion Chief 1st quarter 2022
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Renew the training relationship with VMR/ ECPS/ Medical
Director to provide enhanced, coordinated patient care.
Training Battalion Chief,
Operations Battalion Chief 2nd quarter 2022
Pursue firefighter ride-along opportunities with ECPS, Vail
Health, and other community partners.
Training Battalion Chief,
Operations Battalion Chief 3rd quarter 2021
Offer ride-along opportunities for other agencies. Training Battalion Chief,
Operations Battalion Chief 1st quarter 2022
Host monthly interagency training. Training Battalion Chief,
Operations Battalion Chief 2nd quarter 2022
Invite cooperators to special training opportunities. Training Battalion Chief,
Operations Battalion Chief ongoing
Objective HR1.2: Maintain and build upon the positive reputation of Vail Fire.
Participate in at least one community event per quarter. All VFES Personnel 2nd quarter 2022/ongoing
Amplify video-based community outreach through
collaboration with the Tech Committee. All VFES Personnel 1st 2022 1st quarter/ongoing
Continue to take advantage of media technology, such as
social media and community connect- to engage community
members.
All VFES Personnel ongoing
Participate with community groups in charity fundraising
events. All VFES Personnel ongoing
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Provide public recognition through social media channels to
organizations or members that support VFES efforts (e.g.,
allowing use of acquired structures).
All VFES Personnel ongoing
Host a first responder event as a fund-raiser for a local
community cause. All VFES Personnel 3rd quarter 2022/ongoing
Objective HR 1.3: Continue to provide world class customer service.
Empower every employee to take advantage of customer
service opportunities. All VFES Personnel ongoing
Encourage members to recognize actions that exemplify our
values using avenues such as the Town of Vail’s weekly
rewards program and recognition emails.
All VFES Personnel ongoing
Create a pre-made gift bag for kids that visit any fire station. All VFES Personnel 4th quarter2022 4th
Increase daily staffing (4 persons per engine) to support
engine company efficiency, improving customer service on
emergency incidents.
All VFES Personnel 2023
Seek feedback from the community to prioritize needs and
identify opportunities for improvement. All VFES Personnel 4th quarter 2022
Continue yearly VFES award program. All VFES Personnel 4th quarter annually
Personal follow up by VFES personnel with citizens/victims
after serious calls. All VFES Personnel 4th quarter 2022
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Initiate an off-duty customer service/lifesaving award. All VFES Personnel 4th quarter 2022
Goal HR 2: Develop a culture that includes a bottom-up approach, through which employees are engaged and encouraged to provide
input that informs decision-making.
Action Item Responsibility Timeframe
Objective HR 2.1: To create and maintain a collaborative relationship with the new generation of members.
Implement a 12-month probation program that entails four months of
service at each station to gain perspective. Revise the probationary
firefighter task book to include sections specific to all 3 stations.
Firefighters, HR 2nd quarter 2022
Investigate an annual leadership evaluation/survey process for
all leaders. A suggested process is a 360-degree survey
facilitated by an outside resource.
Firefighters, HR 2nd quarter 2022
Create the opportunity for targeted employee feedback within
the annual performance evaluation. Firefighters, HR 2nd quarter 2022
Create a request form for employees seeking a station or shift
change. Requests would be evaluated based on operational
needs, completion of probationary period and seniority.
Firefighters, HR 2nd quarter 2023
Continue encouraging Firefighter participation in committees
and project work. Firefighters, HR ongoing
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Explore personality testing options to inform decision-making in
shift and station assignments, recruiting and, onboarding. Firefighters, HR 2nd quarter 2023
Work with HR to continue exit interviews and implement ‘stay’
and post-exit interviews. Firefighters, HR 2nd quarter 2022
Increase involvement of Firefighters and Engineers in decision-
making processes. Firefighters, HR 2nd quarter 2022
Goal HR 3: Build upon existing department pride.
Action Item Responsibility Timeframe
Objective HR 3.1: Enhance the culture of Vail Fire by building upon our history.
Create a retirement wall with a photo and plaque with rank and dates
of service for each retired member. VFFA, VFES Command Staff 4th quarter 2023
Create a station patch for each station. VFFA, VFES Command Staff 4th quarter 2023
Continue inviting past members to awards presentations or
events; both those that have retired and those that have moved
to new departments.
VFFA, VFES Command Staff ongoing
Review and revise current You-tube channel videos and training
documents via department feedback, and publish in a public
domain (currently, these are only for internal use).
VFFA, VFES Command Staff 4th quarter 2022
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Update and reinstate the ‘Serving since 19__’ nameplate
(embroidered on each member's daily uniform -polo). VFFA, VFES Command Staff 1st quarter 2023
Goal HR 4: Enhance service by engaging the diversity of the community.
Action Item Responsibility Timeframe
Objective HR 4.1: Support educational needs of members seeking to increase language skills.
Research and adopt a short-term translation service. VFES Command Staff 3rd quarter 2022
Create opportunities for members of VFES to develop
proficiency in languages other than English. VFES Command Staff 3rd quarter 2022
Adopt bilingual preference points in the hiring process. VFES Command Staff 3rd quarter 2022
Implement cultural competency education programs for
cultures, national-origins, and religions we serve. VFES Command Staff 3rd quarter 2022
Goal HR 5: Increasing dedication and ownership to the job.
Action Item Responsibility Timeframe
Objective HR 5.1: Increase ownership and trust among membership to create a better working environment and culture.
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Include one yearly award presented at the award ceremony, to
members for historically significant incidents that occurred before the
current award program.
TOV, VFES Command Staff 3rd quarter 2023
Review and update evaluations, Matrix, and Step Progression to
align with VFES Values and Vision every 5 years. TOV, VFES Command Staff 3rd quarter 2022
Continue to use $10 gift cards to allow every employee to give to
other employees. TOV, VFES Command Staff ongoing
Continued use of shift level and officer level meetings with an
outside leadership facilitator. TOV, VFES Command Staff ongoing
Forward all outside job opportunities to the department. TOV, VFES Command Staff ongoing
Continue to foster a culture of open communication with all
ranks. TOV, VFES Command Staff ongoing
Goal HR 6: To increase and diversify recruitment.
Action Item Responsibility Timeframe
Objective HR 6.1: Prioritize community members for recruitment, while creating an organization that reflects our community’s diversity.
Develop a recruitment plan that targets diverse and under-represented
groups prior to the application process.
VFD Command staff, Hiring
Committee, and Training BC,
TOV HR 4th quarter 2023
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Continue working with Colorado Mountain College to provide a
connection to Vail Fire though fire academy and other programs.
VFD Command staff, Hiring
Committee, and Training BC,
TOV HR ongoing
Continue the fire explorer program.
VFD Command staff, Hiring
Committee, and Training BC,
TOV HR 24th quarter 2021
Continue the use of third-party recruitment testing and
screening tools.
VFD Command staff, Hiring
Committee, and Training BC,
TOV HR ongoing
Identify opportunities to better promote our organization to
members of our community that are not currently represented
in our organization.
VFD Command staff, Hiring
Committee, and Training BC,
TOV HR 4th quarter 2023
Engage bilingual members of the community and encourage
them to pursue a career in the fire service.
VFD Command staff, Hiring
Committee, and Training BC,
TOV HR 4th quarter 2023
Sponsor one local student per year to go through the Fire
Academy.
VFD Command staff, Hiring
Committee, and Training BC,
TOV HR 4th quarter 2022
Objective HR 6.2: Implement comprehensive recruiting plan which results in a pool of candidates with diverse demographics and experiences.
Pursue targeted recruitment, aimed at other skiing and resort
communities. Target recruitment at ski patrollers and other
emergency service jobs.
VFD Command Staff and TOV
HR 3rd quarter 2023
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Increase social media presence showcasing our personnel,
apparatus, stations, and types of emergency response.
VFD Command Staff and TOV
HR 3rd quarter 2022
Continue the ride-along component in the hiring process.
Structure the pre-employment ride along so that all 3 shifts
participate.
VFD Command Staff and TOV
HR ongoing
Create a hiring video that can be posted on our website. VFD Command Staff and TOV
HR 3rd quarter 2023
Objective HR 6.3: Develop a Firefighter exchange program
Investigate other exchange programs.
HR Strategic Planning Group,
TOV HR, and VFD Command
Staff 3rd quarter 2025
Develop the framework for a Vail Fire Department exchange
program.
HR Strategic Planning Group,
TOV HR, and VFD Command
Staff 4th quarter 2025
Goal HR 7: Improve employee retention
Action Item Responsibility Timeframe
Objective HR 7.1: To increase the number of Vail Fire members that remain at VFES for their entire career.
Conduct “staying” interviews. TOV HR, VFD Command Staff 1st quarter 2022
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Continue to offer opportunities for every member to attend an
outside training every year. TOV HR, VFD Command Staff ongoing
Continue to evaluate exit interviews and the reason why
members are seeking employment elsewhere. TOV HR, VFD Command Staff ongoing
Conduct a salary range and benefit comparison every 3 years to
stay competitive within the market. TOV HR, VFD Command Staff ongoing
Goal HR 8: Provide compensation commensurate with the local cost of living
Action Item Responsibility Timeframe
Objective HR 8.1: Maintain a pay structure that is competitive at all levels with departments that we commonly lose members to (PFA, DFD,
ERFPD, SMFR).
Conduct salary surveys that evaluate salary at all levels within
each rank. TOV HR 4th quarter 2023
Revise vacation benefit to allow more than one member off at a
time. TOV HR 1st quarter 2023
Assess TOV and Eagle County cost of living on an annual basis
and compare it to other areas within the living requirement. TOV HR 4th quarter 2022
Add a section to the yearly total compensation statement which
compares VFES total compensation to other fire agencies. TOV HR 4th quarter 2022
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Restructure pay plan - to minimize compression between ranks
and - to provide economic incentive to enter chief officer
positions.
TOV HR 4th quarter 2023
Goal HR 9: Provide compensation commensurate with the local cost of living.
Action Item Responsibility Timeframe
Objective HR 9.1: Prioritize investments in Human Capital.
Explore the possibility of having a FD Representative at HR policy
revision meetings.
TOV HR, Fire Chief, and Town
Council 1st quarter 2022
Assess the balance of capital expenditures vs investments in
human capital.
TOV HR, Fire Chief, and Town
Council 1st quarter 2022
Continue investment in employee fitness and improve fitness
opportunities at station 2.
TOV HR, Fire Chief, and Town
Council 1st quarter 2024
Goal HR 10: Retirement healthcare.
Action Item Responsibility Timeframe
Objective HR 10.1: VFES personnel collaborate with HR to identify retirement healthcare options.
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Investigate options for healthcare that allows for an HSA to
provide for future medical expenses.
TOV HR, HR Strategic Planning
Group 3rd quarter 2023
Assess possibility of TOV provided retirement for VFES personnel
that retire before 65.
TOV HR, HR Strategic Planning
Group 3rd quarter 2023
Conduct cost/benefit analysis on long term injury payout vs
retirement health benefit
TOV HR, HR Strategic Planning
Group 3rd quarter 2023
Assess feasibility for VFES retirees to remain on TOV health plan
via transfer to another dept, PT position, etc.
TOV HR, HR Strategic Planning
Group 3rd quarter 2023
Goal HR 11: Provide employee housing opportunities for all VFES
Action Item Responsibility Timeframe
Objective HR 11.1: Objective HR 11.1: Provide opportunities to own a home within Eagle County that -accommodates the familial needs of VFES
members.
Restructure the TOV EHOP to cover 20% of the median cost of a
home in Eagle County. TOV HR 2nd quarter 2025
Assess TOV and Eagle County cost of living, maintain base pay at
a level commensurate with housing costs in Eagle County. TOV HR 2nd quarter 2025
Increase pool of deed restricted single family homes controlled
by the TOV and available for TOV/VFES members to purchase. TOV HR 2nd quarter 2025
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Identify other initiatives that encourage, incentivize, and enable
current and future employees to live in Eagle County. TOV HR 2nd quarter 2025
Goal HR 12: Continue offering a wide variety of training and education opportunities.
Action Item Responsibility Timeframe
Objective HR 12.1: Create opportunity to attend educational and training opportunities at the local, state, and national level.
Investigate the opportunity to provide paramedic training. Fire Chief, Training Chief 3rd quarter 2022
Continue providing opportunities to attend outside training
programs. Fire Chief, Training Chief ongoing
Streamline the training request approval process. Fire Chief, Training Chief 1st quarter 2022
Incorporate CPSE credentialling in qualification matrix and
employee development pathways. Fire Chief, Training Chief 21st quarter 023
Revise Qualification Matrix to require full qualification in
position to promote. Fire Chief, Training Chief 21st quarter 023
Objective HR 12.2: Provide opportunity for advancement and growth in technical rescue disciplines.
Conduct annual multi-company tech rescue training involving
outside agencies.
Training BC and Tech Rescue
Lead 4th quarter 2022
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Assess the ability to join a nationally deployable rescue team or
develop an Eagle County USAR team.
Training BC and Tech Rescue
Lead 4th quarter 2023
Continue to use an outside training certification program for all
emergency disciplines to ensure current quality education and to
reduce liability.
Training BC and Tech Rescue
Lead ongoing
Evaluate the need for a dedicated training officer. Training BC and Tech Rescue
Lead 24th quarter 023
Goal HR 13: Increase staffing to optimize productivity and safety.
Action Item Responsibility Timeframe
Objective HR 13.1: Increase staffing to optimize productivity and safety.
Identify strategies to achieve staffing of 13 per shift. TOV HR, Fire Chief 1st quarter 2023
Roles within individual companies are better defined and skills
sets necessary to support these roles are developed. TOV HR, Fire Chief 1st quarter 2023
Goal HR 14: Succession planning and Leadership Development.
Action Item Responsibility Timeframe
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Objective HR 14.1: Provide Leadership and direction for Succession Planning
Implement mentorship program at each rank that allows the
protégé to shadow their mentor and to act in the mentor’s role
under supervision.
VFES Command Staff 2nd quarter 2023
Create a reading resource list for each rank. VFES Command Staff 2nd quarter 2023
Create a leadership seminar/webinar resource list. VFES Command Staff 2nd quarter 2023
Conduct periodic succession surveys. If there is low interest in
specific positions, identify perceived and actual barriers VFES Command Staff 2nd quarter 2023
Goal HR 15: Joint County hiring process/academy
Action Item Responsibility Timeframe
Objective HR 15.1: Create opportunity to enhance collaboration and standardize training throughout the county.
Partner with other fire agencies to form an Eagle County Fire
Consortium hiring process. Training BC, Command Staff 2nd quarter 2026
Joint county ‘in-service’ post-hiring academy with other county
departments. Training BC, Command Staff 2nd quarter 2026
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Technology/Data Action Plan
Goal IT 1: Evaluate and utilize technology and systems that will improve safety, increase efficiency, and help to deliver a higher level
of service.
Action Item Responsibility Timeframe
Objective IT 1.1: Inventory current technology- what we have, what we use it for, capabilities, duplication, limitations, when to phase out
technology (lifespan).
Conduct assessment of software and operational hardware
(MDT, TIC, monitors, radios, etc.). Identify utility of current
technology, end of life and recommendations for replacement
technologies. Identify underutilized technologies as well as
training needs.
IT BC 2nd-3rd quarter 2021 and every 2
years after
Understand technology and systems used by partners, identify
applicability of these technologies and systems to VFES. IT and Ops 2nd- 3rd quarter 2021 and every
2 years after
Goal IT 2: Keep pace with technology that is being utilized by the community we serve. New technologies being adopted by our
community change the response environment, potentially increasing responder hazards or decreasing the effectiveness of traditional
tactics.
Action Item Responsibility Timeframe
Objective IT 2.1: Awareness of new and emerging technologies being utilized in the community (transportation, building materials and
techniques, haz-mat, private sector data collection, second order effects of regulatory requirements).
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Identify financial resources necessary to operationally adapt to
emerging technology as well as provide training related to these
technologies
All department, SMEs Ongoing (identify potential
training opportunities annually by
2nd quarter)
Understand new or changing technology being utilized/ required
in community- Comm Dev, Building, Environmental, DRT Prevention and Fire Chief Ongoing
Goal IT 3: Use data and system analysis to evaluate departmental operations and use data driven decision making to implement
change when necessary.
Action Item Responsibility Timeframe
Objective IT 3.1: Collect high quality data to be utilized in future data analysis.
Develop consistent reporting standards and systems to track
applicable data.
Program managers Safety,
Training, Operations,
Prevention, Fleet, Wildland,
Administration
Evaluate current data collection
systems by 4th quarter 2021,
recommend changes by 1st
quarter 2022 or as data needs
change.
Complete quality control checks of data to ensure standards are
being utilized and data quality is sufficient to identify trends.
Program managers- Safety,
Training, Operations,
Prevention, Fleet, Wildland,
Administration
Sample a subset of collected data
at least quarterly or as program
needs dictate
Objective IT 3.2: Use community needs and national standards to evaluate trends in comparison to modern standards.
When data analysis is conducted meaningful thought will be put
into the standard that is used for comparing data. In some
cases, national standards do not exist, or community needs may
Program managers- Safety,
Training, Operations,
Evaluate standard as needs or
request for data analysis occur.
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be different than national standard. In these cases, program
managers will identify an applicable standard.
Prevention, Fleet, Wildland,
Administration
Objective IT 3.3: Support change with data analysis
Utilize data analysis to identify trends within the department
operations. Encourage and train all project coordinators to
collect data and use it as an analysis tool for their program
areas.
Administration
Conduct a data collection and
analysis training for all program
and project managers by 1st
quarter 2022
Objective IT 3.4: Dedicate staffing within the fire department to oversee technology and data.
Explore opportunities to include technology and data
management into the job duties of dedicated fire department
staff possibly as part of an Administrative Chief Position.
Administration Ongoing
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VFES SWOT Matrix
INTERNAL FACTORS INTERNAL FACTORS
STRENGTHS (+)IMPORTANCE CATEGORY SP WEAKNESSES (–)IMPORTANCE CATEGORY SP
1 excellent reputation-staff/training, feedback from partners H HR HR 1.2, OE
4.1 1 retention H HR HR 6.1, 7.1
2 people are drawn to work here H HR HR 6.1 2 apparatus H OPS/SOC oe 2.1
3 range of experience (mixture of long tenure and new ideas)H HR HR 6.1 3 EMS response H OPS/SOC OE 1.2
4 response capacity - EMS capacity/relationshiop with medical director OPS/SOC oe 3.3 4 bench strengh-future leadershship -ready/willing to step up H HR Hr 12.2
5 personnel -dedication, H HR HR 3.1 5 succession-potential successors etc. (also compression in higher ranks)H HR HR 12.2
6 apparatus-including the tools that are on them H OPS/SOC oe 2.1 6 lack of employee housing -employees live far away M HR HR 11.1
7 overhead/infrastructure H/M HR/OPS HR 14.1 7 culture -continue to create good environment-move forward with change-
environment that attracts new generation H HR HR 2.1
8 bench strength-commitment/dedication H HR HR 3.1, 5.1 8 apparatus staffing levels (3 vs 4) -improve level of service H OPS/SOC/HR OE 1.1
9 stations-newness (health factors) M OPS/SOC OE 2.2 9 fire prevention staffing-investigation, inspection etc. H CRR CR 1.6
10 good PPE H OPS/SOC oe 2 10 aging community -infrastructure M CRR cr 1.1
11 TOV resources-financial/support departments H all HR 9 11 need to formalize relationships that provide depth/backup in prevention M CRR
12 TOV can meet needs financially H all HR 9 12 culture driven from the bottom-can have impact-feel valued H HR HR 2.1
13 Institutional knowledge -community etc., history together- intimate
relationships H HR HR 8.1, 7.1 13 relationship with ECPS H OPS/SOC oe 3.3
14 external relationships - fire and other cooperators H OPS/SOC oe 4 14 increase/take advantage of joint training opportunities H HR/OPS/SOC HR 15
15 service level-advanced-wide range of skills/services H OPS/SOC/HR oe 3.6 15 dedicated training officer/AND ops chief (not split with operational BC) and tech
officer H OPS/SOC/HR oe 3.1
16 customer service H OPS/SOC/HR OE all 16 retirement health insurance h HR HR 10.1
17 training opportunities H HR HR 1.1, 17 seasonal health insurance H HR
18 built environment-engineering component of fire prevention H CRR CR 1.1 18 family ski benefit (similar to VR)M HR
19 code adoption H CRR cr 1.4 19 capital spending vs human resources (TOV)H HR HR 9
community reputation-fire service reputation H OPS/SOC/CRR OE all cost of living vs pay H HR HR 8
20 wildland programs (evaluations, mampbook etc)H OPS/SOC CRR 2.3 20 call volume/types (don’t get first hand experience) M OPS/SOC oe 3.6
culture -kind, helpful, selfless H HR HR 3.1 lack of larger training opportunities (regional/host confernces) H HR/OPS/SOC OE
public education H CRR oe 4.1, cr
1.2 variety of services provided-jack of all trades/master of none-focus on basics H OPS/SOC
ability to rely on other organizations (fire prevention etc.) H CRR technology-station alerting, data collection, AVL, H Tech IT 1
training level-FFs in organizations across US H HR HR 3.1 marketing for FF, local recruitment, creating diversity H HR HR 15
recall ability for significant events (travel distance)H HR HR 11.1
response models-in limbo H OPS/SOC OE 1
less activity shared resources with ERFPD H OPS/SOC oe 3.2, 4.2
record keeping H HR/CRR IT 3.1
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EXTERNAL FACTORS EXTERNAL FACTORS
OPPORTUNITIES (+)IMPORTANCE CATEGORY SP THREATS (–)IMPORTANCE CATEGORY SP
1 EMS response H OPS/SOC OE 1.2 1 Relationship with med director H OPS/SOC oe 3.3
2 Relationship with med director H OPS/SOC oe 3.3 2 cost of living vs pay H HR HR 8.1
3 public education H CRR CR 1.2 3 call volume/types (don’t get first hand experience) M OPS/SOC oe 3.4
4 increase/take advantage of joint training opportunities H OPS/SOC oe 3.2 4 USFS staffing-prioritization M OPS/SOC
5 compensation/benefits -competetive with front range agencies H HR HR 8.1 5 retention H HR HR 6.1
6 marketing for FFs, creating diversity, local recruitment H HR H 6.1 6 internal recordkeeping -creates liability and reputation issue H HR/CRR IT 3.1
7 response models H OPS/SOC OE 1 7 inablity to keep up with technology H Tech IT 2, 3.4
8 more interactions with guests M HR/CRR OE 4.1 8 public perception -reputation management H All HR 1.2
9 tap into hispanic community-bilingual, support community H HR HR 6.1 9 cybersecurity -also specific to protecting public information we access H Tech
10 video conferencing (schools) H Tech/CRR 10 reduced level of service (EMS) may lead to long term change and perception-loss of
relevance H Ops/SOC oe 3.3
11 high school students (explorer program)M HR/OPS/SOC HR 6.1 11 decline in medical skills due to loss of reps H OPS/SOC/HR oe 3.3
12 countywide recruitment/academy H HR/OPS/SOC HR 6.1 12 handicapped in ability to progress in EMS H OPS/SOC oe 3.3
13 outside training (national instructors/speakers)H HR/OPS/SOC OE, HR 7.1 13 reduced inspections due to COVID H CRR CR 1.1
14 build relationships with cooperators (invite for dinner etc)H HR/OPS/SOC 14 COVID and other potential epi/pandemics H ALL
15 fuels reduction (east vail project and beyond) H OPS/SOC CRR 2.3 15 retention impact on morale H HR HR 5.1, 6.1
16 functional consolidation vs consolidation vs cost sharing H OPS/SOC oe 3.2 16
17 backcountry services -rescue etc. seek out opportunities H OPS/SOC oe 3.6 17
18 redefine culture H HR HR 2.1 18
19 technology-safety, operations H Tech IT 1.2 19
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References
1. Town council action plan
• https://www.vailgov.com/government/town-council/-folder-18#docan895_1007_143
2. VFES Standards of Cover/Community Risk Assessment
• https://www.vailgov.com/government/departments/fire/administration
3. 21st Century Fire and Emergency Services
• https://icma.org/documents/white-paper-21st-century-fire-and-emergency-services
4. 2021 ISO rating
• https://www.vailgov.com/government/departments/fire/administration
August 17, 2021 - Page 71 of 122
Vail Fire and
Emergency Services
Strategic Action Plan
2021
August 17, 2021 - Page 72 of 122
VFES Mission
Vail Fire Department | VAILGOV.COM/FIRE
Prevent Loss,Serve Others,Protect
and Enhance the Quality of Life
August 17, 2021 - Page 73 of 122
VFES Vision
Vail Fire Department | VAILGOV.COM/FIRE
Vail Fire and Emergency Services will be recognized in our community and
region for consistent rapid response using state of the art equipment and
tactics
Vail Fire is committed to employee development. We will provide a
supportive environment promoting physical and mental fitness that allows
for growth and competence in the ever-changing demands of the fire service
We will strive to become a leader in interagency collaboration and response
August 17, 2021 - Page 74 of 122
VFES Strategic Plan
•Last plan 2015
•Participation by all ranks
•Town Manager and HR
•SWOT Analysis
•Four Focus areas
-Operational Effectiveness
-Human Resources
-Community Risk Reduction
-Technology
Vail Fire and Emergency Services | VAILGOV.COM/FIRE
August 17, 2021 - Page 75 of 122
Alignment
Vail Fire and Emergency Services | VAILGOV.COM/FIRE
Town Council Action Plan VFES Strategic Plan
Experience-Excellent Municipal Services Operational Effectiveness
Community Risk Reduction
Experience -Professional Workforce Culture Human Resources
Sustainability-Emergency Preparedness Operational Effectiveness
Sustainability-Mitigate Wildfire Danger Operational Effectiveness
Community Risk Reduction
Human Resources
Technology
August 17, 2021 - Page 76 of 122
Operational Effectiveness
1.Goal OE 1: Meet established emergency
response objectives identified in the 2019
SOC
2.Goal OE 2: Maintain state of the art fleet,
facilities, and personal protective
equipment
3.Goal OE 3: Staff an administrative Chief
position that supports line staff with
training, operations, and logistics
4.Goal OE 4: Identify and prioritize critical
relationships internally and externally that
are critical to our mission
Vail Fire and Emergency Services | VAILGOV.COM/FIRE
August 17, 2021 - Page 77 of 122
Operational Effectiveness
1)Objective OE 1.1: Establish daily staffing at a level that allows attainment of effective response force objectives
2)Objective OE 3.3: Improve EMS service capabilities
3)Action Item OE 3.5 Convert wildland lead positions from temporary seasonal positions to career positions
4)Action Item OE 3.2/3.6 Analyze feasibility of functional consolidation, develop joint resources and cost sharing model for shared specialized apparatus and equipment
5)Objective OE 3.7: All portions of West Vail participate in financial support of services provided by VFES
Vail Fire and Emergency Services | VAILGOV.COM/FIRE
August 17, 2021 - Page 78 of 122
1.Goal CRR 1-Risk of loss is
minimized through proactive
programs that reduce risk through
education, enforcement,
engineering, emergency response,
and economic incentive.
2.Goal CRR 2-Wildfire risk will be
reduced, and community resiliency
increased through a concerted
effort to employ the tenets of the
Comprehensive National Cohesive
Wildland Fire Management
Strategy:
Resilient Landscapes
Fire Adapted Communities
Safe/Effective Response.
Community Risk Reduction
Vail Fire and Emergency Services | VAILGOV.COM/FIRE
August 17, 2021 - Page 79 of 122
Community Risk Reduction
1)Action Item CR 1.2 Educational materials are
delivered to occupants of transient
occupancies, including STRs and hotels
2)Action Item CR 1.4 Most recent ICC codes
are adopted within a year of release
3)Objective CRR 2.1: Adopt codes that reduce
structural ignitability from wildland fire at a
community level
4)Objective CRR 2.3: Aggressively implement
the 2020 Vail Community Wildfire Protection
Plan
5)Objective CRR 2.4: Evaluate and deploy
technologies which provide early rapid
warning of a wildfire ignition within the Town
of Vail and in surrounding areas
Vail Fire and Emergency Services | VAILGOV.COM/FIRE
August 17, 2021 - Page 80 of 122
Human Resources
1.Goal HR 1: Engage in training with cooperators to enhance service levels and strengthen interagency response effectiveness.
2.Goal HR 2: Develop a culture that includes a bottom-up approach, employees are engaged and encouraged to provide input that informs decision-making.
3.Goal HR 3: Build upon existing department pride
4.Goal HR 4: Enhance service by engaging the diversity of the community.
5.Goal HR 5: Increasing dedication and ownership to the job
6.Goal HR 6: Increase and diversify recruitment
7.Goal HR 7: Improve employee retention
Vail Fire and Emergency Services | VAILGOV.COM/FIRE
August 17, 2021 - Page 81 of 122
Human Resources
1.Goal HR 8: Provide compensation
commensurate with the local cost of
living
2.Goal HR 9: Prioritize investments in
Human Capital
3.Goal HR 10: Retirement healthcare
4.Goal HR 11: Provide employee housing
opportunities for all VFES members
5.Goal HR 12: Continue offering a wide
variety of training and education
opportunities
6.Goal HR 13: Increase staffing to optimize
productivity and safety
7. Goal HR 14: Succession planning and
Leadership Development
Vail Fire and Emergency Services | VAILGOV.COM/FIRE
August 17, 2021 - Page 82 of 122
Technology
1.Goal IT 1: Evaluate and
utilize technology and
systems that will improve
safety and increase
efficiency
2.Goal IT 2: Keep pace with
technology that is being
utilized in the community
3.Goal IT 3: Use data and
system analysis to evaluate
departmental operations
and use data driven
decision making to
implement change
Vail Fire and Emergency Services | VAILGOV.COM/FIRE
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Vail Fire and Emergency Services | VAILGOV.COM/FIRE
August 17, 2021 - Page 84 of 122
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: I nterviews for Art in P ublic P laces (A I P P)
P RE S E NT E R(S ): Tammy Nagel, Town Clerk
AC T IO N RE Q UE S T E D O F C O UNC I L: I nterview candidates who are interested in serving on
A I P P.
B AC K G RO UND: There is one partial vacancy on the A rt in Public Places Board and three
people have submitted letters of interest. I nterviews will be conducted during the afternoon and
appointments will be made during the evening meeting. Duties and functions of the boards include
the implementation of A I P P policies and selection procedures, acquiring public art, overseeing the
maintenance program and assisting in securing financial support for the art. The appointments are
for a two year term. T he B oard meets monthly.
AT TAC H ME N TS:
Description
AIP P Letters of Interest
August 17, 2021 - Page 85 of 122
RAMSEY COTTER
2457 Chamonix Lane, Vail, CO. 81658 * 970.390.5705 * MissRamseyCotter@gmail.com
EXPERIENCE
PROJECT MANAGER
Summervail Art Workshop Legacy Project - 50th Year Celebration - Summer 2021
●Successfully took an idea to celebrate art & culture in our valley, developed a team of
harmonious creatives and helped turn the idea into a reality with a two week program
●Fundraised, obtained grants and donations from the public and private sectors
●Built lasting relationships and community interconnectedness through enthusiasm and drive
●Publicized and promoted public art and art in public places as well as the history and
archives of past art/cultural programs in our community
●Worked alongside the SAWLP Board of Directors to ensure their vision and mission for the
Legacy Project was honored, celebrated and that their goals and expectations were met.
GALLERY DIRECTOR
J. Cotter Gallery of Vail & Beaver Creek – Colorado * January 2004 – Present
●Source & Manage working relationships with artist,vendors & gallery patrons
●Implement various successful grassroots marketing campaigns
●Curate & manage the creative voice for the gallery advertising, art & artist selections,
openings & overall gallery aesthetic
●Trusted to represent multiple artists during trade conference & trade shows throughout the
United States; Including: SNAG – Society for North American Goldsmiths & SOFA – Sculptural
Objects & Functional Art
●Administrate all gallery inventory & outside gallery inventory
PERSONAL ASSISTANT
House of Blues & Live Nation – Colorado * August 2001 – January 2019
●Required to carry, handle & settle significant amounts of tour petty cash
●Responsible for tour/artist transportation; including synchronizing travel schedules,
private obligations, guest lists & event credentials
●Acquire all necessary wardrobe, dressing room & general tour supplies and complete all
business and personal tasks required by the entirety of the tour during their stay
●Expected to be a problem solver and self sufficient,knowing that my responsibility really
sets the tone for the entire day and effects everyone involved in event production
EDUCATION
The University of Denver – Denver, Colorado
●Bachelor of Arts Degree – Studio Art – June 2006
●Minor in Business, Minor in Psychology
●Parsons School of Art & Design - Summer 2018
*REFERENCES – AVAILABLE UPON REQUEST*
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August 17, 2021 - Page 87 of 122
Megan Rossman
Art in Public Places Board
(970) 471-5405
Mdrossman97@gmail.com
Tuesday, August 10, 2021
To Whom It May Concern:
I would like to send a formal letter of interest for the Art in Public Places board position. As an
art history graduate who was born and raised in the Vail Valley I believe that my knowledge and
experience would greatly benefit this program and its mission.
I am a passionate, thoughtful, and motivated person with experience in curation, design, and
community involvement. I currently hold a bachelors in art history from St. Olaf College, where
my studies focused on site-specific and landscape-based art. Since my graduation I have focused
on expanding my knowledge through research internships and gaining experience in landscape
design.
I would appreciate an opportunity to present my resume for this position. Thank you for taking
the time to consider my sincere interest in working on the board and I look forward to speaking
to you.
Kind regards,
Megan Rossman
August 17, 2021 - Page 88 of 122
Megan Rossman 2773 Kinnikinnick D4, Vail, CO 81658 • 970-471-5405 • mdrossman97@gmail.com
EDUCATION:
Bachelor of Arts: St. Olaf College, Northfield, MN
Major: Art History
Graduation: May 2020
GPA: 3.72/4.00
Honors: St. Olaf Academic Scholarship, Epic Promise
Foundation Scholarship, Emerging Leader Award 2017,
Dean’s List: Spring 2018, Fall 2018, Spring 2019, Fall
2019, Spring 2020, Graduated Cum Laude
Relevant Course Work: Ceramics, Art 1880-1945, Italian
Arts in Context, Arts of Japan, Identity in Early Medieval
Art, Transatlantic Visual Culture, Methods of Art History,
Buddhism Text and Image, Craft of Creative Writing,
Principles of Psychology, Beauty Arts and Religion,
Principles of Physics I & II
Certifications: Emergency Medical Technician registered
in CO and MN, CPR and AED of Adults and Children
Off-Campus Study: Florence, Italy, January 2019
Internships:
Sachs Museum Remote Intern – Missouri Botanical Garden (300 hrs.) June 2020 – February 2021
• Performed independent, remote research for the museum’s 2021 exhibition ‘Grafting the Grape’
• Explored the range of wine related material culture from ancient Georgia to modern day glassware using online and
physical resources, synthesizing information in precise write-ups to present to internship and museum director
• Advanced my knowledge of exhibition curation and research
Class Experience:
Harvard Design Discovery Program June 2021 – July 2021
• Underwent a four-week intensive program that included, studio work, lectures, and seminars in regards to the fields of
architecture, landscape architecture, and urban design and planning
• Participated in discussions regarding public spaces, the climate crisis, and social justice in relation to the des ign field
• Developed a portfolio that was informed by the discussions from each week and my personal orientation within my
community
Methods of Art History Spring Semester 2018
• Developed an advanced understanding of the methods by which art historian s and curators analyze a work of art
• Presented independent research about landscape artist Jackie Brookner and her connection to modern site -specific art
Independent Study: Creating an Ecocritical Exhibition Spring Semester 2017
• Assisted in the development of an ecocritical exhibition including researching specific works, designing the layout for
the exhibition, creating wall text
• Contacted various artists and conducted interviews regarding potential works of art for the exhibit
Work Experience:
Sales Associate - Fill and Refill October 2020 – Present
• Work retail of sustainable goods by assisting customers with their refills and answering questions about products
• Manage sales, inventory, and display of incoming and current products
COVID-19 Testing Aide – Vail Health November 2020 – April 2021
• Perform nasal COVID-19 tests for the Vail Valley community and those traveling in the county
• Schedule patients and manage workflow for testing facility
• Collaborate with lab and other testing facilities to help develop efficient testing process
Illumination Ceremony Coordinator January 2019 - May 2019
• Organized and designed name tags and signage for graduation event with over three-thousand graduating seniors
• Coordinated the assembly of lanterns for each graduating senior
• Instructed and lead student works on the set up for the outside graduation event
Volunteer Experience:
Trail Maintenance Volunteer – Vail Valley Trails Alliance Summer 2020 & 2021
• Volunteered to performs upkeep and maintenance to established hiking and mountain biking trails
• Used a variety of tools to move rocks, plant growth, and dirt to create clean and healthy trails to be used by the
community
Student Activities Committee August 2016 – May 2020
• Coordinated both on- and off-campus events for students
August 17, 2021 - Page 89 of 122
• Delegated work in my subcommittee and managed a budget throughout the year
• Collaborated with other on-campus organizations to create a diversified range of events that would appeal to various
groups of students
Generation Action Project Honor House August 2019 – March 2020
• Implemented the mission of the honor house to foster meaningful connection and community engagement across
generations within the Northfield and St. Olaf College community
• Volunteered at Greendale Elementary School as the breakfast buddy reading and math mentor
• Organized campus events that engaged students in the house mission through programming such as movies and
speakers
CAMPUS INVOLVEMENT & INTERCOLLEGIATE ATHLETICS:
Athlete St. Olaf Varsity Women’s Cross-Country Running August 2016 – November 2019
Athlete St. Olaf Varsity Women’s Track and Field December 2016 – March 2020
Member Student Activities Committee August 2016 – March 2020
Sub-Committee Head Student Activates Committee August 2019 – March 2020
Member Generational Action Project Honor House August 2019 – March 2020
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August 17, 2021 - Page 91 of 122
Mary Lindsea Stowe
2600 Cortina Lane
Vail, Co 81657
Phone: 970.445.0946
Email: Seastowe11@gmail.com
Passionate coffee industry professional with a strong commitment to community
Work Experience
Two Arrows Coffee Bar Owner
● Design and implement a craft coffee program that will contribute to a high caliber
gourmet menu and enhance overall customer experience
● Compile a comprehensive list of equipment to create a fully functioning espresso bar
● Aid in coffee bar design to ensure functionality and barista ergonomics.
● Equipment set up and mechanics
● Meet and develop relationship with roasters and distributors
● Initial training for management; including breakdown of barista basics, espresso
fundamentals and milk steaming techniques.
● Provide clear instructions for daily espresso machine maintenance and cleaning.
● Lead a team that is committed to providing excellent customer service while crafting
high quality beverages and build a loyal following of customers
● Conduct interviews and complete onboarding process for new hires
● Create warm, clean atmosphere and provide customers with quality, hand crafted
beverages with personalized service
● Ensure staff is fully supported through scheduling and floor management while adhering
to labor budget
Yeti’s Grind- Vail, Co December 2010-2018
General Manager, Trainer and Lead Barista
● Lead all employees through a comprehensive coffee and barista training program, foster
an environment of learning and creativity
● Implement and continually maintain Aeropress program
● Program and maintain La Marzocco FB80
● Compose weekly emails updating staff on current events and policies
● Deliver constructive criticism to employees in a professional manner and handle
disciplinary issues
● Work with and maintain Selbysoft POS, work with support team
● Compliant with Colorado liquor laws for the safe service of alcohol in a licensed
premises
● Work with distributors to maintain strong relationships in addition to tracking and
organizing inventory
● Plan and organize employee events and meetings
● Lead home brew clinics and inspire public interest in brewing high quality and ethically
sourced coffee
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Yoga Instructor/ Independent Contractor
● Design and lead alignment based classes that are accessible to all
students (based in Ashtanga and Dharma Mittra)
● Maintain a comprehensive understanding of anatomy specific to movement and
exercise
● Promote personal brand to build and maintain strong relationships with clients
● Offer assists and aid alignment for students with a hands on approach
● Manage time between multiple studios and private clients ❏ Assisted in 200 hour Yoga Teacher Training
Education, Accolades and Certifications
University of Central Florida: Bachelor of Science; International Relations 2010
200 Hour Yoga Alliance Teacher Training 2013
Tips Certified
Local Latte Art Competition Winner
August 17, 2021 - Page 93 of 122
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: D R B / P E C Update
P RE S E NT E R(S ): J onathan S pence, Planning Manager
AT TAC H ME N TS:
Description
August 4, 2021 D R B Meeting Results
August 9, 2021 P E C Meeting Results
August 17, 2021 - Page 94 of 122
DESIGN REVIEW BOARD
August 4, 2021, 3:00 PM
Town Council Chambers and Virtual on Zoom
75 S. Frontage Road - Vail, Colorado, 81657
1.Call to Order
1.1.Register in advance for this webinar:
https://us02web.zoom.us/webinar/register/WN_bAKS68BERc2RR1kKiFN6qg
After registering, you will receive a confirmation email containing information
about joining the webinar.
1.2.Attendance
Present: John Rediker, Doug Cahill, Peter Cope, Kathryn Middleton, Kit
Austin
Absent: None
2.Packet Q and A
2.1.2:00 PM
3.Site Visits
3.1.232 West Meadow Drive - DRB21-0304 - Lapin Residence
3.2.2379 Chamonix Lane - DRB21-0247 - Kovar Residence
4.Main Agenda
4.1.
4.2.
DRB20-0040.002 - Colorado Family Real Estate Residence
Final review of a change to approved plans (materials/landscaping)
Address/Legal Description: 82 West Meadow Drive Unit A/Lot1, Vail Village
Filing 2
Applicant: Colorado Family Real Estate Inc., represented by KH Webb
Architects
Planner: Greg Roy
John Rediker moved to approve with the findings that the application
meets Sections 14-10-5 and 14-10-4. Kit Austin seconded the motion and
it passed (5-0).
DRB20-0204.002 - Bingle Residence
Final review of a change to approved plans (materials/windows)
Address/Legal Description: 82 West Meadow Drive Unit B/Lot 1, Vail
Village Filing 2
August 17, 2021 - Page 95 of 122
Applicant: Meadow Drive LLC, represented by KH Webb Architects
Planner: Greg Roy
John Rediker moved to approve with the findings that the application meets
Sections 14-10-5 and 14-10-4. Kathryn Middleton seconded the motion and it
passed (5-0).
4.3.DRB21-0247 - Kovar Residence
Final review of new construction
Address/Legal Description: 2379 Chamonix Lane/Lot 15, Block A, Vail Das
Schone Filing 1
Applicant: David & Vladka Kovar, represented by Maggie Fitzgerald
Architects
Planner: Greg Roy
John Rediker moved to approve with the findings that the application meets
Sections 14-10-2, 14-10-3, 14-10-4, 14-10-5, 14-10-6, 14-10-7, and 14-10-8.
Peter Cope seconded the motion and it passed (5-0).
4.4.DRB20-0571.001 - Gore Creek Meadows
Final review of a change to approved plans (landscape/materials)
Address/Legal Description: 5020 Main Gore Place/Vail East Townhomes
Applicant: Gore Creek Meadows, represented by Pierce Austin Architects
Planner: Greg Roy
John Rediker moved to approve with the findings that the application meets
Sections 14-10-8, 14-10-5, and 14-10-2. Peter Cope seconded the motion
and it passed (4-0).
Abstain:(1)Austin
4.5.DRB20-0555.001 - Pluhar Residence
Final review of a change to approved plans (scope reduction)
Address/Legal Description: 1119 Ptarmigan Road/Lot 4, Block 5, Vail Village
Filing 7-Vail Village Filing 10
Applicant: James & Emily Pluhar, represented by KH Webb Architects
Planner: Greg Roy
John Rediker moved to approve with the findings that the application meets
Sections 14-10-2, 14-10-3, 14-10-4, and 14-10-5. Peter Cope seconded the
motion and it passed (5-0).
4.6.DRB20-0137.003 - Spilled Wine Too LLC
Final review of a change to approved plans (patio/landscape/fireplace)
Address/Legal Description: 182 West Meadow Drive/Lot 5E, Vail Village
Filing 2
Applicant: Spilled Wine Too LLC, represented by Mark Odom Studio
Planner: Greg Roy
1.Prior to construction, the applicant shall meet the comments of Vail
Fire & Emergency Services.
August 17, 2021 - Page 96 of 122
2. Prior to installation, the applicant shall receive staff approval for the
proposed lighting.
J ohn Rediker moved to approve with conditions, with the findings that the
application meets Sections 14-10-3, 14-10-4, and 14-10-8. Peter Cope
seconded the motion and it passed (5-0).
4.7.D R B21-0182 - Elevation
Final review of new construction
Address/Legal Description: 534 East Lionshead Circle/Lot 2 & 3, Block 1,
Vail Lionshead Filing 1
Applicant: Battle Mountain L L C Launch Development I nc., represented by
Humphreys & Partners Architects LP and Pierce Austin Architects
Planner: Erik Gates
1. The applicant shall receive approval from Vail Fire & Emergency
Services prior to D RB final approval.
J ohn Rediker moved to approve with conditions, with the findings that the
application meets Sections 14-10-2, 14-10-5, and 14-10-8. Peter Cope
seconded the motion and it passed (4-0).
Abstain:(1)Austin
4.8.D R B21-0304 - Lapin Residence
Final review of an exterior alteration (entry gate)
Address/Legal Description: 232 W est Meadow Drive / Lot 7, Vail Village
Filing 2
Applicant: Merv Lapin
Planner: Erik Gates
J ohn Rediker moved to table to a date uncertain. Peter Cope seconded the
motion and it passed (5-0).
4.9.D R B21-0250 - Sisk Residence
Final review of an exterior alteration (deck/stair/veneer)
Address/Legal Description: 4575 Streamside Circle East Unit B/Lot 19,
Bighorn Subdivision 4th Addition
Applicant: Thomas & Nina Sisk, represented by Burke Harrington
Construction
Planner: Erik Gates
J ohn Rediker moved to table to August 18, 2021. Peter Cope seconded the
motion and it passed (5-0).
4.10.D R B21-0278 - 1031 Eagles Nest LL C
Final review of new construction
Address/Legal Description: 1031 Eagles Nest Circle/Lot 1, Block 1, Vail
Village Filing 8
Applicant: 1031 Eagles Nest L L C, represented by Suman Architects
Planner: Erik Gates
August 17, 2021 - Page 97 of 122
J ohn Rediker moved to approve with the findings that the application meets
Sections 14-10-2 and 14-10-5. Peter Cope seconded the motion and it
passed (4-1).
Ayes:(4)Rediker, Austin, Cope, Middleton
Nays:(1)Cahill
4.11.D R B21-0297 - Marriott Hythe
Final review of a business sign
Address/Legal Description: 715 W est Lionshead Circle/ W est Day
Subdivision
Applicant: Diamondrock Vail Owner LLC, represented by Boyd Sign
Systems
Planner: Erik Gates
1. Prior to D RB approval, the applicant shall submit to Town Staff and
updated design with a natural stone base to match stone present on the
Marriott Hythe building.
J ohn Rediker moved to approve with conditions. Peter Cope seconded the
motion and it passed (5-0).
5.Staff Approvals
5.1.D R B21-0154 - Horton Residence
Final review of an exterior alteration (deck/fire pit/sauna)
Address/Legal Description: 1380 Westhaven Circle Unit A/Lot 22, Glen Lyon
Subdivision
Applicant: Michael Horton, represented by ML Z Landscape Design
Planner: Greg Roy
5.2.D R B21-0238 - Gillis Residence
Final review of an exterior alteration (windows)
Address/Legal Description: 4030 Fall Line Drive Unit B/Lot 1, Pitkin Creek
Meadows Subdivision
Applicant: Mark Gillis, represented by Home Depot US A
Planner: J onathan Spence
5.3.D R B21-0277 - Rubenstein Residence
Final review of an exterior alteration (deck/railing)
Address/Legal Description: 1463 Greenhill Court Unit A/Lot 8, Glen Lyon
Subdivision
Applicant: Gordon Rubenstein, represented by S3 Architectural Group LLC
Planner: Greg Roy
5.4.D R B21-0287 - Potato Patch Club Condominiums
Final review of a tree removal
Address/Legal Description: 950 Red Sandstone Road/Potato Patch Club
Condominiums
Applicant: Potato Patch Club Condominiums, represented by Vail Valley Tree
August 17, 2021 - Page 98 of 122
Service
Planner: Greg Roy
5.5.D R B21-0288 - Schmidt Residence
Final review of an exterior alteration (reroof)
Address/Legal Description: 1350 Sandstone Drive Unit 6/Lot G3, Lion's
Ridge Subdivision Filing 2
Applicant: Sharon & J ohn Schmidt, represented by BluSky Restoration
Planner: Erik Gates
5.6.D R B21-0292 - Slifer, Smith & Frampton
Final review of a business sign
Address/Legal Description: 531 East Lionshead Circle/Lot 3, Block 1, Vail
Lionshead Filing 1
Applicant: Slifer, Smith & Frampton, represented by Monoco Signs
Planner: J onathan Spence
5.7.D R B21-0293 - Dunn Residence
Final review of an exterior alteration (reroof)
Address/Legal Description: 4879 Meadow Drive Unit C/Lot 15, Block 5,
Bighorn Subdivision 5th Addition
Applicant: Gregory Dunn, represented by Capital Roofing & Restoration
Planner: J onathan Spence
5.8.D R B21-0299 - Distelhorst Family Trust
Final review of exterior alteration (windows)
Address/Legal Description: 4582 Streamside Circle East B/ Lot 1,
Distlehorst Subdivision
Applicant: I nes W . Distlehorst Family Trust, represented by Renewal by
Andersen
Planner: Greg Roy
5.9.D R B21-0300 - Brennen Residence
Final review of an exterior alteration (windows)
Address/Legal Description: 1838 Sierra Trail/Lot 15, Vail Village W est Filing
1
Applicant: J ohn W. Brennen, represented by Renewal by Andersen
Planner: Erik Gates
5.10.D R B21-0301 - F R18 Holdings L LC
Final review of an exterior alteration (landscaping)
Address/Legal Description: 366 Forest Road A/Lot 2, Block 1, Vail Village
Filing 3
Applicant: FR18 Holdings L L C, represented by K H W ebb Architects
Planner: Erik Gates
5.11.D R B21-0305 - Villa Valhalla Condominiums
Final review of a tree removal
August 17, 2021 - Page 99 of 122
Address/Legal Description: 384 Gore Creek Drive/Lot J , Block 5A, Vail
Village Filing 5
Applicant: Villa Valhalla Condominiums, represented by Old Growth Tree
Services LLC
Planner: Greg Roy
5.12.D R B21-0306 - Blanchard Residence
Final review of a tree removal
Address/Legal Description: 2805 Bald Mountain Road/Lot 2, Block 2, Vail
Village Filing 13
Applicant: W illiam & Kellie Blanchard, represented by Old Growth Tree
Services LLC
Planner: Erik Gates
5.13.D R B21-0307 - 286 Bridge St. Inc.
Final review of an exterior alteration (A C)
Address/Legal Description: 286 Bridge Street/Lot A & B, Block 5A, Vail
Village Filing 1
Applicant: 286 Bridge St. I nc., represented by S3 Architectural Group L L C
Planner: J onathan Spence
5.14.D R B21-0308 - Brandess Enterprises L LC
Final review of an exterior alteration (antenna replacement)
Address/Legal Description: 2077 North Frontage Road West/Lot 39, Buffehr
Creek Resubdivision
Applicant: Brandess Enterprises L L C, represented by Wyco Field Services -
T-Mobile
Planner: J onathan Spence
5.15.D R B21-0310 - Cedar Point Townhomes
Final review of a tree removal
Address/Legal Description: 5175 Black Gore Drive/Lot 1-5, Cedar Point
Townhouses Subdivision Filing 1
Applicant: Cedar Point Townhouses, represented by Ceres Design &
Arborscape
Planner: Greg Roy
5.16.D R B21-0313 - Nelkin Residence
Final review of an addition
Address/Legal Description: 360 East Lionshead Circle Unit 6/Lot 6, Block 1,
Vail Lionshead Filing 2
Applicant: Mindy Nelkin, represented by K H W ebb Architects
Planner: Erik Gates
5.17.D R B21-0315 - W est Living Trust
Final review of an exterior alteration (window)
Address/Legal Description: 4682 Meadow Drive Unit F21/Mountain Meadow
Condominiums Phase I I I
Applicant: West Living Trust, represented by K C B Construction I nc.
August 17, 2021 - Page 100 of 122
Planner: J onathan Spence
5.18.D R B21-0316 - Town of Vail
Final review of an exterior alteration (nature bridge)
Address/Legal Description: 530 South Frontage Road/Unplatted - Ford Park
Childrens Park & B FA G
Applicant: Town of Vail
Planner: J onathan Spence
5.19.D R B21-0318 - Allen Residence
Final review of an exterior alteration (vent)
Address/Legal Description: 1881 Lions Ridge Loop 16/Lot1, Block 3, Lion's
Ridge Subdivision Filing 3
Applicant: Michael Allen & Lori Ann Knapp, represented by K C B
Construction I nc.
Planner: Greg Roy
5.20.D R B21-0324 - G&H Byers Property Management L LC
Final review of a tree removal
Address/Legal Description: 4562 Streamside Circle East Unit A/Lot 17,
Bighorn Subdivision 4th Addition
Applicant: G&H Byers Property Management L L C, represented by Ceres
Design & Arborscape
Planner: Greg Roy
5.21.D R B21-0325 - Byers Residence
Final review of a tree removal
Address/Legal Description: 4562 Streamside Circle East Unit B/Lot 17,
Bighorn Subdivision 4th Addition
Applicant: Holly & Gail Byers, represented by Ceres Design & Arborscape
Planner: Greg Roy
5.22.D R B21-0328 - Timbertack Townhomes
Final review of an exterior alteration (chimney boxes & caps)
Address/Legal Description: 5006 Main Gore Drive North/Lot 3, Gore Creek
Meadows Filing 1
Applicant: Timbertack Townhouses, represented by Master Sealers I nc.
Planner: J onathan Spence
5.23.D R B19-0583.002 - Moore Residence
Final review of a change to approved plans (windows)
Address/Legal Description: 4214 Columbine W ay Unit 6/Bighorn Terrace
Applicant: Linda Moore, represented by Beth Levine Architect I nc.
Planner: J onathan Spence
5.24.D R B20-0456.002 - Town of Vail Public W orks
Final review of change to approved plans (wall & window)
Address/Legal Description: 1289 Elkhorn Drive/Unplatted - TOV Public
Works Bus Barn
August 17, 2021 - Page 101 of 122
Applicant: Town of Vail, represented by Hyder Construction
Planner: Eric Gates
5.25.D R B21-0180.001 - Esrey Residence
Final review of a change to approved plans (windows/sconces)
Address/Legal Description: 1314 Spraddle Creek Road/Lot 15, Spraddle
Creek Estates
Applicant: J ulie C. Esrey Trust, represented by Berglund Architects L L C
Planner: Greg Roy
5.26.D R B21-0181.001 - 775 Potatoes L LC
Final review of a change to approved plans (railing/entry)
Address/Legal Description: 775 Potato Patch Drive Unit W /Lot 19, Block 1,
Vail Potato Patch Filing 1
Applicant: Seven Hundred & Seventy Five Potatoes L L C, represented by
J udge and Associates, I nc.
Planner: Greg Roy
5.27.D R B21-0252.001 - Kayo Vail LL C
Final review of a change to approved plans (driveway)
Address/Legal Description: 3848 Bridge Road/Lot 7, Block 1, Bighorn
Subdivision 1st Addition
Applicant: Kayo Vail LLC, represented by Kathryn Gold
Planner: Erik Gates
The applic ations and information about the proposals are available for public inspection during
regular office hours at the Town of Vail Community Development Department, 75 South
Frontage Road. The public is invited to attend the project orientation and the site visits that
precede the public hearing in the Town of Vail Town C ounc il Chambers. Times and order of
items are approximate, subject to c hange, and cannot be relied upon to determine at what time
the Design Review Board will c onsider an item. Please call 970-479-2138 for additional
information. Sign language interpretation available upon request with 24-hour notification, dial
711.
August 17, 2021 - Page 102 of 122
P L ANNING AND E NV IRO NM E NTAL C O M M I S S IO N
August 9, 2021, 1:00 P M
Town C ouncil Chambers and Virtual on Zoom
75 S . F rontage Road - Vail, Colorado, 81657
1.Call to Order
1.1.Register in advance for this webinar:
https://us02web.zoom.us/webinar/register/W N_tX L0eRs9QKieoSkwg888J w
After registering, you will rec eive a confirmation email c ontaining
information about joining the webinar.
1.2.Attendance
Present: Ludwig Kurz, B rian Gillette, Reid Phillips, P ete Seibert, Henry
Pratt
Absent: Rollie Kjesbo, Karen Perez
2.Main A genda
2.1.A request for recommendation to the Vail Town Counc il, pursuant to Section
12-3-7, Amendment, Vail Town C ode, for the adoption of the W est Vail
Master Plan, and setting forth details in regard thereto. P E C 21-0036
60 min.
Applicant:Town of Vail, represented by S E Group
Planner:Matt Gennett
Director Matt Gennett introduces the W est Vail Masterplan and tells the
PEC that staff understands this is a large document and may need more
than one meeting to understand.
Kurz appreciates the extra meeting as it is an important plan for the Town
and deserves the time it takes to understand and make an educated
rec ommendation.
Gabby Voeller of S E Group introduc es the format of her presentation. The
consultant group is introduc ed as well as their expertise. The study area
goes from Buffehr C reek to D onovan park to the western edge of the town.
The proc ess has been going on over the last year. An advisory c ommittee
was put in place to help give the town perspective. Voeller goes over the
main points that the masterplan was focusing on.
The W est Vail Center is the second c hapter of the plan. This is foc using on
the shopping area in W est Vail stretching from the roundabout to the City
Market groc ery store. The vision statement for the area is read to the P E C.
Commission Gillette asks that the statement include that this is an area that
supports the whole c ommunity and town. This is the only grocery store in
town and those businesses serve the entire community.
August 17, 2021 - Page 103 of 122
Summary of the goals is then shown and read through. The framework for
this area inc ludes housing along Chamonix lane, an inviting pedestrian
experience along the frontage road, and c onnection points for cars to get in
and through the development.
There are multiple sc enarios for what could happen to this area. Sc enario 1-
3 represent little redevelopment to full redevelopment.
Commissioner Pratt asks why housing on top of safeway would not be
inc luded in scenario 1. Voeller explains that the idea with scenario 1 would
be to add to areas not c urrently developed but that the addition could
certainly be included in this sc enario.
Scenario 2 goes over the plan if the original lot lines are kept and each
property redeveloped individually. One possibility would be that the Town of
Vail parc el with City Market would be the c atalyst project to start the
redevelopment of the other parc els.
Gillette asks about the c onditions of the lease that was mentioned in the
project. Gennett explains the situation with the long term lease to Kroger, the
parent c ompany of C ity Market.
Gillette asks who owns the housing above that area. Gennett answers that
those units are all owned by individual owners.
Pratt asks about how users are supposed to get from one level to another
with the parking below with the underground parking and retail above. How is
this proposed to be a pleasant experience?
Gennett answers that this is a masterplan level. W e will get to those details
as we move forward with this. Pratt insists that this should be looked at
conc ept level as it is important for the wish to get people to use it. Gillette
agrees.
Pratt states that scenario 2 results in primarily north/south streets is better
for a town like Vail that experienc es eight months of winter.
Voeller responds that a sun/shade analy sis was done, so ic e is not
anticipated to be a major issue in any scenario.
Scenario 3 is titled the “Master Developer Scenario”. Voeller describes the
changes to the West Vail Mall lay out using renderings on screen. Scenario
3 assumes a large amount of control over the entire W est Vail Mall
development allowing for a reorganization of structures.
Gillette asked about the square footage of the proposed groc ery store
compared to the two groc ery stores there now.
Voeller responded that the goal would be to move from two medium size
groceries to one large grocery and one more boutique type grocery store.
Total square footage will likely be slightly less, but if the new grocery
rec eives higher traffic , then product turnover will happen more frequently.
This is seen at the Avon C ity Market.
Voeller next shows a side by side c omparison of all 3 sc enarios. No
scenario is recommended over the other. They are intended to be options to
August 17, 2021 - Page 104 of 122
be pursued over time. They are not necessarily mutually exc lusive.
I mplementation will be led by property owners in partnership with the Town.
Voeller c ontinued with zoning rec ommendations for the W est Vail Mall.
These inc luded a new parking schedule, expanded housing ty pe allowances,
new landscaping requirements, and a new mix of uses allowed. A
rec ommendation for scenarios 2 and 3 would be a “Community Mixed Use”
zoning district that would inc rease maximum building heights near the
frontage road, expand site coverage, and reduce setbac ks.
Pratt expressed a need to address the goals of maintaining a sunny
atmosphere, especially for outdoor dining. Also concerned about c reating a
wall of development along the frontage road, this will look too urban.
Seibert asked a question about a rendering showing the view looking south
from the residential developments above the W est Vail Mall.
Gillette asked to see the solar analy sis.
Voeller agreed to have that ready for the next P E C meeting.
Public Comment
Dominic Mauriello who was representing the V L HA and Highline Hotel
asked for some additional language desc ribing the Highline Hotel. This was
sent in an email. He also had a c oncern about the use of the word “slightly”
in regard to building height proposals. He mentioned that the P E C should
consider removing the c ounting of below grade development as site
coverage. Site coverage should be addressing bulk and mass. He thinks this
will help provide more housing. Next, he talked about making use of the
C D OT RoW at the frontage road for additional parking.
Gillette agreed with the need to explore C D OT RoW parking.
J ohn Rediker echoed Dominic’s comments and stated that the Town needs
to consider the types of affordable housing offered. Thinks that we need
more than small rental units aimed at seasonal workers. There also needs to
be deed restricted for-sale housing that addresses the needs of families who
would live here year-round. Also wanted the P E C to consider the need for
two groc ery stores as a single grocery store will not benefit the local
consumers when that is there only option for shopping, prices will rise.
Voeller then moved to the plan for the surrounding neighborhoods in W est
Vail. The housing vision was discussed, and it highlights W est Vail as the
heart of resident-oc cupied housing in Vail. The goals for this area inc ludes
inc reasing deed-restric ted homes, improve existing properties, a continuum
of housing options, etc .
The plan also recommends a number of zoning changes. These c hanges
inc lude c reating a new zoning district with a minimum density of nine
dwelling units per acre, to rezone Geneva to Low Density Multiple Family, to
rezone Lower Chamonix, and to rezone Upper Chamonix.
Gillette expressed a conc ern about a major increase of density next to
existing single family and duplex homes. This equates to six units on 1/3 of
an acre whic h is much higher than what exists. He also is conc erned about
not requiring deed-restric tions until nine units. Should require at least one
August 17, 2021 - Page 105 of 122
deed-restric tion.
J onathan Spence, Planning Manager, stated that today many units now are
over density and could only redevelop down to two units. This has not y et
happened in Vail.
Gillette thinks that we are try ing to address a problem that doesn’t exist.
Matt Gennett clarified that a problem does exist as there are properties that
are aging that cannot redevelop due to them having to lose units to do so.
Gillette reiterated that more deed restricted housing needs to required. Still
feels that this needs a larger discussion as this is a huge change for single
family and duplex homes that exist in areas proposed to rezone.
Seibert agreed with these comments and stated he would be interested in
seeing a c omparison of density that is here now vs the density that could
exist with this proposal.
Reed Phillips also disc ussed the need to have some solution to the zoning
issues that make many existing multi-family non-conforming. They cannot be
redeveloped and maintain existing housing stock.
Gennett stated that the goal is to reac h a solution that gets the Town as close
to “no net loss” as possible.
A larger discussion was had about specific properties and regions within
W est Vail that are experienc ing these issues.
Spenc e also discussed how redeveloping, for example, four units to four
newer units doesn’t address attainability of housing and c an remove
attainable housing. The question is what ingredients would have to do into a
new zoning district to allow for all the P E C goals of affordability,
redevelopment, and expanding housing.
Pratt stated that there needs to be a highly specialized zone district that
allows for redevelopment without losing units.
Gillette expressed an interest in “stress testing” any proposed zoning to
make sure it is addressing the housing needs of the Town.
Pratt asked a question of S eibert about the proposition for deed restric ted
housing inc reases over existing housing density and if this is economic ally
feasible. W hat kind of inc entives are needed?
Seibert mentioned that deed restricted housing could be bought by
employ ers in the Town for their employ ees. W e see interest in that kind of
model.
Spenc e stated that the Town needs to explore a handful of varied properties
and see how those would be affec ted by a new zone district.
Public Comment
Galen Aasland stated that some duplexes will take a very long time to be
redeveloped. I ndividual homeowners are often ill equipped to add E HUs to
their properties. Doesn’t want to see Garmisch redeveloped as a multi-family
August 17, 2021 - Page 106 of 122
neighborhood.
Dominic stressed that limiting density too much will lead us to the same
issue of today where multifamily cannot redevelop. Thinks that the proposal
to require that redevelopment bey ond a certain unit c ount to have a
proportion of deed restric tion units is good. Requiring 100% deed
restric tions will limit development again, however.
J ohn Rediker wanted to reiterate that there are many areas in W est Vail that
have multi-family primarily. Thinks that the increased density allowance is
fine in these areas. W onders if there are any tax incentives on the county or
state level to encourage redevelopment.
Gillette stated that if we offer inc entives for redevelopment we will reduc e
units available to employees.
Gennett clarified that Gillette is worried about a lack of a mechanism to
require deed restriction will result in an overall loss of employee affordable
units.
Gillette responded in the affirmative. Gillette also asked a question about the
rezoning proposal for Geneva drive, asking why it is being rezoned to low-
density multi-family.
Gennett said he would have an answer for that at the next meeting.
Henry Pratt moved to table to August 23, 2021. Brian Gillette seconded the
motion and it passed (5-0).
Absent:(2)K jesbo, Perez
3.A pproval of Minutes
3.1.J uly 26, 2021 P E C Results
Brian Gillette moved to approve. Reid Phillips seconded the motion and it
passed (5-0).
Absent:(2)K jesbo, Perez
4.A djournment
Reid Phillips moved to adjourn. Brian Gillette seconded the motion and it
passed (5-0).
Absent:(2)K jesbo, Perez
The applic ations and information about the propos als are available for public inspection during regular offic e hours at the
Town of Vail Community Development Department, 75 South Frontage Road. The public is invited to attend the projec t
orientation and the site visits that prec ede the public hearing in the Tow n of Vail Community Development Department.
Times and order of items are approximate, subjec t to c hange, and cannot be relied upon to determine at what time the
Planning and Environmental Commission w ill cons ider an item. Please call (970) 479-2138 for additional information.
Please c all 711 for sign language interpretation 48 hour prior to meeting time.
Community Development Department
August 17, 2021 - Page 107 of 122
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 rt in Public Places A pproved J une 2021 Minutes
AT TAC H ME N TS:
Description
Art in Public Places Approved June Minutes
August 17, 2021 - Page 108 of 122
Public Notice - Art in Public Places Board Meeting Minutes
Monday, June 7, 2021 - 8:30 a.m. – Virtual Webinar
AIPP Board members present: Susanne Graf, Tracy Gordon Kathy Langenwalter, Courtney St. John,
Kara Woods
Others present: Molly Eppard, AIPP Coordinator
1. Approval of May 3, 2021 meeting minutes.
2. No citizen input.
3. SummerVail Art Workshop / Vail Symposium 50th Anniversaries Event Update
• Collaboration with Summervail and Symposium - Jerry Saltz will have a talk on July 26 at
Donovan.
• The Summervail Board would like to have a talk similar towards his “My Five Things” talk
which are popular.
• July 19 there will be an exhibit of ephemera from both organizations in the Library Community
Room. The Board agrees to let the Symposium have one of the extra prints which is presently
in storage.
• There will be a roundtable discussion with the original m embers of Summervail.
• The AIPP Board would like to see engagement with the Vail Valley art community, as well as
the overall community.
4. Ford Park Art Space Update
• Review of the site parameters for the Ford Park Art Space. Kathy explains to the Board about
several trees and a well marker. Because of the expansion of the building we need to further
examine the site before further design development.
5. Coordinator Updates
• Molly reviews upcoming dates for meetings. We hope to be in person in the Counc il Chambers
by the July 12 meeting.
• Alpine Arts Classes begin at the amphitheater June 22 – inspired by Olive Moya’s mural.
• Pedro and Jaime will begin painting the vents June 14 – 21
• Bronze collection has been cleaned including the Seibert sculpture.
• Ladies FancyWork Society re-installation on lower bench restrooms towards playground will
take place at the end of June.
• Olive Moya ad is in Vail Valley Magazine promoting AIPP.
• Molly will look for feedback from the AIPP board regarding Pepi’s P laza marker.
• The mosaics at the SkatePark have significantly deteriorated. We are examining the situation
and possible reasons with the artist. We will review their proposal for repairing or replacing the
August 17, 2021 - Page 109 of 122
works. The mosaics were installed in 2016, so have expired beyond the 3-year contractual
warranty. Kathy suggests saving the designs, but perhaps painting the walls.
6. Meeting adjourned.
August 17, 2021 - Page 110 of 122
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: C S E Minutes from August 4, 2021
AT TAC H ME N TS:
Description
C S E Minutes from August 4, 2021
August 17, 2021 - Page 111 of 122
COMMISSION ON SPECIAL EVENTS MEETING
In Person Meeting at Town Council Chambers with Virtual via zoom.
https://us02web.zoom.us/webinar/register/WN_MmqB4tnTQpekr7fUWJGk_A
Wednesday, August 4, 2021 @ 8:30a.m.-9:30a.m.
MINUTES:
Meeting materials can be accessed at the following link.
https://vailgovrecords.com/WebLink/Browse.aspx?id=703708&dbid=0&repo=TownofVailLaserfic
he
Roll Call CSE: Alison Wadey, Samantha Biszantz, Kim Rediker, Marco Valenti,
Douglas Smith (virtually)
Staff: Mia Vlaar, Jeremy Gross, Liz Gladitsch, Abby Oliveira
Attendees: Lauren Ciarallo, Beth Pappas, Liana Moore, Lisa Reeder
1. 8:30 a.m.: Staff Update (5 minutes)
a. Budget Update
• Council funded $300k for Snow Days talent and $180,000 for Powabunga
talent enhancements.
1. Smith – Will the Town have funds returned if the event gets
canceled due to covid? Gross – The event funding agreement will
include language tying funding to actual execution of the event.
The pandemic is now a known risk for event producers and not
the towns responsibility.
2. Snow Days: Still have not decided on a date. Rediker -
Thanksgiving week is a need period for lodging.
2. 8:35 a.m.: Event Recap (15 Minutes)
a. Vail Whitewater Race Series- Beth Pappas
• 262 participants was a 15% increase from 2019 and continual growth
based on past numbers
• Ability to host awards in the beach area enhanced the event, especially
with the common consumption in place for the spectators
• Motion to release final funding:
• Valenti /Rediker/unanimous
3. 8:50 a.m.: 60 Day Event Previews (15 Minutes)
a. Lauren Ciarallo (Startup to Scale Up) Lauren Ciarallo
• Oct 8-9 at Grandview. No event elements currently planned for virtual but
virtual option ready as a backup. Space available at Grandview will allow
for comfortable spacing for attendees.
• Motion to approve initial funding
• Rediker/Valenti/unanimous
b. Cindy Eskwith Memorial Soccer Tournament – Lisa Reeder
• Registration is open and filling fast. Lodging partner is in place and being
promoted. Usual sponsors are back.
August 17, 2021 - Page 112 of 122
• Motion to release initial funding.
• Biszantz/Rediker/Unanimous
c. Vail Classic Invitational
• Sept 18th Original capacity increased from 300 to 400 and registrations
are strong.
• Expectation is even if health restrictions occur, event can still take place.
• Motion to release initial funding
• Valenti/Biszantz/unanimous
4. 9:05 a.m.: Meeting Reports (20 Minutes)
a. Motion to approve minutes from June 14, and July 7 meetings.
• Rediker/Valenti/unanimous
b. Council Update
• Destination Stewardship Plan presented - Will be sending out an RFP to
move plan forward.
• Ballot initiatives discussed: 57% surveyed were in support of .5% sales
tax increase to go towards housing and 54% in support of a lodging tax
increase toward marketing efforts
1. Consider 1.6 lodging tax to fund housing but that was not
surveyed so difficult to
2. Aug 16 will be final decision on council
• VLMD Supplemental approved for Destination Stewardship
implementation in 2021 and additional asset capture totaling $250k
• Residence at Main Vail plan approved to move forward, DRB denial of
plan design appealed by TC
• Dismount Zones are being reviewed by staff. Event footprints are a good
example of dismount zone success.
c. VEAC Update
• Mainly discussed housing initiatives and the importance of addressing the
housing issue to hire more staff for service industry jobs.
d. VLMDAC Update: See council updates
• Leave no Trace messaging to be tied into in-resort and pre-arrival
communication. Biszants presented an idea to do a scavenger hunt or
“environmental bot/concierge” as SMS text to guests
e. Upcoming Events - See discovervail.com/events
• Prima Vail
1. Leadership Forum is August 25
2. BBB golf tournament sept 23 – Theme is “Vintage Vail”
f. 2022 RFP Funding Timeline
• Published after September 7th CSE meeting.
• Will communicate this month with event producers that the RFP is coming
• Regular CSE meeting on October 7. Funding presentations on October
20 and voting on 27th.
5. 9:25 a.m.: New Business (10 minutes)
Adjournment @ 9:30 a.m.
August 17, 2021 - Page 113 of 122
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: F uture Council Meeting Topics (proposed)
AT TAC H ME N TS:
Description
Future Topics
August 17, 2021 - Page 114 of 122
To: Mayor and Town Council
From: Town Clerk’s Office
Date: August 17, 2021
Subject: Proposed agenda topics for future meeting agendas
Vail Town Council Meetings
Topics & Times subject to change "Time of Day"
7-Sep-21
County Housing Updates afternoon
CIP Discussion afternoon
Compensation & Benefits Discussion afternoon
Vail Symposium Proclamation celebrating 50 years evening
West Vail Master Plan Adoption evening
Residences at Main Vail Financing Documents evening
21-Sep-21
DRB Joint meeting afternoon
Vail Fire Strategic Plan afternoon
First Draft Town Manager Budget afternoon
5-Oct-21
Dev Agreement for Residences at Main Vail evening
2022 Budget Ordinance (First Reading)evening
RMV Development Agreement evening
19-Oct-21
2022 Budget Ordinance (Second Reading)evening
2022 Budget Resolution for VLMD evening
2022 Budget Resolution for Vail Reinvestment Authority evening
11/2/2021 (Election Day)
16-Nov-21
2022 Mill Levy Certification Ordinance (First Reading)evening
Swear in new members afternoon
12/7/2021
2022 Mill Levy Certification Ordinance (Second Reading)evening
12/21/2021
Review Council Committee Appointments afternoon
Future Topics
Support of Summit County Commissioners to change Gore Range to Nuchu
Range
TBD
Review State Funding available for housing projects TBD
Stream Protection Corridor Legislation TBD
Civic Area Plan TBD
2020 Model Traffic Code (speed limits)TBD
August 17, 2021 - Page 115 of 122
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: V L HA Minutes J uly 27, 2021
AT TAC H ME N TS:
Description
V L H A Meeting Minutes July 27, 2021
August 17, 2021 - Page 116 of 122
Vail Local Housing Authority Minutes
July 27, 2021
3:00 PM
Virtual Meeting
75 S. Frontage Road - Vail, Colorado, 81657
PRESENT ABSENT
Steve Lindstrom Mary McDougall
James Wilkins
Molly Morales (departed meeting at 3:50 p.m.)
Greg Moffet
STAFF:
George Ruther, Housing Director
Lynne Campbell, Housing Coordinator
1. Call to Order
1.1. Zoom Meeting 1 (call to order pre-executive session)
1.2. Zoom Meeting 2 (post executive session)
1.3. Call to Order
A quorum is present, Lindstrom called the meeting to order at 3:02 p.m. McDougall is
absent.
2. Citizen Participation
2.1. Citizen Participation
No comments.
3. Approval of Minutes
3.1. VLHA July 13, 2021 Minutes
MOTION: MOFFET SECOND: WILKINS VOTE: 4-0 APPROVED
4. Main Agenda
4.1. Deed Restriction Values
Presenter: Tim Zarlengo
Ruther introduce Tim Zarlengo, Municipal Capital Market Group Inc. Ruther and
Moffet met with Zarlengo to discuss if there is a way and how to value the Town’s
deed restrictions in an effort to create the Town’s ability to use as collateral and
August 17, 2021 - Page 117 of 122
increase the Town’s ability to incur debt. Discussion ensued.
Tim will circle back with additional information and what opportunities may exist.
4.2. Proposed 2022 Town of Vail Draft Budget Process
Presenter: George Ruther, Housing Director
No discussion.
4.3. Resolution No. 11, Series of 2021, a Resolution Approving the Purchase of a Deed Restriction Interest in Property (Type III Deed Restriction) in the Town of Vail Legally Described as Condominium Unit 1, Sunlight North Condominiums, Eagle County, Colorado with a Physical Address of 2475 Garmisch Drive, Unit 1, Vail Colorado; and Setting Forth Details in Regard Thereto.
Presenter: Lynne Campbell, Housing Coordinator
MOTION: MOFFET SECOND: WILKINS VOTE: 3-0 APPROVED
Morales left meeting at 3:50 p.m.
5. Matters from the Chairman and Authority Members
5.1. Matters from the Chairman and Authority Members
Presenter: Steve Lindstrom, Chairman
Town pushed community survey regarding housing funding.
While Moffet is for funding he is opposed to sales tax.
August 3rd Council is hearing an in depth survey update. Magellan presenting. If
Council would move forward with the initiative there will be ballot draft question August
3rd. The ballot has to be certified in September.
Tuesday, August 3rd, Council will hear an appeal regarding the DRB July 7th denial of
Residences at Mail Vail. This is a public hearing and public comment are welcome.
Ruther noted it would be an opportunity for the Authority to express its opinion on the
matter.
6. Executive Session
6.1. Executive Session per C.R.S. §24-6-402(4)(a)(e) - to discuss the purchase, acquisition, lease, transfer or sale of real, personal or other property interests and to determine positions relative to matters that may be subject to negotiations regarding: Vail InDEED applications and deed restrictions.
Presenter: Lynne Campbell, Housing Coordinator
No items for executive session.
August 17, 2021 - Page 118 of 122
7. Any Action as a Result of Executive Session
7.1. Action As Results of Executive Session
No action taken.
8. Adjournment
8.1. Adjournment 5:00PM (estimated time)
Meeting adjourned at 4:06 p.m.
MOTION: MOFFET SECOND: WILKINS VOTE: 3-0 APPROVED
9. Future Agenda Items
9.1.
• Deed Restriction Compliance and Enforcement Policies Recommendation Public Health Housing Incentive, Eagle County Health • Land Banking (sale of GRFA)
• Joint VLHA, Town Council, Planning & Environmental Commission Meeting Regarding Commercial Linkage/Inclusionary Zoning and Adopted Housing Policy Review
• Investment Banker Discussion - Long Term Housing Funding
10. Next Meeting Date
10.1. Next Meeting Date August 10, 2021
Meeting agendas and materials can be accessed prior to meeting day on the Town of Vail
website www.vailgov.com. All housing authority meetings are open to the public. Times
and order of agenda are approximate, subject to change, and cannot be relied upon to
determine at what time the Vail Local Housing Authority will discuss an item. Please call
(970) 479-2150 for additional information. Please call 711 for sign language interpretation
48 hours prior to meeting time.
Housing Department
August 17, 2021 - Page 119 of 122
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: Executive Session pursuant to C.R.S . § 24-6-402(4)(b) - to have a conference
with the Town Attorney to receive legal advice on specific legal questions regarding Town of Vail v.
Village I nn P laza – P hase V Condominium Association, No. 20C A 1179.
P RE S E NT E R(S ): Matt Mire, Town Attorney
August 17, 2021 - Page 120 of 122
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: Recess 4:15 pm (estimate)
August 17, 2021 - Page 121 of 122
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: Reception for J apan's Consul-General Midori Takeuchi as part of Vail's Global
Friendship Exchange Program
August 17, 2021 - Page 122 of 122