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TC Council Packet 01-10-2006TOWN OF "ON, COLORADO REGULAR COUNCIL MEETING FOR TUESDAY, JANUARY 10, 2006 Am/ON MUNICIPAL BUILDING, 400 BENCHMARK ROAD REGULAR COUNCIL MEETING AGENDA MEETING BEGINS AT5:30PN1 1. CALL TO ORDER AND ROLL CALL 2. APPROVAL OF AGENDA 3' DISCLOSURE OF POTENTIAL CONFLICT OFINTEREST 4. CITIZEN AND COMMUNITY INPUT 5. HOLIDAY LIGHTING CONTEST AWARDS (RowVVoLFs.MAYOR) G' STAFF UPDATES 8. Community Development Update —2OO8 Strategic Planning Studies (TambiKakeb.Community Development Director) Review ofOG strategic planning study priorities b. R|C[} Application Update (Norm Wood, Town Engineer) Memo only c. Project Summary & Status Report (Larry Brooks, Town Manager & Dept. Directors) Report only 7. ORDINANCES m. PUBLIC HEARING, Ordinance NV. 05-13. Series Of 2005. Second Reading. An Ordinance Amending Titles 12 and 18' Avon Municipal Code, RB|@UOg to Fees Charged for Review of Applications for Rights-Of-Way Permits and Subdivision App[OV3| (Norm Wood, Town Engineer) Repeals the section of the Code which outlines fees for permits in public rights-of-way and applications for subdivisions, and establishes them by resolution instead b. PUBLIC HEARING, [}njinanma No. 05-14. Series of 2005. Second RemdinQ, An Ordinance Amending Title 8' /\vOO MUOi[jp@| C0d8, Prohibiting Smoking In Certain P|8Q8S. And Providing Fines For The ViO|8dOD Hereof (Larry B[OohS' Town K88n8geh Review of legislation that prohibits smoking in certain places, and providing for fines for the viO|aUUO thereof Ordinance No. OO'O1. Series Vf2OO8, First Reading, /\OOrdinance Approving @O Amendment to the VW|dhdOe Planned Unit Development for Lot 44 and Lot 45, Block 4, Wi|dhdge Subdivision, Avon, Eagle CUUDtv, Colorado (Tambi KaUeb, Community Development Director) This PUO amendment is a request to allow for three (detached) single-family residences in place of two duplex structures; location is 5123 &512S Long Sun Lane. The applicant has requested that this item be tabled to the January 24' 2006 Council Meeting 0' RESOLUTIONS 8. ReGO|UtiOD No. 08-01' Series Of 2006. A Resolution Revising Fee Schedules For Zoning, Construction \8/Od{ Within Public \8/3yS' Subdivision And Design Review App|iC8tiODS, TOvvO Of AvVn, Eagle County, CO|0r8dO (TembiKatieb. Community Development Director) Recommended revisions ho Fee Schedules as identified above b. Resolution NO. 06-02, Series of 2006, Resolution authorizing g Bike/Pedestrian Trail License with the Co|O[@dO Department of Transportation related to the 8vvft Gulch Road Bike Path ExtBDSiOO' in the Town of Avon, Eagle County, CO|Or8dO (Norm Wood, Town Engineer) Authorization to construct bike path along Swift Gulch Rood Avon Council Meeuno.0sm.10 Page am1 JLL:41_Ll!J To: Honorable Mayor and Town Council Thru: Larry Brooks, Town Manager From: Jacqueline Halburnt Date: January 5, 2006 Re: Holiday Lighting Contest Summary: Attached are the winners of the 2005 Holiday Lighting Contest. They have all been invited to the meeting to pick up their awards. Avon Commercial I st - Comfort Inn 2nd - Mountain Man Nut and Fruit 3rd - Christie Lodge Avon Core Residential 1 st - Dave and Kathy Martinez, 0901 West BC Blvd. 2nd - Roger and Laurel Wilkinson, 4420 Eaglebend Drive 3rd - Guy Erickson, 5390 Eaglebend Drive Wildridge/Wildwood/T\4t. Star I st - Pat, Patty, and Faye McKemey 2643 Bear Trap 2nd - Chris and Michele Evans 2365 Fox Lane 3rd - Greg and Susan Johnson, 3150 E. Wildridge Road Best Apartment Complex I s'— City Market Employee Housing Best Animation 1st - Chris and Michele Evans 2365 Fox Lane 2nd - Pat, Patty, and Faye McKemey 2643 Bear Trap 31' - Comfort Inn Best Multi-Media I" - Pat, Patty, and Faye McKenney 2643 Bear Trap 2nd - Buz Didier, 5010 Eaglebend Drive Best Meaning of the Holidays 1st - I st - Kathy and Dave Martinez, 0901 West BC Blvd. Best Team Mobile Homes Spaces 63 & 62 63 - Efrairn and Teresa Chavez, 901 W. Beaver Creek Blvd. #63 62 - Luz Vasques, 901 W. Beaver Creek Blvd. #62 Good Ne4zhbor Beaver Creek Resort Company - Tony O'Rourke • Page 2 N= To. Honorable Mayor and Town Council Thru: Larry Brooks, Town Manager From: Tambi Katieb, Community Development Direct We- January 4, 2006 HEART ol'the VALLEY lk C 0 L 0 R A D 0 Re. Community Development Update — 2006 Strategic Planning Studies : . 0 • • Community Development has been asked to provide you with a brief update of several planning studies that will commence in 2006. As currently budgeted, we are expecting to release a Request for Proposals (RFP) for the Town Center Commercial District (East Avon) Subarea Plan by the end of January. This plan was specifically targeted as a high priority by Council, and a draft RFP has been reviewed by the Community Development Committee. Other plans to be initiated this year are the Pedestrian Circulation Plan (also serving as an update to our 1996 Transportation Plan), a Retail Analysis, and a Nottingham Park Master Plan. However, as a result of recent discussion on attainable/workforce housing and what the direction of the Town should be stemming from our Comprehensive Plan update, we would propose that the Nottingham Park Master Plan be replaced with a Housing Needs Assessment in 2006 and the Park Plan be moved to 2007. Examining the housing status and policies of the Town serves a timely priority, particularly as we examine the Town core development and redevelopment through a new subarea plan. If this proposal is acceptable to Council, staff will prepare and submit a formal CIP amendment to reorder the strategic master plan efforts accordingly. Town Manager Comments: /57 Community Development Update to Council — Strategic Planning Studies for 2006 January 10, 2006 Work session 14 L:4 I I me To: Honorable Mayor and Town Council Thru: Larry Brooks, Town Manager From: Norman Wood, Town EngineerOA Date: January 4, 2006 Re: RICD Application Update Summary: The attached RICD Water Rights Application (Exhibit 1) was filed with the District Court, Garfield County, Colorado, Water Division No. 5 on December 27, 2005. We are currently in the process of contacting the various parties that are potential objectors to the application in order to address concerns and reduce the number of formal objectors to the maximum extent possible. We are also preparing additional material to address criteria used by the Colorado Water Conservation Board (CWCB) in their review of the Application and subsequent recommendation to the Water Court. We anticipate providing a "sneak preview" to the CWCB staff around January 15 to identify and address any concerns prior to the final submittal at the end of the month. This is an update only and no Council action is required at this time. Town Manager Comments: Attachments: Exhibit 1: RICD Water Rights Application 1:\Engineering\CIP\RICD\1.0 Admiiiistration\Application\CounciI Update Memo.Doe DISTRICT COURT, GARFIELD COUNTY, COLORADO, WATER DIVISION NO. 5 Court Address: 109 8"' Street Glenwood Springs, CO 81601 -3303 CONCERNING THE APPLICATION FOR WATER RIGHTS OF: I 4 Applicant: THE TOWN OF AVON COURT USE ONLY In Eagle COUNTY If Represented by an Attorney, Attorney's Name and Address: Gary L. Greer, #4482 Doran L. Matzke, #17906 Sherman & Howard, LLC Case Number: 633 Seventeenth Street, Suite 3000 05CW Denver, CO 80202 Phone Number: (303) 299 8322 E -Mail: ggreer @sah.com; Phone Number: (303) 299 -8302 E -Mail: dmatzke @sah.com Fax Number: (303) 298 0940 APPLICATION FOR SURFACE WATER RIGHTS FOR RECREATIONAL IN- CHANNEL USES 1. Name, address, and telephone number of applicant: Town of Avon c/o Norman Wood, Town Engineer P.O. Box 975 Avon, Colorado 81620 Telephone No. 970 748 -4045 2. Name of structures: Avon Whitewater Course ( "Course "), the approximate location of which is depicted in the map attached hereto as Exhibit A. The course contains three control structures to be known as "Bob, Sr. ", "Bob, Jr. ", and "Baby Bob." The Course is approximately 348 feet in length from the Baby Bob invert, the upstream control structure, to the Bob, Sr. invert, the downstream control structure. The Course is located in the channel of the Eagle River near the intersection of Avon Road and Hurd Lane where Avon Road crosses the Eagle River at the bridge named Bob (the "Bridge "). The approximate locations of the three control structures are depicted on the map attached hereto as Exhibit A. Each of the three control structures will control the entire flow within the river channel. The control structures are designed to perform at different rates of flow. Baby Bob will be constructed as a pour -over hole. Bob, Jr. is the middle structure in the Course. It will be constructed as a wave hole 75 feet upstream of the upstream face of the Bridge. Bob, Sr. will be constructed 20 feet downstream of the downstream face of the Bridge. It will create a constriction wave Application of Town of Avon December 30, 2005 downstream of the Bridge. The three control structures are designed to divert, capture, control, and concentrate the flow of water in the Course between specific points to create water features that will allow putting to beneficial use the minimum stream flows for three distinct recreation experiences for different skill levels in and on the water. 3. Legal description of each control structure: Bob Sr. is located in the SE 1/4 of the NW 1/4, Sec. 12, Township 5 S., R. 82 W., 6t" P.M., 2,550 feet east of west section line and 2,300 feet south of north section line (1656708 N, 2711985 E CSP Central Zone). Bob Jr. is located in the SW 1/4 of the NE 1 /4, Sec. 12, Township 5 S., R. 82 W., 6'1' P.M., 2,600 feet west of east section line and 2,350 feet south of north section line (1656680 N, 2712151 E CSP Central Zone). Baby Bob is located in the NE 1/4 of the SE 1/4, Sec. 12, Township 5 S., R. 82 W., 6t" P.M., 2,450 feet west of east section line and 2,400 feet north of south section line (1656598 N, 2712305 E CSP Central Zone). The precise location of the structures may or may not be somewhat different from the locations described above. Provided that the locations of all the structures remain within the stream reach described above, any variation in structure location from the locations described herein will be simply described in the decree entered herein or, if such decree is entered before construction of any or all of the structures, in subsequent applications for diligence or applications to make absolute the water rights claimed herein. 4. Source: Eagle River, a tributary of the Colorado River. A. Date of initiation of appropriation: December 13, 2005 B. How appropriation was initiated: Formation of intent, adoption of resolution by the Avon Town Council on December 13„ 2005 and by the filing of the application. C. Date water applied to beneficial use: Not Applicable 5. Amounts Claimed: Level One Flows, for beginner freest_ 1� e kayaking Calendar Period Flow (cfs) April 20- August 7 200 cfs Conditional Level Two Flows, for intermediate freestyle kayaking Page 2 of 6 Application of Town ofAvon December 30, 2005 Calendar Period Flow (cfs) May 1 -July 20 350 cfs Conditional Level Three Flows, for advanced and competitive kayaking Calendar Period Flow (cfs) May 25 -July 7 1,400 cfs Conditional (limited to eight 12 -hour days) The claimed flows are for between the hours of 8:00 a.m. and 8:00 p.m. for all three levels of flow. Level Three flows are claimed for a total of eight twelve -hour days during the calendar period claimed for Level Three, the specific dates to be determined by Applicant by giving notice to the Division Engineer no less than thirty days in advance of the first date each year. Level One and Level Two Flows are claimed for the designated twelve hours each day during the calendar periods claimed for each Level. At Level One rate of flow Baby Bob is operating. At Level Two rate of flow Bob, Jr. and Baby Bob are each operating. At Level Three rate of flow Bob, Sr. begins to operate. Amounts claimed are the minimum amounts necessary to provide the designated reasonable recreational experience during each of the above calendar periods. 7. Beneficial Uses: Recreational uses in and on the Eagle River in connection with the Avon Whitewater Course, including, without limitation, boat passage, kayaking, and rafting. 8. Name(s) and address(es) of owner(s) or reputed owner(s) of the land upon which any new diversion or storage structure, or modification to any existing diversion or storage structure is or will be constructed: Town of Avon and Vail Resorts, Inc. Town of Avon either owns the land or owns an easement for construction, maintenance, repair and replacement of any structure in the Course and for access for boat launching, passage, and for public viewing. 9. Remarks: This application is made pursuant to C.R.S. §§ 37- 92- 103(4), (7) and (10.3) and C.R.S. § 37- 92- 305(9)(b). The Town of Avon is a municipality incorporated in the State of Colorado. Pursuant to C.R.S. §37 -92- 102(5) within 30 days of filing this application, Applicant will submit a copy of the application to the Colorado Water Conservation Board ( "CWCB ") for review. Page 3 of 6 Application of Town ofA von December 30, 2005 Respectfully submitted this 27th day of December, 2005. SHERMAN & HOWARD L.L.C. Signed original on file at Sherman & Howard L. L. C. /s/ Gary L. Greer Gary L. Greer Doran L. Matzke Sherman & Howard, LLC 633 Seventeenth Street, Suite 3000 Denver, CO 80202 303 299 -8322 and 303 299 8302 Page 4 of 6 VERIFICATION ss. COUNTY OF Application of Town ofAvon December 30, 2005 1, Jason Carey, P.E., consulting design engineer for applicant state under oath that I have read this application and verify its content. Original signature on file at the offices of Sherman & Howard L.L.C. /s/ Jason Carey Jason Carey Subscribed and affirmed, or sworn to before me by Jason Carey, in the County of , State of Colorado, this day of December, 2005. My Commission Expires: Notary Public Page 5 of 6 Application of Town of Avon December 30, 2005 VERIFICATION STATE OF COLORADO ) ss. COUNTY OF DENVER ) I, Ed Armbruster, P.E., consulting water engineer for applicant state under oath that I have read this application and verify its content. Original signature on file at the offices of Sherman & Howard L.L. C. Is /Edward J. Armbruster Edward J. Armbruster, P.E. Subscribed and affirmed, or sworn to before me in the County of Denver, , State of Colorado, this 27`h day of December, 2005. My Commission Expires: 6130108 Is / Maria S. Millard Notary Public Page 6 of 6 Cd tn MCA \ } / \ ' \ / / / / u OVVY , \. � J^ / \ } / \ ' \ / / / / u OVVY , \. 'low Lo 0 LU Oc L C9 Ic L 0 � Q � Q y C LU 0 0 '� i' z 0 Z 0 ,V > IS LL O Mo 3 z W W P c Mo 0 cc co L y ° Z Cl) 0 > 0 Z cc 0 N U- C.) 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To: Honorable Mayor and Town Council Thru: Larry Brooks, Town Manager 1 From: Norman Wood, Town Engineer Z Date: December 29, 2005 Re: Ordinance No. 05 -13, An Ordinance Amending Titles 12 and 16, Avon Municipal Code, Relating to Fees Charged for Review of Applications for Rights -of -Way Permits and Subdivision Approval Second Reading (Public Hearing) Summary: John Dunn, Town Attorney prepared attached Ordinance No. 05 -13 (Exhibit 1) An Ordinance Amending Titles 12 and 16, Avon Municipal Code Relating to Fees Charged for Review of Applications for Rights -of -Way Permits and Subdivision Approval. Currently Fees for permits for work in public Rights -of -Way and applications for subdivision review and approval are included in the Avon Municipal Code and are revised by Ordinance. Ordinance No. 05 -13 repeals these provisions in the Code and provides that these Fee Schedules will be established by Resolution of the Council. This revision will be consistent with other Fee Schedules adopted by the Town. Ordinance No. 05 -13 was approved on First Reading at the December 13, 2005, Council Meeting. Resolution No.06 -01 is also on the Agenda for this Meeting. Approval of this associated will establish the Fee Schedule for permits for work in the public rights -of -way and subdivision review in addition to revised fees for Zoning and Design Review related applications. We recommend approval of Ordinance No. 05 -13 on Second Reading. Recommendation: Approve Ordinance No. 05 -13, on Second Reading, An Ordinance Amending Titles 12 andl6, Avon Municipal Code, Relating to Fees Charged for Review of Applications for Rights -of -Way Permits and Subdivision Approval. Proposed Motion: I move to approve Ordinance No. 05 -13, on Second Reading, An Ordinance Amending Titles 12 and 16, Avon Municipal Code, Relating to Fees Charged for Review of Applications for Rights -of -Way Permits and Subdivision Approval. Z:ACouncil \MEM0S\2005 \0rd 05 -13 Subd & RW Fees 2nd.Doc Attachments: Exhibit 1: Ordinance No. 05 -13 Z:ACouneil \MEM0S\2005 \0rd 05 -13 Subd & RW Fees 2nd.DocO Page 2 ORDINANCE NO. 05 -13 AN ORDINANCE AMENDING TITLES 12 AND 16, AVON MUNICIPAL CODE, RELATING TO FEES CHARGED FOR REVIEW OF APPLICATIONS FOR RIGHTS -OF -WAY PERMITS AND SUBDIVISION APPROVAL BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF AVON, ForeliffifflIXIVIT673 Section 1. Amendment. Subsections (a) and (b) of Section 12.04.110, Chapter 12.04 of Title 12, Avon Municipal Code, are repealed and reenacted as Subsection (a) to provide as follows: "(a) Fees for the review of an application, including fees for inspection of work, shall be established from time to time by resolution of the Town Council." Section 2. Amendment. Subsection (c) of Section 12.04.110, Chapter 12.04 of Title 12, Avon Municipal Code, is repealed and reenacted as Subsection (b). Section 3. Amendment. Section 16.12.040, Chapter 16.12 of Title 16, Avon Municipal Code, is repealed and reenacted as follows: "(a) Fees for the review of an application shall be established from time to time by resolution of the Town Council. (b) The Town may also assess and collect such additional fees as it may deem appropriate; provide that, when operating pursuant to the authority granted by this provision, the Town shall base such additional fees upon the actual cost, whether by Town employees or independent third parties, of performing related plan and document preparation and review, inspection of construction of public and related improvements and all related services, including attorney and engineering fees. Such additional fees may be charged on a per -unit basis, such as foot or mile, and the Town may also include in such additional fees a factor for overhead or other indirect expenses." INTRODUCED, APPROVED, PASSED ON FIRST READING AND ORDERED POSTED the 13th day of December, 2005, and a public hearing on this ordinance shall be held at the regular meeting of the Town Council on the 10th day of January, 2006, at 5:30 P.M. in the Council Chambers, Avon Municipal Building, 400 Benchmark Road, Avon, Colorado. Ronald C. Wolfe, Mayor Patty McKenny, Town Clerk INTRODUCED, FINALLY APPROVED, PASSED ON SECOND READING AND ORDERED POSTED the 10th day of January, 2006. Ronald C. Wolfe, Mayor ATTEST: Patty McKenny, Town Clerk John W. Dunn, Town Attorney EAR MoIlle 'VALLEY I C 0 L 0 R A D 0 • • 1 • '•:a• Office of the Town Manager To: Honorable Mayor and Town Council /I From: Larry Brooks, Town Manager Date: January 5, 2006 Regarding: Ordinance 05-14, an ordinance prohibiting smoking in certain places, and providing fines for the violation thereof. Summary: Attached for your consideration, you will find an ordinance that would prohibit smoking in specified places within the Town of Avon. This ordinance has been prepared by John Dunn, and is a direct effort to mirror the legislation currently being considered by Eagle County at this time. It has been the expressed intent of the Avon Town Council to create seamless legislation with Eagle County, so that Avon residents and guests can enjoy a consistent level of expectations regarding smoke free environments. The Avon Council is entertaining this legislation after reviewing and discussing the results of Eagle County Ballot question on November 1,2005. For that question, 72% of the responding electors voted in favor of an ordinance prohibiting smoking in Eagle County. Mayor Wolfe and I attended the Eagle County Commissioners meeting on December 6th to observe the passage of the County ordinance on first reading. It is the staff intent to parallel not only the content of the legislation with the county, but to shadow the implementation timeline as well. We have been in contact with the County Attorney throughout this process, and have shared our minor modifications of our ordinances as they have gone through first reading. For second reading, John Dunn will provide the council with a verbal summary of the changes requested from the last meeting. The County will consider their ordinance on second reading at 11 am on the 10th of January just prior to our discussion the same evening. Bryan (County Attorney) will call me after takes place to share the actual income with the Town. Recommended Action: Approve Ordinance 05-14, an Ordinance Amending Title 8, Avon Municipal Code, Prohibiting Smoking in Certain Places, and Providing Fines for the Violation thereof. TOWN OF AVON, COLORADO ORDINANCE NO. 05-14 SERIES OF 2005 AN ORDINANCE AMENDING TITLE 8, AVON MUNICIPAL CODE, PROHIBITING SMOKING IN CERTAIN PLACES, AND PROVIDING FINES FOR THE VIOLATION HEREOF WHEREAS, numerous studies have found that tobacco smoke is a major contributor to indoor air pollution and that breathing secondhand smoke is a cause of disease, including heart disease, respiratory disease and lung cancer. The National Cancer Institute determined in 1999 that secondhand smoke accounts for an estimated 53,000 deaths annually in the U.S. At special risk are children, elderly people, individuals with cardiovascular disease, and individuals with impaired respiratory function, including asthmatics and those with obstructive airway disease; and WHEREAS, secondhand smoke has been classified as a Group A carcinogen equally hazardous as asbestos by the Environmental Protection Agency; and WHEREAS, secondhand smoke contains more than 4,000 chemicals, including arsenic, formaldehyde, hydrogen cyanide and radioactive elements. More than 60 of these chemicals have been identified as carcinogens; and WHEREAS, studies have shown there is no safe level of exposure to secondhand smoke; R M14 WHEREAS, the Town Council has determined that the best interests and the health, safety and welfare of the citizens of, workers of, and visitors to the Town of Avon will be served by enacting regulations prohibiting smoking in public place and places of employments, as defined herein, within the Town; NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF AVON, COLORADO: Section 1. Amendment. Title 8, Avon Municipal Code, is amended by the addition of a Chapter 8.24 to provide as follows: 8.24.010. Purpose. The Town Council finds and declares that the purposes of this Chapter are (1) to protect the public health and welfare by prohibiting smoking in public places and places of employment; (2) to guarantee the right to breathe smoke -free air, and 3) to recognize that the need to breathe smoke -free air shall have priority over the desire to smoke. 8.24.020. Definitions. The following words and phrases, whenever used in this Chapter, shall be construed as defined in this section: Bar means a bar area of a restaurant or an establishment which is devoted to the serving of alcoholic beverages for consumption by guests on the premises and in which the serving of food is only incidental to the consumption of such beverages, including, but not limited to, taverns, nightclubs, and cocktail lounges. As used in this Chapter, the term bar shall include any outdoor seating or serving areas within the exterior walls, fences or otherwise defined limits thereof. Business means any sole proprietorship, partnership, joint venture, corporation or other business entity, either for - profit or not - for - profit, including retail establishments where goods or services are sold as well as professional corporations and other entities where legal, medical, dental, engineering, architectural or other professional services are delivered. Commercial Bingo and Gaming Facility means premises used for the purpose of conducting games of chance. Employee means any person who is employed by any employer for direct or indirect monetary wages or profit and any person who volunteers his or her services for a non - profit or business entity. Employer means any person, partnership, corporation or other business entity, including municipal corporations or non - profit entities, which employs the services of one or more individual persons. Enclosed Area means all space between a floor and ceiling which is enclosed on all sides by solid walls or windows (exclusive of doors or passage ways) which extend from the floor to the ceiling, including all space therein screened by partitions which do not extend to the ceiling or are not solid "office landscaping" or similar structures. Place of Employment means any area under the control of a public or private employer which employees normally frequent during the course of employment, including, but not limited to, work areas, employee lounges, restrooms, conference rooms and classrooms, employee cafeterias, private clubs and hallways. Place of employment includes all bars and restaurants. A private residence is not a Place of Employment unless it is used as a childcare, adult day care or health care facility. Private Club means an organization, whether incorporated or not, which is the owner, lessee, or occupant of a building or portion thereof used exclusively for club purposes at all times, which is operated solely for a recreational, fraternal, social, patriotic, political, benevolent, or athletic purpose, but not for pecuniary gain, and which only sells alcoholic beverages incidental to its operation. A Private Club shall not include an establishment that is open to members of the general public upon payment of a nominal fee. A Private Club must have established bylaws and /or other written operating standards to govern its activities, including written definitions and descriptions of its membership policies, including a description of eligibility for membership. A Private Club must administer its membership system consistent with adopted policies and must maintain a written list of Ordinance No. 05 -14 Smoking Ban Page 2 of 9 current members. A Private Club must structure its memberships so as to provide for membership status to be ongoing as opposed to one -time, weekly or incidental memberships. A Private club must charge a fee or membership in an amount intended to defray the ongoing cost of providing services to members as opposed to a "cover charge" or other nominal fee intended to pay for a single night's or week's entertainment. A Private Club must have been granted an exemption from the payment of federal income tax as a club under 26 U.S.C. Section 501. A Private Club must not be open to the general public, although infrequent, occasional public functions are permissible so long as they constitute an insignificant proportion of the establishment's operation and so long as smoking is prohibited during any such public function. A Private Club must be physically separate from any public place. Public Place means any enclosed area to which the public is invited or in which the public is permitted, including but not limited to, banks, commercial bingo and gaming facilities, convention halls, covered parking structures, public or private educational facilities, childcare, adult daycare or medical or healthcare facilities, guest rooms in any commercial lodging establishment, Laundromats, performance halls, polling places, professional offices, public transportation facilities and vehicles, reception areas, restaurants, bars, retail food production and marketing /grocery establishments, retail service establishments, retail stores and theaters; every room, chamber, places of meeting or public assembly; all areas of an establishment that are open to, or customarily used by, the general public, including but not limited to elevators, restrooms, lobbies, reception areas, hallways, waiting rooms and other common areas in apartment buildings, condominiums, trailer parks, retirement facilities, nursing homes and other multiple - unit residential facilities. A private residence, only when in use as a childcare, adult daycare, or healthcare facility is a Public Place. A Private Club is not a Public Place unless it is being used for a function, to which the general public is invited. Recreational Facility means indoor or outdoor sports pavilions, stadiums, gymnasiums, health spas, boxing arenas, swimming pools, roller and ice rinks, bowling alleys, fairgrounds, skate parks, soccer fields, ball fields, playgrounds and other venues similar to those listed above where members of the general public assemble either to engage in physical exercise, participate in athletic competition or witness sports or other events, including all the spectator stands for such events. Recreational Facility shall not include the outdoor parking lots of said facilities; however, smoking in said parking lots remains subject to the smoke free perimeter requirements set forth in Section 7 hereunder. Restaurant means any coffee shop, cafeteria, sandwich stand, open food stand, private and public school cafeteria and any other eating establislunent which gives or offers food to the public, guests or employees, as well as kitchens in which food is prepared on the premises for serving elsewhere, including catering facilities, except that Restaurant shall not include a cocktail ounge or tavern if said cocktail lounge or tavern is a bar as defined above. A facility shall conclusively be considered to be a Restaurant for the purposes of this Chapter, regardless of the category of liquor license under which that facility operates, if such facility: (a) serves malt, vinous, and /or spirituous liquors; and (b) includes a restaurant, as defined by C.R.S. 12 -47- 103(30), or operates a kitchen used for preparing meals, as defined by C.R.S. 12- 47- 103(20). As used in this Chapter, Restaurant shall include any outdoor seating or serving areas within the exterior walls, fences or otherwise defined limits thereof. Ordinance No. 05 -14 Smoking Ban Page 3 of 9 Retail Tobacco Store means a retail store utilized primarily for the sale of tobacco products and accessories and in which the sale of other products is merely incidental. Service Line means any indoor and outdoor line at which one (1) or more persons are waiting for or receiving service of any kind, whether or not such service involves the exchange of money, including but not limited to, movie ticket lines, theater lines, concert lines, sporting events lines, food vendor lines, lift ticket lines, and chair lift /gondola lines. For purposes of this Chapter, Service Line as it relates to chair lift/gondola lines shall include both the line to embark on a chair lift/gondola and the time spent riding the chair lift /gondola until disembarking. Smoking means inhaling, exhaling, burning or carrying any lighted cigar, cigarette, pipe, or other lighted plant or combustible substance in any manner or in any form. Smoke free describes an establishment, facility or the premises controlled by said establishment or facility that has been declared to be a place in which smoking is prohibited, whether by the terms of this Chapter or by the owner or operator of said establishment or facility. 8.24.030. Application of Chapter to Town -Owned Facilities. All facilities including buildings and vehicles owned by the Town of Avon shall be subject to the provisions of this Chapter. No person shall smoke in any motor vehicle owned or operated by Town of Avon; in any public meeting room or during any public meeting held in any building owned or operated by the Town of Avon; or in any entrance way, steps, porticos or other area adjacent to, but which is on the exterior of, a building owned or operated by the Town of Avon except as set forth herein or as otherwise designated as an allowed outside smoking area by the Town Manager. 8.24.040. Smoking in Public Places Prohibited. It is unlawful to smoke in any public place within the Town of Avon, except as expressly permitted by Section 8.24. 100 hereof. 8.24.050. Smoking in Places of Employment Prohibited. (a) It is unlawful to smoke in any enclosed facility within any Place of Employment, including common work areas, auditoriums, classrooms, conference and meeting rooms, private offices, elevators, covered parking garages, hallways, medical facilities, clinics, cafeterias, employee lounges, stairs, restrooms and any other enclosed facility. (b) This prohibition on smoking in Places of Employment shall be communicated to all existing employees prior to the effective date of the ordinance codified in this Chapter and to all prospective employees upon their application for employment. 8.24.060. Smoking in Service Dines Prohibited. Ordinance No. 05 -14 Smoking Ban Page 4 of 9 It is unlawful to smoke in any Service Line or within twenty -five (25) feet of any Service Line. 8.24.070. Smoking at Recreational Facilities Prohibited. It is unlawful to smoke in any Recreational Facility or within twenty -five (25) feet of any Recreational Facility. 8.24.080. Smoking at Outdoor Seating Areas Prohibited. It is unlawful to smoke within the exterior walls, fences or otherwise defined limits of an outdoor seating or serving area of a Restaurant or Bar or within twenty -five (25) feet thereof. 8.24.090. Smoking within Smoke -free Perimeter Prohibited. It is unlawful to smoke within twenty -five (25) feet outside of an entrance, passageway, operable window, ventilation system or other opening of an enclosed smoke -free area. 8.24.100. Where Smoking is Not Prohibited. (a) Notwithstanding any other provision of this Chapter to the contrary, the following areas shall not be a violation of this Chapter: (1) Private residences, except when used as a childcare, adult care or healthcare facility. (2) Hotel and lodge rooms that are rented to guests and are designated as smoking rooms; provided, however, that not more than thirty percent (30 %) of rooms rented to guests in a hotel or lodge may be so designated. All smoking rooms on the same floor must be contiguous and smoke from these rooms must not infiltrate into areas where smoking is prohibited under the provisions of this Chapter. The status of rooms as smoking or nonsmoking may not be changed except to add additional nonsmoking rooms. Employees of such establishments must be notified in the hiring process that the establishment is not a Smoke -free Place of Employment. (3) Retail tobacco stores, provided that smoke does not infiltrate into areas where smoking is prohibited under the provisions of the Chapter and provided that employees of such establishments are notified in the hiring process that the establishment is not a Smoke -free Place of Employment. (4) Outdoor areas of Places of Employment except as prohibited by Sections 8.24.060 and 8.24.070 hereof. (5) Private Clubs that have no employees, except when being used for a function to which the general public is invited. Ordinance No. 05 -14 SnmokingBan Page 5 of 9 (6) Outdoor, uncovered parking lots for upper levels of parking garages meeting the perimeter requirements of Sections 8.24.060 through 8.24.090 hereof. (7) Smoking by performers as part of a stage production at a facility primarily used for exhibiting drama performances. (b) Notwithstanding any other provision of this section, any owner, operator, manager or other person who controls any establishment described in this section may declare the entire establishment, facility or grounds Smoke -free. 8.24.110. Posting of Signs. Signs indicating that smoking is prohibited, or the international "No Smoking" symbol (consisting of a pictorial representation of a burning cigarette enclosed in a circle with a bar across it) shall be clearly and conspicuously posted in every building or other areas where smoking is prohibited by this Chapter or by the owner, operator, manager or other person having control of such building or other area. 8.24.120. Enforcement. (a) Enforcement of this Chapter shall be implemented and enforced by the Police Department, the Community Service Officer or his or her authorized representative, or both. (b) Any person who desires to register a complaint under this chapter may initiate enforcement with the Town of Avon Police Department. (c) Any Town of Avon Police Officer or the Community Service Officer may inspect for compliance with this Chapter while an establishment is undergoing otherwise mandated inspections by the Town or by Eagle County. (d) Any owner, manager, operator or employee of any establishment regulated by this Chapter shall inform persons violating provisions of this Chapter of the appropriate provisions thereof and request their compliance. (e) Notwithstanding any other provision of this Chapter, an Employee or private citizen may bring legal action to enforce the provision hereof. 8.24.130. Retaliation Prohibited. (a) It shall be unlawful for any Employer to discharge, refuse to hire or retaliate in any manner against any Employee or applicant for employment because such Employee or applicant for employment exercises any rights afforded by this Chapter or reports or attempts to prosecute a violation of this Chapter. Ordinance No. 05 -14 Smoking Ban Page 6 of 9 (b) It shall be unlawful for any person to retaliate in any manner against any customer because such customer exercises any rights afforded by this Chapter or reports or attempts to prosecute a violation of this Chapter. 8.24.140. Violations and Penalties. (a) It is unlawful for any person who owns, manages, operates or otherwise controls the use of any premises subject to regulation under this Chapter to allow or condone smoking in a prohibited location within such premises or otherwise fail to comply with any of the provisions of this Chapter. (b) It is unlawful for any person to smoke in any area where smoking is prohibited by the provisions of this Chapter. (c) Any person who owns, manages, operates or otherwise controls the use of any premises or any other person who violates any provision of this Chapter shall be guilty of a violation of this Chapter, punishable by. (1) A fine not exceeding one hundred dollars ($100) for a first violation. (2) A fine not exceeding two hundred dollars ($200) for a second violation. (3) A fine not exceeding five hundred dollars ($500) for each additional violation. (d) Violation of this Chapter is hereby declared to be a public nuisance, which may be abated by the Town by restraining order, preliminary and permanent injunction, or other means provided for by law, and the Town may take action to recover the costs of the nuisance abatement. (e) Each day of continuing violation shall be deemed to be a separate violation. (f) Notwithstanding any other provision of this Chapter, an Employee or private citizen may bring legal action to enforce the provisions of this Chapter. 8.24.150. Public Education. The Town, alone or in cooperation with Eagle County, may engage in a continuing program to explain and clarify the purposes and requirements of this Chapter to citizens affected by it and to guide owners, operators and managers in their compliance with it. Such program may include publication of a brochure for affected businesses and individuals explaining the provisions of this Chapter. However, the provision of such an educational program shall not be a prerequisite to the applicability of the terms and conditions herein. 8.24.160. Other Applicable Laws. Ordinance No. 05-14 Smoking Ban Page 7 of 9 ATTEST: Patty McKenny, Town Clerk John W. Dunn, Town Attorney Ronald C. Wolfe, Mayor Ordinance No. 05 -14 Smoking Ban Page 9 of 9 • HEART of the VALLEY C 0 L 0 R A D 0 To: Honorable Mayor and Town Council Thru: Larry Brooks, Town Manager From: Matt Pielsticker, Community Development Tambi Katieb, Community Development Date: January 4, 2006 Re: First Reading of Ordinance 06-01, Ecker PUD Amendment— Lot 44 & Lot 45, Block 4, Wildridge Subdivision Summary: The applicant is requesting an amendment to Lots 44 and 45, Block 4 of the Wildridge PUD to permit 3 detached single-family residences. The subject properties are currently zoned to allow for a total of four (4) dwelling units (two duplex structures) and there are currently two single-family homes constructed. Lot 44 is approximately 1.15 acres and includes a 4,900 square foot home that was constructed in 1995. Lot 45 is approximately .94 acres with a 3,200 square foot home that was built in 1992. This amendment would permanently reduce the density for the properties by one (1) dwelling unit and create a new lot for the third single-family residence. Vehicular access to the new lot (referenced as Lot 44B) is proposed from Wildridge Road East as opposed to using one of two existing access points on Longsun Lane. At their December 20th, 2005 meeting, the Planning and Zoning Commission unanimously recommended denial of the PUD amendment. Since that meeting, the applicant has submitted a letter requesting the Town Council table the item until the January 24th meeting. Staff would ordinarily schedule the PUD amendment for the January 24th meeting, however the municipal code (section 17.28.060) requires a hearing to be scheduled within 30-days of the Commission hearing. Staff Recommendation: Based on the request by the applicant, staff recommends this item be tabled until the January 24th Town Council meeting. At the January 24th meeting, staff will include all back-up material along with the proposed Preliminary Subdivision Plan. Gore Range Surveying, LLC 12/30/05 Avon Town Council Mayor Ron Wolfe Re: PUD Amendment Lots 44 & 45, Block 4, Wildridge Dear Sir, At this time I would like to request a tabling of this application at the hearing on January 10, 2006 to move it to the January 24, 2006 meeting of the Avon Town Council. I am making this request so as to allow time to adequately prepare for the meeting. Due to both work and family obligations for the property owners during the holiday period between the initial meeting with the Planning Commission and the scheduled Council meeting, I have not been able to thoroughly review and respond to the comments and suggestions of the Commission. The additional time will allow for me to consult all owners and properly address these issues before the Council. Sincerely, Sam Ecker Representing the owners of Lots 44 & 45, Block 4, Wildridge Community RECEIVED IOpnt P.O. Box 15 Avon, CO 81620 (970) 479 -8698 (970) 479 -0055 fax � J� L:4 I I Mi To: Honorable Mayor and Town Council Thru: Larry Brooks, Town Manager From: Tambi Katieb, Community Development Decto�r Norman Wood, Town Engineer Date: January 1, 2006 Re: Resolution 06 -01, A Resolution Relating to Fees Charged for Review of Applications for Zoning, Subdivision, Design Review and Right -of -Way Permit Applications Summary: Staff has reviewed and prepared the attached update to all of our development application fees, an area that was recommended by Council to be periodically reviewed and updated as needed at our 2006 Budget Retreat. The proposed fee revision includes applications for Zoning, Subdivision, Design Review and Right of Way permits. Staff has reviewed all categories of existing fees and the relationship they have to staff time required to process applications. Where possible, we have further defined categories to better reflect the difference in staff time necessary to review and process an application (i.e. Planned Unit Development applications). Staff is also proposing several new fee categories, including fees assessed for pre application feedback from both appointed and elected bodies. We are finding that this is a valuable tool to applicants of large projects, and as such, would like to formalize the process and the benefit of pre - application feedback. Design Review fees remain the same for all minor applications (residential and commercial/mixed use), with the most notable increases in the largest categories where rates are proposed to be up to 50% higher than currently assessed. This proposed increase reflects the amount of staff time involved with large, complex design reviews under the design guidelines for developments that occur in the Town core. These require several iterations of both sketch and final design, and our current fee is not reflective of the amount of staff time necessary to complete a major design review project. Also included are new fee categories for Zoning Code and Comprehensive Plan amendments. FACouncil\MEMOS\2006\Res 06 -01 Fee Updates.Doc Recommendation: Approve Resolution No. 06 -01, a resolution amending existing fee schedules and establishing new rates for Fees Charged for Review of Zoning, Design Review, Subdivision and Rights -of -Way Permits Applications. Proposed Motion: I move to approve Resolution No. 06 -01, a resolution amending existing fee schedules and establishing new rates for Fees Charged for Review of Zoning, Design Review, Subdivision and Rights -of -Way Permits Applications. Town Manager Comments: Attachments: Exhibit A: Resolution 06 -01 (inc. Exhibit A to Resolution 06 -01) Exhibit B: 2006 Development Review Estimates: Example Applications Exhibit C: Personnel Hourly Rate Calculations for Cost Reimbursement FACouncil\MEMOS12006\Res 06 -01 Fee updates.doc 9 Exhibit A TOWN OF AVON RESOLUTION NO. 06 -01 SERIES OF 2006 A RESOLUTION REVISING FEE SCHEDULES FOR ZONING, CONSTRUCTION WORK WITHIN PUBLIC WAYS, SUBDIVISION AND DESIGN REVIEW APPLICATIONS, TOWN OF AVON, EAGLE COUNTY, COLORADO WHEREAS, the Town Council may enact and update fee schedules to accurately refelect the cost of labor and overhead involved with all application processes as stipulated in Title 12 (Streets, Sidewalks and Public Places), Title 16 (Subdivisions) and Title 17 (Zoning) of of the Avon Municipal Code and in the Town of Avon Residential, Commercial, and Industrial Design Review Guidelines; and WHEREAS, the Town Council wishes to establish this Fee Schedule setting the fees for such applications. NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL, OF THE TOWN OF AVON, COLORADO: The Town Council hereby adopts the following Schedule as set forth and incorporated herein as "Exhibit A to Resolution 06 -01 ", setting fees for review and processing of the zoning, construction work within public ways, subdivision and design review applications. ADOPTED THIS DAY OF , 2006. TOWN COUNCIL TOWN OF AVON, COLORADO Mayor ATTEST: Town Clerk FACounci1\Reso1utions\2006 \Res 06-012006 DR, Sub, Zoning Fees.doc Exhibit A to Resolution 06 -01 Town of Avon Community Development Application Fee Schedule Adopted January 10, 2006 The required application fees below include the cost of processing and public notice posting and shall be paid in full at the time of application submission. No fees are refundable for any processing or partial processing of a development or design review application. No application shall be considered or reviewed until the application fees are paid in full and the application is deemed complete. Where multiple applications are required, multiple fees shall be assessed (i.e. a new PUD may include a development agreement, etc). Fees are not required for Town - initiated applications, such as revisions to the Zoning Code. Zoning & Subdivision Fees Pre - Application & Conceptual Reviews Staff Review & Development Review Committee (DRC) No Charge Community Development Committee Review (CDC) $200.00 Staff, DRC Review and CDC and /or Planning & Zoning Commission and Town Council $500.00 Comprehensive Plan Amendments (inc. Area Plans) Minor Amendment $1,500.00 Major Amendment $3,000.00 Zoning Code Amendments Planning & Zoning Commission Determination of Uses $500.00 Zoning Code Text Amendment $3,500.00 Special Review Uses Residential Only $200.00 Commercial /Industrial $500.00 Rezoning To Residential District $1,000.00 To All Others $2,000.00 Planned Unit Developments (PUD) 1 -4 Dwelling Unit (DU) Residential Only 5 -50 DU Residential Only 50+ DU Residential Only Mixed Use to 50 DU Mixed Use over 50 DU Already Approved /Existing PUD $1,000.00 $2,000.00 $2,000.00 Base Fee + $15.00 per DU $2,000.00 $2,000.00 Base Fee + $15.00 per DU Minor /Administrative Amendment Residential Only $250.00 Major Amendment Residential Only $500.00 Minor /Administrative Amendment Mixed Use $500.00 Major Amendment Mixed Use $1,000.00 Variance from Zoning Code I All Applications Exemption from Subdivision Code Variance from Subdivision Code Per Variance Duplex & Minor Subdivision 4 or Less Lots and/or Units Subdivision Sketch Plan Subdivision Preliminary Plan Land Subdivision 10 Lots or Less Over 10 Lots Condom inium/Townhouse Subdivision 10 Units or Less Over 10 Units Subdivision Final Plat Land Subdivision 10 Lots or Less Over 10 Lots Condominium/Townhouse Subdivision 10 Units or Less Over 10 Units Timeshare Subdivision Existing Condominium Subdivision Unplatted Condominium Subdivision Amended Final Plat Technical Correction Only Design Review Plans Residential 1-3 Dwelling Units (DU) 4-9 DU 10-20 DU 21-40 DU 41-60 DU 61-100 DU 100 + DU $675.00 $675 Plus $20.00 per Lot and/or Parcel $675 Plus $67.50 per Each Lot $1,350 Plus $35.00 per Each Lot Over 10 $675 Plus $67.50 per Each Unit $1,350.00 Plus $10.00 per Each Unit Over 10 $675 Plus $67.50 per Each Lot $1,350 Plus $35.00 per Each Lot Over 10 $675 Plus $67.50 per Each Unit $1,350.00 Plus $15.00 per Each Unit Over 10 Design Review Fees Mixed Use, Commercial or Industrial Up to 1,000 Square Feet Gross Floor Area (SFGFA) 1,000-2,499 SFGFA 2,500-4,599 SFGFA 5,000 — 9,999 SFGFA 10,000 — 19,999 SFGFA $500.00 $500.00 Plus Final Plat Fees $500.00 Sketch Plan Fee/ Final Design Fee $300.00/$400.00 $500.00/$600.00 $700.00/$900.00 $1,000.00/$1,300.00 $1,400.00/$1,900.00 $1,800.00/$2,700.00 $2,500.00/ $4,500.00 $425.00/$500.00 $500.00/$800.00 $500.00/$1,000.00 $500.00/$1,500.00 $1,000.00/$2,000.00 I 20,000 — 49,999 SFGFA Over 50,000 SFGFA Minor Modification to Final Design Residential Mixed Use /Other Extension to Final Design Sign Fees Individual Sign from Code Master Sign Program (MSP) Master Sign Program Amendment Variances from Sign Code or MSP $1,500.00/$3,000.00 $2,500.00/$4,000.00 $75.00 $250.00 1/z Final Design Fee $100.00 $300.00 $300.00 $500.00 Right of Way Permit, Review and Inspection Fees Base Permit Fee $250.00 Additional transverse cut or driveway installation $75.00 each Longitudinal installation greater than fifty (50) linear feet Base plus costs Appeals (inc. Design Review) From Administrative Decision to P&Z From P&Z to Council Annexation Base Fee (Add: Legal and Professional Fees) After the Fact Applications Zoning Design Review/ Minor Modification Miscellaneous Fees $250.00 $250.00 + $50.00 to Town Clerk $3,500.00 3x Application Fee 3x Application Fee Professional. Consultant Fees Cost (Legal, Planning, Financial Modeling, and others as required and agreed to by applicant and Town; please reference Professional Consulting Review Agreement form as provided.) Staff Hourly Rates The following hourly rates for service are used for land use, design review and subdivision application fees in 2006 and additional services may be billed at the hourly rate as necessary: Community Development Director & Town Engineer $79.00 /Hour Senior Planner /Asst. Town Engineer $63.00 /Hour Planner II/ Engineer II $57.00 /Hour GIS Programmer /Planning Analyst & Planner I /Engineer I $53.00 /Hour F:A Council \Resolutions\2006\Exhibit A to Resolution 06 -01 CLEAN. doc M 2006 Development Review Estimates: Example Applications Estimate Examples are based on a typical application, and variation is expected depending on the complexity of issues associated with any review. All staff time is billed at the hourly rates with assumption on professional staff time allocation for each type of application. Duplicate hours are expected with more complex applications to include staff review by more than the case planner (i.e. Director of Community Development, Senior Planner & Town Engineer). Example 1: Final Design Review for Small Residential (i.e. Single- family or Duplex Residence in Wildridge) Pre - application conference(s) File Setup Staff reviews and discussion including Engineering staff (DRC) Review plan & revisions (inc. applicant review) Prepare, review, and revise report P&Z Packets P&Z (Prep & Follow up) Estimated time sub - total: Fee Schedule Total: 1.0 .25 1.0 2 1.5 .75 1 6 X $53.00= $318.00 1 X $75.00 = $75.50 $300 Sketch /$400 Final Example 2: Small PUD review for 1 -4 Lot Residential Project (i.e. Dry Creek or Grandview PUD) Pre - application conference(s) File Setup Staff reviews and discussion including Engineering staff (DRC) Review plan & revisions (inc. applicant review) Prepare, review, and revise report P&Z Packets P&Z Prep & Follow up Council Packets (2 Readings) Council Prep & Follow up Estimated time subtotal: Fee Schedule Total: 2.0 4 1 .5 1 1 10 X $63.00= $630.00 3 X $79.00= $237.00 3 X $57.00 = $177.00 $1,000 1 -4 DU PUD Applications Example 3: A minor subdivision (i.e. Wildridge Duplex) Completeness Review& File setup Staff reviews and discussion including Engineering staff (DRC) Review plan & revisions (inc. applicant review) Prepare, review, and revise report Review Revision Review Executed Mylars Recording Estimated time subtotal: Fee Schedule Total: 2.0 2.0 1 .5 .5 1 7 X $63.00= $441.00 1 X $53.00= $53.00 $500 Minor/Duplex Subdivision Example 4: A large PUD project of mixed use over 50 Dwelling Units (i.e. Lot 61) Pre-application conference(s) File Setup Staff reviews and discussion including Engineering staff (DRQ Review plan & revisions (inc. applicant review) Prepare, review, and revise report (3 Meetings) P&Z Packets (3 Meetings) P&Z Prep & Follow up Council Packets (2 Readings) Council Prep & Follow up Estimated time subtotal: Fee Schedule Total: F:\Fees\Fee Revision Cost Estimates 06 Ex.A to Memo.doc 10 .5 20 20 12 3 1 4 3 40 X $63.00= $2,520.00 40 X $79.00= $3,160.00 5 X $57.00= $285.00 $2,000 Base + $15.00 per DU I Exhibit C MEMORANDUM Date: December 20, 2005 To: Larry Brooks, Town Manager By: Tambi Katieb, AICP, Community Development Director Norman Wood, PE, Town Engineer Re: Personnel Hourly Rate Calculations for Cost Reimbursement The following hourly rates for service are used for land use, design review and subdivision application fees in 2006 and additional services may be billed at the hourly rate as necessary: Community Development Director & Town Engineer $79.00/Hour Senior Planner/Asst. Town Engineer $63.00/Hour Planner II/ Engineer 11 $57.00/Hour GIS Programmer/Planning Analyst Planner I/Engineer I $53.00/Hour Community Development Director/ Town Engineer Mid $ 84,970 / 2080 = $ 40.85 Hr PTO $ 40.85 x 0.1846 = 7.54 Hr Benefits $ 40.85 x 0.3328 = 13.59 Hr Office & Equipment 6.37 / Hr Administration 10.06 / Hr Total Cost $ 78.41 / Hr ($79.00) Senior Planner 1 Assistant Town Engineer Mid $ 63,496 / 2080 = $ 30.53 / Hr PTO $ 30.53 x 0.1846 = 5.63 / Hr Benefits $ 30.53 x 0.3328 = 10.16 Hr Office & Equipment 6.37 Hr Administration 10.06 / Hr Total Cost $ 62.75 / Hr ($63.00) Planner 11 J Engineer 11 Mid $ 55,407 / 2080 = $ 26.63 / Hr PTO $ 26.63 x 0.1846 = 4.91 / Hr Benefits $ 26.63 x 0.3328 = 8.86 Hr Office & Equipment 6.37 Hr Administration 10.06 Hr CADocuments And Settings\Tkatieb\Desktop\Fees\Reimbursement Rates 06- Planning.Doc O� Total Cost $ 56.83 / Hr ($57.00) GIS Programmer/Planning Analyst Mid $ 50,500 / 2080 = $ 24.27 / Hr PTO $ 24.27 x 0.1846 = 4.48 / Hr Benefits $ 24.27 x 0.3328 = 8.07 / Hr Office & Equipment 6.37 / Hr Administration 10.06 / Hr Total Cost $ 53.25 / Hr ($53.00) Planner I Engineer 1 Mid $ 50,213 / 2080 = $ 24.14 / Hr PTO $ 24.14 x 0.1846 = 4.45 / Hr Benefits $ 24.14 x 0.3328 = 8.03 / Hr Office & Equipment 6.37 / Hr Administration 10.06 Hr Total Cost $ 53.05 Hr ($53.00) 2006 Hourly Rate Methodology: Basic Salary Annual Salary / 2080 Hours Paid Time-Off & Training (PTO) 384 Hours / 2080 Hours = 18.46% Benefits Package $1,965,733 / $5,905,725 = 33.28% (Total Benefits / Total Salaries) Office & Equipment Cost (Office — 350 S.F. @ $25.00 / 2080) = $ 4.21 / Hour (Equipment & Computer - $4,500 / 2080) =$ 2.16 / Hour Administration Cost Total = $ 6.37 Hour $2,039,624 / 98/ 2080 = $10.06 Hour (2006 Town Manager, Human Resources, Finance, Information Systems and Non-Departmental Expenses / Total Town Employees / 2080) COocuments And Settings\Tkatieb\Desktop\Fees\Reimbursement Rates 06- Planning.Doc Afth 1� r =11 To: Honorable Mayor and Town Council Thru: Larry Brooks, Town Manager From: Norm Wood, Town Engineer Jeff Schneider, Engineer II Date: December 29, 2005 Re: Resolution 06 -02, A Resolution Authorizing a Bike /Pedestrian Trail License with the Colorado Department of Transportation Related to the Swift Gulch Road Bike Path Extension, in the Town of Avon, Eagle County, Colorado Summary: The Town of Avon is proposing construction of a bicycle /pedestrian trail from the current termination of the Swift Gulch Road Bike Path near the Town's Public Works facility to the roundabout at Nottingham Road and Westbound 1 -70. The path is located on Town property with the exception approximately 130 feet east of the roundabout, which is located on the Interstate 70 Right -of -way. Work in the Right -of -way will generally consist of installation of a 10 -foot wide asphalt path with one -foot shoulders, widening the existing sidewalk from 6 -feet to 10 -feet wide, and installation of additional curb ramps and signage to direct cyclists and pedestrians south and across the westbound 1 -70 off -ramp. Also included in this project is the demolition and removal of the existing Town of Avon entry monument sign, and limited landscaping at the entrance to the path at Nottingham Road. No irrigated landscaping is proposed as part of the scope of this project. Attached as Exhibit A is Resolution No. 06 -02, Series of 2006, which authorizes the Bike /Pedestrian Trail License with the Colorado Department of Transportation related to the Swift Gulch Road Bike Path Extension and is recommended for approval. Note: This is an Intergovernmental Agreement and as such requires a two thirds majority approval by the Council. Recommendations: Approve Resolution No. 06 -02, Series of 2006, A Resolution Authorizing a Bike /Pedestrian Trail License with the Colorado Department of Transportation for construction of bike path facilities in the Interstate 70 right -of -way, Town of Avon, Eagle County, Colorado. CADocuments and Settings \nwood \Local Settings \Temporary Internet Files \OLK23 \CDOT bike license council Memol.doc Attachments: Exhibit A: Resolution No. 06 -02 Town Manager Comments: C:ADocuments And Settings \Nwood \Local Settings \Temporary Internet Files \OLK23 \CDOT Bike License Council Memo I.Doc TOWN OF AVON RESOLUTION NO. 06 — 02 Series of 2006 A RESOLUTION AUTHORIZING A BIKE/PEDESTRIAN TRAIL LICENSE WITH THE COLORADO DEPARTMENT OF TRANSPORTATION RELATED TO THE SWIFT GULCH ROAD BIKE PATH EXTENSION IN THE TOWN OF AVON, EAGLE COUNTY, COLORADO. WHEREAS, Avon Town Council has heretofore authorized the construction of Bike/Pedestrian Path Facilities that will encroach into the Interstate 70 Right-of-way. WHEREAS, the Colorado Department of Transportation requires the attached Bike/Pedestrian License; NOW, THEREFORE BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF AVON, COLORADO, AS FOLLOWS: Attached Bike/Pedestrian License (Exhibit A) with the Colorado Department of Transportation to provide approval to construct, maintain, and occupy bicycle/pedestrian facilities within the Interstate 70 right-of-way in the Town of Avon is hereby approved and authorized pursuant to Sections 43-2-103 and 43 -2- 144, C.R.S., as amended. C:\Documents And Settings\Nwood\Local Settings\Temporary Internet Fi les\OLK2 3 \Resolution CDOT Bike Licensel.Doc I PASSED AND ADOPTED AT A REGULAR MEETING OF THE TOWN COUNCIL OF THE TOWN OF AVON, COLORADO, ON THE DAY OF JANUARY, 2006. TOWN COUNCIL TOWN OF AVON, COLORADO Ronald C. Wolfe, Mayor ATTEST: Patty McKenney Town Clerk C:\D0CUMents And Settings\Nwood\Local Settings\Temporary Internet Files',IOLK23\Resolution CDOT Bike LicenseLDoc 'A BIKE /PEDESTRIAN TRAIL LICENSE THIS LICENSE, made this day of January, 2006 by and between the State of Colorado for the use and benefit of THE DEPARTMENT OF TRANSPORTATION, hereinafter referred to as the "State", and Town of Avon, Eagle County, Colorado, hereinafter referred to as the "Local Agency", WHEREAS, required approval, clearance and coordination has been accomplished from and with the appropriate agencies; and WHEREAS, the State owns certain property as shown on the maps attached as Exhibits A and B, hereinafter referred to as the "State's Right of Way" which is used for Interstate 70 (1 -70) and Avon Road right of way ( "Property "); and WHEREAS, the Local Agency has planned and anticipates a project for the construction appurtenant to a non - motorized trail, as defined by Section 33 -11- 103(4), C.R.S., as amended; and WHEREAS, the Local Agency desires to construct a bike /pedestrian path (hereinafter referred to as "the trail ") within the State's Right of Way as part of the Swift Gulch Bike Path Extension project (hereinafter referred to as "the Trail Project ") as a connecting trail link between the existing Nottingham Road Bike Path and the proposed extension of Swift Gulch Bike Path on Lot 2, Swift Gulch Addition and Tract Y, Block 1, Benchmark at Beaver Creek, which are Town properties, between Interstate 70 to the south, Avon Road to the west, and Swift Gulch Road to the north; and WHEREAS, the Local Agency has requested permission to construct the trail to allow for non - motorized trail traffic to enter, occupy, and then exit the State's Right of Way as shown on the attached plans (the Trail Project); and WHEREAS, the State desires to allow the Local Agency to use the State's Right of Way for construction and use of a trail, as described herein, subject to the terms and conditions of this License; and WHEREAS, the Local Agency recognizes that the State must retain the superior right to use the State's Right of Way for highway purposes, and the Local Agency desires to agree to relinquish 0 the use Ofsuch right Ofwaywith0ut8nycostOr|i8bi|Uvf0thSSt8te'pUrsuGnLk}th8t8rmsOfthis License; and WHEREAS, the Trail Project iSb}besp8cifio8UydeSChbediDthep/anS8ndSpeCKinedODs ("theP|8DS''). which Plans shall b8 provided by the Local Agency; and WHEREAS, the Local Agency desires k} pay for the cost 0f the Trail Project; 8Dd WHEREAS, the State desires to review the design and C0OGtnJCtiOn of the Trail Project to ensure the integrity 0f the State's right Of way in the project an88;Gnd WHEREAS, the State and Local Agency consider it to be in their mutual interest to cooperate in and to agree upon certain responsibilities with regard to performance of the Trail Project; 8Dd WHEREAS, this License iS executed by the State pursuant tO the provision 0fSections 43-2-1U3 and 43-2-144'C.R.S.,8S amended; and WHEREAS, the Local Agency has executed this License under the appropriate authority. NOW, THEREFORE, it/8 hereby agreed that: A. The Local Agency shall b8 responsible for the preparation Of the Plans and for the accuracy and completeness Of the Plans. The Plans are made 8 part Of this License hv this r8fe[8DC8. Use of the trail will be limited to b/CyC/8G` p8deStri@OS. wheelchairs, and other non-motorized users. No motorized vehicle use will be permitted, with the exception of motorized vehicles necessary for maintenance Ofthe trail and the existing utilities, motorized wheelchairs, and emergency vehicles and emergency access. B. The Local Agency shall be responsible for the construction of the Trail Project in accordance with the Plans and intends to retain an independent contractor (the "COntrGC(or"}k} construct the Trail Project. The Local Agency shall administer and provide technical din8Ct/OD to the Contractor concerning such COnS(ru[tiOD' 83 provided herein. C. The State shall review the Plans for the Trail Project, 1h8LOC8|Ag8DCy'SCVntr8Ctvvith the Contractor, and construction Of the Trail Project 8SdeSCrib8dh9nRiO'GOth8[ K 0� �� construction of the Trail Project by the Local Agency will meet Federal and State standards, the provisions of this License and the Local Agency's construction contract. D. The Local Agency shall be solely responsible for all costs of the Trail Project including, but not limited to, costs of design and construction of the Trail Project. E. The Local Agency shall be solely responsible for any and all damage to the State's roadway, structures and /or associated facilities caused by the construction, operation, or maintenance of the Trail Project within the State's Right of Way, except for damage caused by the State or its agents. Any such damage shall be corrected in accordance with the State's standards at the Local Agency's sole expense. F. The Local Agency shall be solely responsible and liable for any and all claims, damages, liability and court awards including costs, expenses and attorney fees, which arise as a result of the acts or omissions of its employees or agents, if any, in constructing, operating, or maintenance of the Trail Project within the State's Right of Way. Nothing in this License shall be construed as a waiver by the State or the Local Agency of the provisions and protections of the Colorado Governmental Immunity Act, Section 24 -10 -101, et seq., C.R.S., as now enacted or hereafter amended. G. The State will provide liaison with the Local Agency through the State Region Transportation Director, Region 3, located at 222 South 6th Street, Grand Junction, Colorado 81501. Said Region Transportation Director is responsible for coordinating the State's activities under this License. H. The Local Agency will provide: 1. Preliminary engineering, design services and preparation of construction plans, and special provisions. 2. Design worksheets used in design of the Trail Project. I. The Local Agency will comply with the following: 1. The Local Agency will be responsible for the plans being accurate and complete. 11 2. Notwithstanding any review or consents given by the State for said plans or the performance by the State of construction review services, the State will not be liable or responsible in any manner for the design details, or construction of the Trail Project. J. The State will review The Local Agency's construction plans and special provisions and indicate those changes necessary to assure compliance with State and FHWA requirements. The Local Agency will afford the State 30 business days to review the construction plans and special provisions as changed and said plans shall be considered final when accepted by the parties hereto. In the event the State does not object to the construction plans and special provisions within 30 business days after the date of mailing by the Local Agency, the construction plans and special provisions shall be deemed accepted by the State. K. The Local Agency shall not start construction of the Trail Project on State Right of Way, nor authorize the Contractor to start construction, until the State issues a written notice to proceed to the Local Agency, which notice shall not be unreasonably withheld or unduly delayed. In the event the Local Agency contracts for construction of the Trail Project, the Local Agency shall provide final assembly of construction contract documents, advertise the call for bids, receive and open bid proposals, award the construction contract, administer the construction contract and prepare and issue any contract amendments. All such documents and procedures, including award of the construction contract, shall substantially comply with standard State construction specifications and legal requirements and shall be subject to review by the State. The construction contract between the Local Agency and the Contractor shall be subject to prompt review and concurrence by the State, which concurrence shall be evidenced by a letter from the Region Transportation Director. In the event the State does not object to the construction contract within 10 business days after the date of mailing by the Local Agency, the construction contract shall be deemed accepted by the State. Such 4 01 construction contract between the Local Agency and the Contractor shall contain provisions to pF0f8{t the interests of the State, including, but not limited t0: 1. The Local Agency shall procure from the Contractor certificates of insurance and shall deliver copies Of the same directly tOthe State. The types and limits Ofinsurance shall be at a minimum as follows: (8) VVOrke/n Compensation |neUnanD8 in accordance with prevailing |8vvs. /b\ Comprehensive general liability $O0O,000 combined single limit bodily injury and property damage, each occurrence; $2,O0U'OOO annual aggregate. If said aggregate iS reduced hv claim payments 0[ otherwise exhausted, the Contractor shall iOlDledi8!8|y pUnCh8Se 8ddiUODG| aggregate limits for the remainder of the COOi[8Ci and furnish certificates of such insurance to the Local Agency and the State. /C\ AULOnlObi|8 liability $800.000 COnObiDHd single |irnii bodily injury and property damage, each accident. Policies /b\ and (C} enumerated above shall name the Local Agency and the State as additional insured. 2. To the extent authorized by law, the Contractor shall indemnify, save and hold harmless the State and the Local Agency, their employees and agents, against any and all claims, damages, liability, and court awards including costs, expenses, and attorney fees incurred 8S8 result Of any act o[ omission by the Contractor, 0[ its employees, agents, subcontractors, or assignees pursuant to the terms of this License. L. The State hereby grants a license to the Local Agency to use a section of the State's Right of Way as described in Exhibits A and B, attached hereto and made a part hereof. The sole purpose of the license is for the construction and maintenance of a recreational trail tO allow for non-motorized traffic (as defined iO paragraph AOf this License) t0enter State Right of Way, travel within State Right of Way as shown on the Plans, and then exit the State's Right of Way. D� .� M. The Local Agency recognizes that the State must retain the superior right to use the State's Right of Way for highway purposes and that the Local Agency's use of the State Right of Way, as described in Exhibits A and B, is at all times subordinate to and subject to any and all current and future roadway operations, maintenance and State highway needs and purposes, as determined by the State in its sole discretion. The Local Agency agrees that this license is limited in scope, use, and time, as described herein. The license granted herein is a personal right of the Local Agency, and vests no property interest in the State Right of Way to the Local Agency. The Local Agency agrees that this license is revocable by the State at no expense to the State pursuant to the following provisions: 1. The State may revoke this license, and the Local Agency shall relinquish all use of the State Right of Way without any cost or liability to the State whenever the State, in its sole discretion, determines that the State Right of Way is required for any emergency state highway purpose. The State has the right, if it determines that an emergency situation exists, to terminate this license, to stop construction of the Trail Project, or to close the Trail Project, at any time to protect public safety, to facilitate transportation activities, or for other highway purposes. 2. In non - emergency situations, the State may revoke this License and, in that event, the Local Agency shall relinquish the use of the State Right of Way without any cost or liability to the State within 180 days after receipt of written notice from the State that such right -of -way is needed for current or future roadway operations, maintenance, or other State highway needs and purposes. N. The Local Agency will be responsible for acquiring any additional rights of way required for the completion of the Trail Project, including any necessary construction easements. Any additional right of way must be acquired in accordance with current Federal Highway on LIP Administration din8CtiV8S and State L8vv requirements. Specifically the Federal Uniform Relocation Assistance and Real Property Acquisition Policies Act and all relevant [8gU|8bODS pP]0u|g8i8d thereto, CU|0[8d0 Revised Statutes 24-56-101 through 121. Real Property Acquisition policies and the [|D{)T Right Of Way Manual. Prior k]the commencement of construction, the Local Agency must certify in writing to the State that all additional rights of way have been secured accordingly or that no additional right of vv8y is required. [). The Local Agency shall obtain any required proper clearance or approval from any utility company or ditch company, which may become involved iDthis project, by separate agreement between the Local Agency and such other entity, if necessary, aGdetermined Uy the Local Agency. Prior t0 the Trail Project b8iDg8dvO[tiSedfOrbidS.thHLOC8| Agency must certify in writing to the State that all such necessary clearances have been obtained. P. For the Trail Project: 1. /8\ The State will review and inspect the construction of the Trail Project within Or affecting State Right of Way t0 ensure that it meets Federal and State standards and the Plans. (b) Except for emergencies, or in the event an immediate threat to public safety exists, the State's Inspector will not have direct C0Ot8[t with the CODtn3Ci0r but will O[8ifv the Local Agency's Project Representative, @S id8DUUSd iD the construction C0Ot[GCt documents, of any State directions concerning proposed construction contract modifications, and will coordinate such modifications and its construction review services with the Local Agency. After consultation Ofthe State's Inspector and the Local Agency's Project R8p[HSSDt@UV8, the State's directions will be iDlp|8Dl8Oi8d. In the event that the Local Agency project FCpF8S8DtSUv8f8i|St000DCUrin8nySt8teCOOstrU[tiUOdiF8CtiOO. then the matter will be referred to the State's Region 3 Program Engineer for n3SO)UUOn. 7 \ �. (c) The State's Inspector may, in writing, suspend the construction of those portions of the Trail Project within or affecting State Right of Way, wholly or in part due to the failure of the Local Agency or the Contractor to correct conditions unsafe for the workmen or the general public; for failure to carry out provisions of this License or the construction contract including construction modifications or directions required by the State; for such periods as the State's Inspector may deem necessary due to unsuitable weather; for conditions considered unsuitable for the prosecution of the work or for any other condition or reason deemed to be in the public interest. The State shall notify the Local Agency and provide opportunity to correct such conditions prior to any suspension. The Local Agency shall include this provision in its contract with the Contractor. (d) The inspections done by CDOT's Inspector shall only be visual, and shall not constitute an acceptance of the workmanship or materials used in the work done by the Local Agency's contractor on the Trail Project. Inspection by CDOT's Inspector shall not confer any liability for the work of the Trail Project on CDOT's Inspector or CDOT. 2. (a) The Local Agency shall provide construction engineering during the construction of all elements of the Trail Project. Said construction engineering will include field and office engineering, land survey controls, inspection and material testing and control by qualified personnel. (b) The Local Agency shall be responsible for the administration of and payment to its contractor of all costs incurred for project construction under the construction contract with the Contractor. Q. Upon satisfactory completion of construction of the Trail Project, the Local Agency will issue to the State a Certificate of Final Completion showing the date of final completion and certifying that the Trail Project has been constructed according to the approved plans and specifications. Determination of satisfactory completion of the Trail Project shall be made by the State in accordance with the following procedures: l/ 1. Upon due notice from the Local Agency's project representative of presumptive completion of the Trail Project, the State's Inspector will participate in an inspection of the Trail Project with the Local Agency and the Contractor. 2. If construction of those portions of the Trail Project, within or affecting State Right of Way is found completed to the satisfaction of the State's Inspector, that inspection shall constitute the final inspection and the State's Inspector will notify the Local Agency in writing of the State's acceptance of the Trail Project as of the date of the final inspection. 3. If the inspection discloses any work, in whole or in part as being unsatisfactory, the State's Inspector will give the Local Agency directions for correction of same, and the Local Agency shall direct its contractor to implement the State's directions subject to the provisions of paragraph P.1.b. of this License. 4. Upon correction of the work, another inspection will be made which shall constitute the final inspection provided the work has been satisfactorily completed. In such event, the State's Inspector will notify the Local Agency in writing of the State's acceptance of the Trail Project as of the date of the final inspection. 5. Final acceptance by the State under this paragraph does not waive any State legal rights contained herein. R. The State shall not be precluded or estopped by acceptance of the Trail Project work from showing at a later time that the Project work as constructed does not in fact conform to the approved as -built Plans. The State shall not be precluded or estopped by acceptance of the Trail Project work from recovering from the Local Agency such damage as the State may sustain by reason of the Local Agency's failure to comply with the terms of this License. Neither acceptance by the State of the Trail Project work nor any possession of the constructed Trail Project facilities by the State, shall operate as a waiver of any portion of this contract or of any power herein reserved, or of any right to 9 k d8[O@g8S. A waiver Of any breach Of this License shall not be held tOb98 waiver Ofany other O[ subsequent breach. S. Within 12O days after Local Agency issuance and State acceptance Of the Certificate 0f Final Completion, the Local Agency shall prepare and deliver tO the State the final sets Of plans and specifications (the "AS-bui|y' plans) for the Trail Project, b8S8dUpOOfi8|dnOtes maintained by the Local Agency. A copy 0f said plans shall b8 made 8 part Ofthis License by reference. T. The Local Agency will maintain and operate the improvements constructed under this License, at its own cost and expense during their useful life. The Local Agency covenants that it will annually request sufficient funding for maintenance of such improvements but if denied the Trail will be removed Gt licensee's expense. The Local Agency shall b8 responsible for mowing weeds and grasses iD those areas, between the Trail and the edge Ofthe State's Right Of Way where such mowing needs tObe performed by vv8|hiOg lawn nDOvver, rather than 8 tractor-type |8vvD rn0vver. The parties shall meet to determine the location 0f these areas. Such maintenance and operations shall bHjn accordance with all applicable statutes and ordinances, and regulations promulgated thereunder, which define the Local Agency's obligation t0 maintain such in0prOv8nl8DiS. The State may make periodic inspections 0f the Trail Project t0v8rifvthRt such improvements are being adequately maintained with respect tO protection 0fthe State's Right of Way. In the event that the Trail Project is not rn8iDi8iOed in an appropriate manner, as determined by the State, the State reserves the right to notify the Local Agency, and if such maintenance remains deficient for a period of thirty (30) days after such written notice, to perform maintenance actions deemed necessary by the State and to be reimbursed by the Local Agency for the costs of such maintenance actions. Additionally, if8t any time the Trail Project isdSt8rrnined[ObeUbS0|etH.uOD8CeSSory,Or e threat t0 the safety of the traveling public, the parties hereto Sh@|| /nnrn8di8ie|y D9gOdote 10 the most appropriate and mutually desirable course for removing or covering the trail. The Local Agency shall be responsible for the cost of any such removal or coverage. U. In the event the portion of State highway adjacent to or over the improvements constructed under the Trail Project is widened, the Local Agency shall take all reasonable actions to provide the funding necessary for any required relocation or reconstruction of the trail. The State will provide the Local Agency the opportunity to review and comment on State plans for widening. V The State hereby reserves the right to revoke the use of State Right of Way by the Local Agency in the event the Trail Project is not used as intended or if the Trail Project is found to be detrimental to the highway or its structures. W.. Notwithstanding any review and concurrence with the Trail Project design plans or acceptance of the final constructed Trail Project, the State shall not have any liability for the construction, maintenance, or use of the Trail Project or for any act or omission by the Local Agency or the Contractor. X. The parties hereto agree that this License is contingent upon all funds designated for the work herein being appropriated and made available from the Local Agency. Should the Local Agency fail to provide necessary funds as agreed upon herein, this License may be terminated by either party. Any party terminating its interest and obligation herein shall not be relieved of any financial obligations which existed prior to the effective date of such termination. After the construction contract has been awarded and the construction contract is fully executed, this License may not be terminated by the Local Agency until the construction of the Trail Project is completed and final bills are paid in full, unless the Local Agency restores the project site to its prior condition or completes the Project to the extent necessary to ensure public safety and to comply with the State's obligations under the state highway system. 11 Y The term 0f this License, except for provisions regarding maintenance, shall continue through the completion and final acceptance Of the Trail Project bythBLOcG|AoeOCywith concurrence from the State. The covenants with regard [O maintenance 0fthe improvements constructed under this License shall remain in effect in perpetuity or until such time as the Local Agency is, by law or otherwise, relieved of such responsibility. Z. AG between the parties hereto, each Uf them shall b8 responsible for its own negligence, if any, and that of its servants and employees, co0Sist8nt with the provisions 0fthe Colorado Governmental Immunity Act, C.R.S. 24-10-101 Nothing iO this License shall be construed as a waiver by the State or the Local Agency of the respective rights and pnDieCtiODS of either under said Act. AA. This License shall inure to the benefit of and be binding upon the parties, their successors and assigns. AB. This License shall be deemed fully executed when it has been signed by the State. A{}. The Local Agency represents and warrants that it has taken all actions that are necessary Ur that are required by its pnOCeduF8S. by/8vvG' or applicable |8vv. to legally authorize the undersigned signatory tO execute this License 0O behalf 0fthe LOC2| Agency and tO bind the Local Agency tU its terms. A[}. The enforcement 0f the terms and conditions Of this License and all rights 0factions relating tosuch enforcement, shall be strictly reserved to the Local Agency and the State and nothing contained iO this License shall give Or allow any claim Or right Of8Ction whatsoever by any other Or third person. |iiSthe express intent Of the parties [Othis License that any person receiving services or benefits under this License shall be deemed 8n incidental beneficiary only. AE. This License iS permission t0 cross over the access control line (8-|ine)Ufthe Colorado Department Of Transportation FOR THE PURPOSE {}Fconstructing, maintaining and using the Trail Project within the interstate right of way (known as 12 Swift Gulch Bike Path Extension or the Local Agency's Project Number CIP 34010). The Local Agency, in accepting this License agrees to all terms and conditions stated herein. The use of equipment on the Property and adjacent frontage road areas is subject to a Department approved traffic control plan. A temporary fence or other access control barrier must be erected during all times that work is not taking place. No equipment shall be left in the interstate right of way overnight or unattended, except for the erosion control and temporary barrier fencing. All areas disturbed will be restored to CDOT's satisfaction including stockpiling of existing topsoil to be replaced at the completion of the project, finish grading to restore proper drainage, re- seeding, application of certified weed -free mulch, application of an organic mulch tackifier, and the removal of all appurtenances required to support the operation of the contractor. Ingress and egress to the parcel being re- graded is limited to access from the local road only. No ingress or egress from or to the parcel will be allowed from main lanes or shoulder areas of Avon Road or Interstate 70. This License constitutes a bare license, conferring no enforceable right on Local Agency and creating no property interest. It is a mere personal privilege, non- transferable and revocable in accordance with the terms hereof. This non- transferable permission shall be valid and remain in effect from the date of execution until terminated in writing by either parry in accordance with the terms hereof. This permission shall not be considered a commitment by State nor in any way authorizes or guarantees any continuing use of the Property. Local Agency assumes liability for the maintenance, operation, and use of both the temporary 13 access and the re- grading area and agrees to defend, indemnify, and hold harmless the grantor and any employees, agents contractors, or other representatives of the State against any and all damages, claims, liability, loss, or expenses, including attorney's fees and litigation costs, arising from or in any way related to the maintenance, operation, or use of the access or the issuance or use of this license, subject to the Colorado Governmental Immunity Act Upon termination of this License, the Local Agency shall close the access to the interstate right of way and restore the Property to the satisfaction of the State. This permission to cross the A- line automatically expires when, and if; the Local Agency ceases as an organization or fails to perform the above maintenance responsibilities during the effective time of this License. This License is not a State Highway Access Permit. AF. The State and the Local Agency affirm and agree that periodic closures of the trail may be made necessary on a seasonal basis due to weather conditions or maintenance activities, and that the trail is not necessarily intended to be provided with routine winter maintenance. Such closures shall be initiated by the Region 3 Transportation Director in consultation with the Local Agency. Further, the State and the Local Agency agree that where extraordinary circumstances require the closure of the trail (acts of God and Nature, accidents and emergencies, structural failure of the adjacent highway or the trail itself, or similar such incidents), the parties hereto shall close the trail for an appropriate period of time until restoration activities are complete or safe conditions assured, as negotiated between the parties at that time. IN WITNESS WHEREOF, the parties hereto have executed this License the day and year first above written. 14 ATTEST: By Chief Clerk for Right of Way Az Title Department of Transportation State of Colorado M- Craig Siracusa, PE Chief Engineer LICENSEE M Title 15 a IN N il� tAj Q1 cq Z\ V� kw ko C,4 I'll, ) h c 142 a, Cc,) 1 11 00 N Q, tr) it Lq -(Z� % N cil Lw A O 04 3 Q, v: of CA- it O. j II to 0- :tw � t6 Z rnoro 14 N o ;64N IN ��czNNU S"4 o in w 2 W z 0 o < :3 V')0 z w 0 � u z = x 0 < W > o w < F!-- C) 0 < z IL Yz ED 0 Z Co < M 0 3: w w -J 0 0 < W w LAJ CL 0 F- w z 0 > L- 0 Lit S-1 i M bl Im i 664, 1 .. . ....... J a3 _3 N � Z a /• ^� II a �� LIJ II N o N $ ^ 2 �d / ` l / oicoMhOW aWN ��COrN a3 3 � Z II N cp a, / afOOa =W II IIIIrNII N ^ ONE u) INhh o°jhrn h =�� ., Nif c A hZ Flo �m U `0 6 aW a N OM ^ oph 0 a =3 A N hhN A =3h �IJONhU 99S V 1 a3 O ai � / O M „L£,6f.1t�S g�ti0 p iy :3 n o LZZI, / �Nca�NN2 Zt OA m h v "No =W ^ to �m U i w 1 z z ° O Q N Z O J w a o O O Z °' ~ w z Y U Z °° O uj _ � U W uj 0 o a W w m &J I > 8� aa�sE`a s e °g �o Z OO d65� &`D 1 �so��ss �a y �1 a December 28, 2005 Attn: Ms. Alison Hickok Right -of -Way Specialist CDOT- Region 3 ROW 222 South Sixth Street, Room 317 Grand Junction, CO 81501 Re: Swift Gulch Bike Path Extension, Town of Avon, Colorado Dear Ms. Hickok, I am writing to request a Bike /Trail License for the referenced project. Proposed work within the Interstate right -of -way is generally described as follows: widening approximately 200 linear feet of existing sidewalk adjacent to Avon Road to accommodate bicycle and pedestrian use and construction of approximately 140 linear feet of ten -foot wide asphalt bike path south of Swift Gulch Road, north of Interstate 70 and east of Avon Road (between Avon Road and Tract Y, Block 1, Benchmark at Beaver Creek, which is Town of Avon property). Construction includes site preparation, grading, drainage, erosion control, utility adjustments, base and surface courses, flatwork, retaining walls, bicycle railing, fence, bollards, signs, irrigation, landscaping and re- vegetation. Construction access for the project will be provided from Swift Gulch Road. The project schedule is as follows: • Complete Final Plans and Construction Documents, January 13, 2006 • Advertise for Bids, February 2, 9 and 16, 2006 • Bid Opening, February 22, 2006 • Award Construction Contract, February 28, 2006 • Construction, April 1 - June 15, 2006 Three copies of the license agreement, with original signatures executed by the Town Council, and three sets of preliminary contract documents (including plans and specifications) are enclosed for your use in reviewing this request. Please feel free to contact our engineering consultant, Sandi Mendonca with Inter - Mountain Engineering, at (970) 949 -5072 x. 209, or me if you have any questions or need additional information. Sincerely, Norman Wood Town Engineer enc. cc: Sandi Mendonca, Inter - Mountain Engineering J: p ctt 50140ktil,, CDOTDRAFT UI R 12 -28 0. ) R C.Wch Rik, Path Ea ,e o Lce Ag-1., n1A., 11 To: Honorable Mayor and Town Council Larry Brooks, Town Manager, Jacquie Halburnt, Asst. Town Manager From: Patty McKenny, Town Clerk Date: January 6, 2006 Re: Resolution No. 06-03, Resolution Determining the Effectiveness of Ordinance No. 05-12, Relating to the Chateau St. Claire Planned Unit Development The Gates Summary: Please note that the Town Attorney has advised the Council that the conditions for the adoption of this Resolution No. 06-03 have been met. The Attorney has recommended that the resolution be adopted. TOWN OF AVON, COLORADO RESOLUTION 06-03 SERIES OF 2006 A RESOLUTION DETERMINING THE EFFECTIVENESS OF ORDINANCE NO 05-12, RELATING TO THE CHATEAU ST. CLAIRE PLANNED UNIT DEVELOPMENT WHEREAS, Ordinance 05-12, finally adopted December 13, 2005, approved an amendment to the Chateau St. Claire Planned Unit Development upon the application of CSC Land, LLC, the effective date thereof to be January 10, 2006, on certain conditions including 1) receipt by the Town of proof of funding of a loan by U.S. Bank in at least the amount of $36,179,397 and 2) funding to include a completion bond running in favor of the lender, U.S. Bank; and WHREAS, proof of funding in the form of a recorded mortgage or deed of trust has been received; and WHEREAS, the funding includes a completion bond running in favor of the lender, U.S. Bank; NOW, THEREFORE, BE IT RESOLVED that the Town Council of the Town of Avon, Colorado, that Ordinance 05-12 is hereby determined to be effective. ADOPTED at a regular meeting of the Town Council on January 10, 2006. Ronald C. Wolfe, Mayor ATTEST: Patty McKenny, Town Clerk L1:1_l�l 1 l�J To: Honorable Mayor and Town Council Thru: Larry Brooks, Town Manager From: Dan Higgins Date: January 4, 2006 Re: Service Agreement with Eagle River Water & Sanitation District Background: The Town of Avon operates fleet maintenance out of its Swift Gulch facility located at 500 Swift Gulch Road. We have several annual maintenance contracts with neighboring districts. One of our goals is to secure more third parry revenue to help reduce the subsidy of our operation. Discussion: Attached is a one -year service agreement for 2006 between the Town and Eagle River Water & Sanitation District for vehicle maintenance. Financial Implications: The agreement contains our standard price of $90.00/hour for routine and preventive maintenance as well as repair and replacement. We have billed ERW &SD 673 hours of labor ($57,200.00) in 2005. Recommendation: Staff recommends approval of the one -year service agreement with Eagle County Ambulance District. It is considered an Intergovernmental Agreement and according to our Town Charter, 16.2, it must be approved by a 2/3 vote of the Town Council. Town Manager Comments: �1 I J� L-q I I M To: Honorable Mayor and Town Council Thru: Larry Brooks, Town Manager From: Dan Higgins Date: January 3, 2006 Re: Service Agreement with Western Eagle County Ambulance District Background: The Town of Avon operates fleet maintenance out of its Swift Gulch facility located at 500 Swift Gulch Road. We have several annual maintenance contracts with neighboring districts. One of our goals is to secure more third party revenue to help reduce the subsidy of our operation. Discussion: Attached is a one -year service agreement for 2006 between the Town and Western Eagle County Ambulance District for vehicle maintenance. Financial Implications: The agreement contains our standard price of $90.00/hour for routine and preventive maintenance as well as repair and replacement. We have billed WECAD 19 hours of labor ($1,620.00) in 2005. We started doing their maintenance in October 2005. Recommendation: Staff recommends approval of the one -year service agreement with Eagle County Ambulance District. It is considered an Intergovernmental Agreement and according to our Town Charter, 16.2, it must be approved by a 2/3 vote of the Town Council. Town Manager Comments: J1 ! JL L":4 I I M To: Honorable Mayor and Town Council Thru: Larry Brooks, Town Manager From: Dan Higgins Date: January 3, 2006 Re: Service Agreement with Eagle River Fire Protection District Background: The Town of Avon operates fleet maintenance out of its Swift Gulch facility located at 500 Swift Gulch Road. We have several annual maintenance contracts with neighboring districts. One of our goals is to secure more third party revenue to help reduce the subsidy of our operation. Discussion: Attached is a one-year service agreement for 2006 between the Town and Eagle River Fire Protection District for vehicle maintenance. Financial Implications: The agreement contains our standard price of $90.00/hour for routine and preventive maintenance as well as repair and replacement. We have billed ERFPD 400 hours of labor ($34,077.00) in 2005. Recommendation: Staff recommends approval of the one-year service agreement with Eagle County Ambulance District. It is considered an Intergovernmental Agreement and according to our Town Charter, 16.2, it must be approved by a 2/3 vote of the Town Council. Town Manager Comments: A d �� MINUTES OF THE REGULAR MEETING OF THE AVON TOWN COUNCIL HELD 0ECMEEBER 13,2D05 /\ regular meeting of the Town of Avon, Colorado was held at 400 Benchmark Road. /\vOn. Colorado in the Council Chambers. Mayor Ron Wolfe called the meeting to order sd5:3O pK8. A nd| call was taken and Council members present were Debbie BucWey, RhnU Ferraro, yWao McDevitt, Amy Phillips, Brian Sipes and Tomn3 Underwood. Also present were Town Manager Larry Brooks, Town Attorney John Dunn, /\SS|. TOVVD K8aOGge[J8CqUie HG|bU[Ot, TOVVD Clerk Patty K8CKeOOy' HD8Oce OineCtO[ Scott Wright, Police Chief Jeff Layman, TVxxO Engineer NO[[O VVoVd. Public Works /-[n@nSit Director Bob Reed, and Community Development Director Tambi Katieb, as well as members of the press and public. Approval of Agenda There were no changes to the agenda and it was approved. Disclosure of Potential mfConflict of Interest Town Attorney John Dunn asked if any member had ex parte communication regarding the application of CSC Land. LLC for the PUO amendment agenda item; members indicated they had none. Citizen Input Drew [)odd with Avon's Business Association presented information about Avon businesses participating in @ Holiday promotion with some advertising pnJrnOt/OnS. The new owner, Eric Goldman, of "N8iU[@| Q8@Oe[s" iOtn]dUC8d himself & presented infO[08UOO about his new business iOAvon. Staff Updates Jeff Schneider, Engineer ||. presented an update of design changes initiated by Council at the 11/O/O5 work session. Changes identified included roadway design changes along Eag|eBend [o calm traffic, the preservation of trees along the railroad, and bridge changes Vn8tonebridge Drive to make the bridge more aesthetically pleasing as well inonaoee the lighting to help with pedestrian safety. He noted that lane widths and QuMore on the south side were reduced in size. He noted that the current design requires nennovo| of [nsea and the transplantation of trees; exact determinations would occur in the field with great cane. Discussion ensued on the design & lighting of the bridge as well as cost implications [8|@t8d to the suggestions. Council asked staff to continue to evaluate the scenarios without impacting the budget too greatly. J8CqUie H8|bUrnd, Asst. T0VvO Manager, presented a request made by Councilor Buckley to research a Town sponsored green or environmental award program for businesses in Avon that engages in environmentally sound business practices or sustainable ways. Some ideas were suggested and diooueoed, such as creating o stewardship program instead of an mvvmrd program. Council members supported the idea and Staff was asked to continue working with Matt Scherr and his organization, the Eagle Valley Alliance for 8uetoinabi|ityto develop such a program. J8cqUieH8|burnt'Asst. Town Manager, presented the revisions made to the Holiday Lighting Conteat, new categories were identified, etc. The contest would be held December 19. 2005 and awards would be made the first meeting in January. A|sn, it was noted the town's holiday m lunch would be held OO Friday, December 16 Mike Leehe. /\odng Police Chiyf, addressed the topic of the Colorado State Patrol (^C8P") Bicycle Event Cap, a [Svi8Vv of the Colorado State PadnJ|'S new policy imposing 8 |innk On riders in bicycle races. He noted that the Triple Byp@SSwou|d be impacted by this restriction. It was suggested that Avon submit o letter to the State Patrol opposing this restriction. Since then he has learned that the State P8irO| VvOu|d not implement this policy for one year in order to obtain more public feedback. Safety & Manpower were cited as the reasons behind the new policy. ChiefLeGhe'S [eC000eDd@tiOD 8t this time would be to wait with @ letter uOU| further community discussion takes place and a final decision by^CSP'' has been made. Ordinances T80bi K@tieb' Community Development Director presented OO S8COOd reading Ordinance NO. 05-12. Series of 2005, An Ordinance approving on Amendment to the Chateau 8t. Claire Planned Unit Development /PU[]\ for Lots 1 and 2' Chateau St. Claire SUbdiVisi0n, TOvVO Of Avon, Eagle County, Colorado. It was noted that CSC Land, LLC proposes an amendment to the Chateau Gt. Claire PUD' an amendment that would extend the vesting period and final completion date of the project. He reviewed his memo included in Council's packet that provided adetai|ed background Of the discussions &conditions. The Ordinance was approved OD first reading with several COOdibUOg and with 8 requirement that verification of funding be in place prior to the [>PdiDaOCe being effective (January 10. 2006). He noted that the f/O8OCi@| revenue model & analysis have been completed & reviewed by the Town and the changes to the project, from dDleSh@ne to whole OVVOe[Ship. FRDlGiD SOOSiSteOt with the existing PiJD development standards & acceptable from a revenue/expense model perspective. He noted that the applicant discussed further changes to the completion milestones. Staff recommended approval Of the current development 8gnBe0BOt' which a||OwS for COuDCi| consideration & extension of any interim milestone for a delay, which Council may deem excusable. And finally, he noted that the [eCO00eDdahOn to approve the ordinance on second reading is conditioned on the proposed loan closing and the nsoonjed mortgage or deed of trusts being evidenced to the Town. Should that not occur before the January 10' 2006 Council meeting, the ordinance and action on this agreement would be void. John Dunn' Town Attorney, presented 8 copy of an undated & uDeXeCU[ed (Van commitment from CSC Land' LLC; staff therefore COObDued to recommend denial Of the ordinance OD second reading. Chris P8yOB, B3||3nd Spahr Lgxv Fi[Dl. COOfi[[D8d that the group does not have the signed commitment letter Orthe |OGn commitment nor does it have authorization on the application. Payne explained that the problems with the bank are within the bank itself and possibly bUPeGVC[@ƒiC in nature. He noted that the group has forwarded all the required documents. Further comments were made regarding the stage iD which the application is pending; it has been forwarded to the Minneapolis office by the originating loan officer with no problems. [}UOO asked Council as well as raised the question for CSC Lgnd. LLC about the group funding the $250K [8StO[@[iOO bond that would be due three d3VS after adopting the [)rdin8DC8, if in fact it were adopted. Detailed discussion ensued about the deadline tO meet with the sale Of3O96Of the units (wholly OvvOed units were SO|d)' the development agreement &proposed construction schedule. Payne commented on why the developer requested a revised schedule that was eX[r80B|y CODSerV@tiV8, and noted that this 8ChedU|8 provides for the buffers needed OR this project (COOSt[UCti0D CODlDleOCeDleOt date projected for K88PCh OO). Mayor Wolfe opened the public hearing, DO comments were made and the hearing was closed. Mayor Pro Tern Underwood expressed continued concern about the project and its delays and the group's inability to present the agreed upon dnCU[Q8n[S by the due dates. She expressed that the Town has been exceedingly flexible with this project andyetthedevH|Ope[continUeS[O request extensions. T/[O Barton, CSC Land, Inc. indicated that his cVnlp@Oy could provide immediately with the $250K monies and certainly by Friday if the ordinance were approved. Regular Council Meeting Page 2o[o December 13, 2005 Mayor Wolfe noted that the $250K is due in three d8vS and that @ full |o@D closing must be in place before January 10. 2008 and he moved to approve on second reading Ordinance No. 05- 12, Series of 2005, an {]rdiD@OCe approving an Amendment tothe Chateau 8t. C/GinB Planned Unit Development (PU[]) for Lots 1 and 2, Chateau SL Claire Subdivision, Town of Avon, Eagle County, Colorado which includes the development agreement proposed by the applicant, as "Exhibit A". TOVvO attorney John Dunn asked the Mayor to include an additional cODdidOO "that all amounts owing tO the Town and conSU)t@OLS must be paid in three days as well". Mayor Wolfe was iO agreement and moved tV include that language. Councilor Buckley seconded the rn[tiOD and it passed unaOiDlOUS|y with @ four to two nO// C8|| vote (Fern3nJ' Underwood nay). The Ordinance would be effective on January 1O.2O06ae long as the conditions were met. NO[0 VVoOd. lFoVvO Engineer, presented (Jrd/D@DCe NO. 05-13. 8e[i8S Of 2005. on First Reading, An Ordinance Amending Titles 12 and 10. Avon Municipal Code, Relating t0 Fees Charged for Review of Applications for Rights-Of-Way Permits and Subdivision AppnDV@| He noted that this |eQiS/8UOn Flepe@1S the section of the Code which outlines fees for permits in pUb|/C rights-of-way and app|iC@hOOS for subdivisions, and establishes them by rRSO|UbOO instead, 8 housekeeping item. Mayor Pro Tern Underwood moved tOapprove Ordinance NO. 05-13. Series Of 2005, on First Reading, An Ordinance Amending Titles 12 and 18. Avon Municipal Code, Relating to Fees. Councilor Sipes seconded the motion and it passed unanimously with a [0/! C@|| vote. Larry E3rooke, Town Manager, presented Ordinance No. 05-14. Series of 2005, First Reading. An {]PdiDGDCe Amending Title 8. Avon Municipal COde, Prohibiting Smoking In Certain P|@C8S, And Providing Fines For The \/iO|8tioO ||8FeOf. He noted that this includes 8 review Of |egiS(8iiOD that prohibits smoking in certain places, and provided for fines for the ViO/8hDn thereof and that it is modeled to 0i[[O[ Eagle County's legislation. DiSCUSSiOn ensued about v@[iOUS aspects of the |egiS|8dVn. i.e smoking on Ch8i[|iftS, the inclusion of gondola C@nS, parking garages indoor & outdoor spaces. Suggested revisions included the following sections: 84.24.O8O— include the 25 feet perimeter in this section v' 84.24.11O— change #0LO include "outdoor parking lots and uncovered parking garages" & change hto read 84.24.1OO (not 11O) Mayor Wolfe noted that he had conversations with public officials in Vail about this topic. Councilor Sipes moved to approve [>ndiO8Dce No. 05-14' Series of 2005, on First Reading, An Ordinance Amending Title 8, Avon Municipal Code, Prohibiting Smoking In Certain P/gCeS, And Providing Fines For The ViO|8bOO Hereof with the changes noted above. Councilor Buckley moved tV second the motion and it passed unanimously with 8 roll call vote. Resolutions Scott Wright, Finance Director, Resolution NO. 05-52. Series Of 2005, A Resolution Levying General Property Taxes for the Year 2005, to Help Defray the Costa of Government for the TOVvO of Avon, CO|OradO, for the 2000 Budget `fe8[ He noted that this resolution provides for final adoption of the proposed 2000 operating budgets noting the property tax mill [@t8S for Q8Oe[8/ operations (8.850 0i||S). debt service /4.383 0i||8\ and the Avon K8eL[O District /3.283 Dli||S\. Councilor Ferraro moved tO approve Resolution N0. 05-52' Series [)f2OO5.AResolution Levying General Property l[aXeS for the Year 2005. CVUnCi|O[ Buckley seconded the nlOdVn and it unanimously with a rO|| C@|| vote. Scott Wright, Finance Director, presented F{eSO|UUOn NV. 05-53' Series {}f2OO5'AResolution Levying General Property Taxes For The Year 2005, To Help Defray The Costs Of Government For The AVOO Metropolitan District, /\v0n' Colorado, For The 2006 Budget Yea[ He noted that this was Final adoption of revised operating budgets for 2OO5. With OO further comments or Regular Council Meeting Page aofo December 13, 2005 discussion, Mayor Pro Tern Underwood moved b3 approve Resolution No. 05-53. Series Of 2005. A Resolution Levying General Property Taxes For The Year 2005. Councilor McDevitt seconded the motion and it passed unanimously with a roll call vote. Norm VVood, Town Engineer. presented Resolution No. 05-58. Series Of 2005, A Resolution Authorizing the Appropriation and Adjudication of Recreational In-Channel Diversion /R|CD\ VVaƒ8[ Right in the Eagle River at the TVvvO of Avon for a Water Park and Related Facilities. He noted that this PeSOlUtiOO was authorization for appropriation Of R|C[] 8pp|ic8bOO as well as acquisition of easements, Right-C)f-VVaye, permits, etc. Some discussion ensued on the nature of the language as being "broad". It was noted that language was deemed appropriate for this action, any fiSC@| changes vVDu|d require further council action. Councilor Sipes moved to 2ppnOV8 F{eSO|Uti0n NO. 05-58. Series Of 2005, /\ ReSO|UtiOD Authorizing the Appropriation and Adjudication Of 8 FleC[e8iiOO@| |O-[|hgnOe| OiVeBiDD (R|CD) Water Right in the Eagle Rive[ at the Town of Avon for a VV8[er Park and Related Facilities. Councilor K8C[}8vitt seconded the motion and i[ passed unanimously with a roll call vote. Norm VVOOd, Town Engineer, presented ReSO/UdOO NV. 05-59. Series Of 2005, A Resolution Approving Final Subdivision Plat and Subdivision Improvements Agreement for Dry Creek PU[>, A ReSUbdivisioO of Lot 44, Block 2, VVi|dridge, TOVVO Of AVOO, Eagle COUO[y' CO|O[8dO. He noted that Blue Bird K8e@dOwS' LL[| submitted final documents for approval that iOC|ud8S CODSi[UCtiOO plans for public improvements required to serve the proposed subdivision and 8 COSt proposals for CoOStrU[tiOO materials and inStG||8UOO Of improvements. Councilor Phillips nD0V8d to approve Resolution NO. 05-59' Series Of 2005. A F7eSO|UUVn Approving Final Subdivision Plat and Subdivision |Dlp[OVeDleOtS Agreement for Dry Creek PU[J. Councilor McDevitt seconded the motion and it passed unanimously with 8 roll call vote. Norm VVnOd, T0VVO Engineer, presented F{eSO|UtiOO NO. 05-60' Series of 2005, /\ F<eSD|UtiOD Approving Final Subdivision Plat for 8 R8SubdiviSion of Lo[ 108' Block 1, VVi/d[idge. Town of Avon, Eagle COUO1y, Colorado. He noted that this [eSO|utiOD provides for the creation Of the duplex lots, 106A& 1O6B for 8 duplex subdivision 8t3O55VVi|dridge F{O8d. New Business Bob Reed. Transit [)ireCtO[, presented the Service Agreement with Eagle County Ambulance District for the annual fleet nn@inteD8OCe services. Council McDevitt moved to approve the service agreement with ECyWD; Councilor Sipes seconded the motion and it passed unanimously. Town Manager Report Town Manager Larry Brooks presented 8nupdate on the search for the new Avon Police Chief. Council would be asked to complete a survey related tothis process. Mayor Report Mayor Wolfe presented on update to the meeting with Beaver Creek Resort Company and the diSCUSSiOD about partnering with them to COOSt[UCt 3 nOuOd8bOu[ at the west lot entrance tO Beaver Creek. Tinnehame estimates include about 2 years. Also noted was u Denver Poet article t0 run over the weekend pertaining to new projects in Avon, i.8. Main Street, r@i|[O8d crossing, Confluence project. Regular Council Meeting Page 4mo December 13.2nos Consent Agenda Mayor Wolfe asked for 8 nOO[i0n OO the Consent Agenda below. Councilor McDevitt moved to adopt the consent agenda; Councilor Ferraro seconded the motion and it passed unanimously. o. Minutes from November 22.2OO5 Regular Council Meeting b. Renewal of Hotel and Restaurant Liquor License for Columbine Bakery, Inc. d/b/a Columbine Bakery, 51 Beaver Creek Place, Avon c Renewal of Retail Liquor License for Benchmark Liquors, Inc. d/b/a Beaver Liquors, 110 E. Beaver Creek Blvd, Avon d. 2006 Street Improvements — Program Summary & Design Services Proposal Award a. Representation Agreement, Revised Fee Agreement for Professional Legal Services There being nO further business h} COOle before the Council, the regular meeting adjourned at RESPECTFULLY SUBMITTED: Patty McKenny, Town Clerk APPROVED: Debbie Buckley KristiFemom Mac McDevitt Amy Phillips Brian Sipes TamnaUndemvood Ron Wolfe Regular Council Meeting December 13, 2005 Page sofs I J, To: Honorable Mayor and Town Council Thru: Larry Brooks, Town Manager From: Patty McKenny, Town Clerk Date: January 5, 2006 Re: Resolution No. 06-04, Series of 2006 Summary: Resolution No. 06-04, Series 2006 is presented to Council for their approval of the four locations used for posting the notices of public meetings. Previous Council Action: The Town Council adopts this type of resolution on an annual basis as required by Colorado Revised Statutes. Background: The four locations are as follows ✓ Avon Municipal Complex, 400 Benchmark Road, Bulletin Board ✓ Avon Recreation Center, 325 Benchmark Road, Bulletin Board ✓ Alpine Bank, 10 W. Beaver Creek Boulevard, Bulletin Board ✓ City Market, 260 Beaver Creek Place, Front Lobby Bulletin Board Discussion: Colorado Revised Statutes, Subsection 24-6-402 addresses the specific guidelines involved with the open meetings law and posting notices. Notices must be posted at least 24 hours prior to each meeting. In addition to the posting, the regular council meeting agendas are published in the Vail Daily on the Monday before the Tuesday meeting. Alternatives: Council could choose other locations for posting purposes. Town Manager Comments: TOWN OF AVON, COLORADO RESOLUTION NO. 06-04 SERIES OF 2006 A RESOLUTION APPROVING THE LOCATIONS FOR POSTING THE NOTICES OF PUBLIC MEETINGS Whereas, Local Public Bodies, including the Avon Town Council, are required by Subsection 24-6-402 (2)(c) C.R.S., to designate annually at the Town Council's first regular meeting of each calendar year, the place at which notice will be posted at least 24 hours prior to each meeting. NOW, THEREFORE BE IT RESOLVED BY THE AVON TOWN COUNCIL AS FOLLOWS: Notice of meetings of the Town Council required pursuant to Section 24-6-401, et seq., C.R.S. shall be posted within the boundaries of the Town at least 24 hours prior to each meeting at the following locations: Avon Municipal Complex, 400 Benchmark Road, Bulletin Board Avon Recreation Center, 325 Benchmark Road, Bulletin Board Alpine Bank, 10 W. Beaver Creek Boulevard, Bulletin Board City Market, 260 Beaver Creek Place, Front Lobby Bulletin Board ADOPTED THIS 10TH DAY OF JANUARY 2006. TOWN COUNCIL TOWN OF AVON, COLORADO Ronald C. Wolfe, Mayor Attest: Patty McKenny, Town Clerk Memo To: Avon Local Liquor Licensing Authority Thru: Larry Brooks, Town Manager Jacquie Halburnt, Asst. Town Manager From: Patty McKenny, Town Clerk Date: January 5, 2006 Re: Renewal Liquor Licensing Application Summary: The following establishment has submitted a renewal liquor licensing application: a. Applicant: Narayan's Restaurant Boulder, Inc. d/b/a Narayan's Nepal Restaurant Avon Type of License: Renewal of Hotel and Restaurant Liquor License Address: 47 E. Beaver Creek Blvd. Ownership: Shreejana Shrestha Manager: Manoj Shrestha Discussion: The Town Clerk, Town Attorney, and Avon Police Department have reviewed the application for renewal. Reports from the Police Department are attached. Application materials are in order. The item has been scheduled as a "consent calendar item" since there are no concerns from any Town Department. Financial Implications: There are local liquor licensing fees associated with renewal applications that have been submitted to the Town. Town Manager Comments: Attachments: State of Colorado Renewal Applications, Memo from Avon Police Department To: The Honorable Mayor and Town Council From: Jane Burden Thru: Robert Reed, Director of Transportation Date: December 27, 2005 Re: CASTA Agreement for fiscal year 2007 FTA 5309 funding request Summary: Attached is a copy of the Agreement between the Colorado Association of Transit Agencies (CASTA) and the Colorado Transit Coalition. The Town of Avon is one of twenty -nine members of the Colorado Transit Coalition which together submit a joint request to the Federal Transit Administration (FTA) seeking FTA 5309 funding for capital equipment and facilities. This joint request is for FY 2007 and represents the seventh request attempted by CASTA to secure earmarked funds for the coalition through the use of a lobbyist. Previous Council Action: The FTA 5309 funds for capital equipment and facilities have been used by Town of Avon to purchase capital equipment (buses) since 2000. Background: The Colorado Transit Coalition (CTC) was formed in 1997 by 10 agencies under the umbrella of the Colorado Association of Transit Agencies (CASTA) to request discretionary funding from the Colorado Congressional delegation for 5309 Bus and Bus Facilities for FY 1998. In many states a statewide request for 5309 bus and bus facilities discretionary funding is submitted by the state's Department of Transportation. Often these requests are limited to vehicle replacement and the decision about how much each agency is awarded is determined by the state DOT. There are usually some separate requests by individual agencies to their member of the House of Representatives and to the Senators. Often those individual agencies hire a lobbyist to pursue their project. The Colorado Department of Transportation is not allowed to request discretionary funding because of a ruling by the Colorado Attorney General in the 1980's that the 13 ( c ) labor provision required to receive FTA dollars is too burdensome. In 1997 the FTA region Eight Administrator suggested that CASTA submit a statewide request for an earmark and the agencies could individually submit applications to the FTA. At the time he suggested that there were no other State Associations requesting earmarks. His concern was that small urban and rural agencies were unable to tap into federal discretionary funds, in part, because they could not afford to hire a lobbyist. Up to that time a few Colorado transit agencies had hired lobbyists and made individual requests with some success. The Coalition has evolved and grown from that first request. Today, a total of twenty - nine agencies request 5309 Bus and Bus Facility funds for FY 2007. Discussion: CASTA will enter into an agreement with a Washington D.C. based public affairs and governmental relations consulting firm, to provide transportation funding consulting services on behalf of the Colorado Transit Coalition for the FY 2007 funding cycle. The approximate cost to the Colorado Transit Coalition for their representation is $145,000 of which the Town of Avon will pay an allocated share once the final cost is determined. The town's cost is budgeted ($4000) in the 2006 Transportation Budget. All section 5309 FTA funds are awarded on an 80/20 basis. Eighty percent funded by FTA and twenty percent funded locally. The town's request is for $1,440,000 of which FTA would fund $1,152,000 and $288,000 funded locally. The total amount requested by the Colorado Transit Coalition is approximately $57,000,000, which includes the town's request of $1,152,000. Attached is a copy of the town's submittal to CASTA listing the equipment requested in the FY 2007 application. Financial Implications: The Town of Avon would be able to continue to fund the purchase of new buses with 80% Federal money and 20% general fund money. Recommendation: The recommendation is to approve the request by the Town of Avon, Department of Transportation for FTA 5309 funding of $1,152,000 with a local match of $288,000 for FY 2007. Alternatives: The agreement could not be approved. The Town of Avon would not receive the Federal Transportation Administration revenue for capital equipment. Proposed Motion: Move to approve the CASTA Agreement for fiscal year 2007 FTA Funding Request. AGREEMENT FOR 2007 APPROPRIATION REQUEST This agreement is entered into by and between the Colorado Association of Transit Agencies (CASTA), a Colorado nonprofit corporation and each of the members of the Colorado Transit Coalition requesting 2007 appropriation for 5309 bus and bus facilities funding, which members are listed on Exhibit A, attached hereto and incorporated herein by this reference (referred to collectively as the "members "). Whereas, CASTA is a nonprofit trade association located in Denver, Colorado and represents Colorado transit agencies, and Whereas, the Federal Transit Administration (FTA) provides capital funding to transit agencies under the Capital Program (49 U.S.C. Section 5309) Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users, or "SAFETEA -LU ", and Whereas, a number of Colorado transit agencies are desirous of obtaining a statewide congressional earmark for the federal Fiscal Year 2007, under Section 5309 for bus and bus related capital purchases, and Whereas, those Colorado transit agencies seeking U.S.C. 49, Section 5309 funding have affiliated as a nonprofit unincorporated association, known as Colorado Transit Coalition (Coalition), and have agreed that CASTA will act as a coordinator for the Coalition in seeking U.S.C. 49, Section 5309 funding, and Whereas, CASTA has entered into an agreement with a Washington D.C. based public affairs and governmental relations consulting firm, to provide transportation funding consulting services on behalf of the Coalition. Now therefore, CASTA and each of the Coalition members agree as follows: 1.Term of Agreement. The term of this agreement shall be from January 1, 2006 through December 31, 2006. 2. Membership. Membership in the Coalition will be open to any Colorado transit agency that provides services which qualify for U.S.C. 49, Section 5309 Bus funding. Members who sign this agreement may not request U.S.C. 49, Section 5309 Bus and Bus Facilities appropriation funding either independently or with any other group. While a multi -year effort is anticipated, members may participate on an annual basis dependent on the individual member's capital needs. Members who do not request in a particular year will pay the flat rate portion of the dues, approximately $905, outside of this agreement. 3. Members' Capital Requests. The members' capital requests shall be handled as follows: a. Each member shall submit to CASTA by December 2, 2005 its final capital request, in a form acceptable to CASTA and consistent with the capital request amount set forth on Exhibit A for that member. CASTA shall then compile the capital requests into a statewide request document to be presented to Congress for consideration. All capital requests (as listed on Exhibit A) must be supported by accurate, current planning documents. The member must verify that matching funds are available to support a grant in the fiscal year it is available. The Colorado Department of Transportation and /or the Federal Transit Administration, as appropriate, will review the planning documents for each member to assure that projects are capable of being obligated within Fiscal Year 2007, prior to submittal of the request to Congress in 2006. b. If a member requests an addition or reduction to a capital request, the impact upon other members will be considered prior to any changes being approved by the Coalition members. A member will not be required to decrease a request that would place that member in the position of lacking sufficient funds to obtain usable units of equipment. For purposes of this agreement a usable unit of equipment will be as defined in the individual applicant's request. c. Fifteen percent of all funds earmarked for the CTC will be taken off the top and distributed equally among all the participants. d. The amount of the federal discretionary earmark for the Colorado Transit Coalition for 2007 published in the Federal Register will determine the way the funding is distributed. Refer to attached Exhibit A. If the 2007 Colorado Transit Coalition 5309 bus earmark is less than $7 Million, 70% of the funding will be distributed to the vehicles group and 30% to the facilities group. If the earmark is $7 Million or above, 60% of the funding will be distributed to the vehicles group and 40% to the facilities group. e. Following distribution of the initial 15% of funding, and determination of the split between the vehicles group and the facilities group as specified in section 3d above, the group requesting vehicles, equipment and facilities under $1M federal funding will divide its share of the final U.S.C. 49, Section 5309 bus allocation based on a calculated rate proportionate to each member's capital request. No agency shall receive more than its original federal request. The bus and bus related allocation amounts will then be adjusted, as appropriate, to assure that each coalition member receives no more than the agency request, but an amount sufficient to obtain usable units of equipment by consensus of the Coalition members. Following distribution of the initial 15% of funding, and determination of the split between the vehicles group and the facilities group as specified in section 2 3d above, the group requesting facilities (over $1M federal) will divide its share of funding of the final U.S.C. 49, Section 5309 bus allocation based on a calculated rate proportionate to each member's capital request. No agency shall receive more than its original federal request unless the full coalition membership approves. For Example: Assuming that the allocation of funding is $9Mfor 2007. 15% of $9,000,000 ($1,350,000) will be divided equally among all the transit agencies in both groups. That is $46,552 will be allocated to each participant ($1,256,697/29). 60% of the remaining $7,650,000 ($4,590,000) will be distributed to each agency in the vehicles group according to the percentage of each agency's total request as shown on Exhibit A. For the Facilities group members signing this agreement, 40% of the $7,650,000 ($3,506,897), will be allocated according to the calculated rate proportionate to each member's capital request. Any overage of funding in the facilities group will be redistributed to the vehicles etc. group. f. Each coalition member in the 2007 annual request agrees to pay to CASTA, an equal amount of fifteen percent of the $175,000 administrative and consultant fees (e.g. 1/29 of $26,250 = $905). Members of the vehicles group will then pay their calculated rate on the remaining 60% of fees ($89,250) while the Facilities Group members pay a calculated rate on the remaining 40% percent of fees ($59,500) based on the percentage of the Statewide Request attributable to that member's capital request as set forth in Exhibit A. The payments shall be made to CASTA in no more than four equal installments, upon execution of this Agreement or after February 1St, April 1St, July 1St and October 1St g. Within the Facilities Group (those asking for facilities of over $1 Million federal share) it is expected that projects will be phased over a multi -year period, with a goal of completing each project within three years. Agencies in their third or final year of participation will be favored over those in the 1St and 2nd years so that the total request can be completed within the 3rd or final year. Where this arrangement is untenable due to a low earmark(s) the agency may remain in the facilities group for a fourth or fifth year subject to consensus agreement of the entire Coalition. For example: Agencies in their 1st and 2nd year of a facilities request will defer to the agency's) in their 3pd or final year by allowing such agency(s) to be allocated the remainder of requested funding if that is needed and reasonable. The agency(s) making this concession will recoup that funding plus its forgone share in the following year. 4. Services of CASTA. During the term of this agreement, CASTA will provide the following services: 3 a. Act as the representative of the Coalition as it seeks U.S.C. 49, Section 5309 Bus Discretionary funding. The Executive Director of CASTA will serve as coordinator of the project for the Statewide Request. b. Retain a Washington D.C. based consultant familiar with the congressional process of obtaining discretionary earmarks for the total cost not to exceed $90,000 for the 5309 bus and bus facilities Colorado Transit Coalition work, including expenses. c. Provide monthly written reports and timely communications to each Coalition member. 5. Payment to CASTA for Services. For its services during the term of this agreement, CASTA will retain from the payments received from the 2007 CTC 5309 bus and bus facilities members a total of $85,000 which amount includes all expenses to be incurred by CASTA. 6. Termination. Any party may withdraw from this agreement upon the giving of at least 30 days advance written notice to the other participants. 7. Appropriation of funds. The financial obligations of any participant in this Agreement which is a governmental entity subject to the direct or indirect financial obligation restrictions of the Colorado Constitution, Article X, Section 20(4)(b), or that government's local restrictions on contract appropriations, shall be subject to the appropriation and availability of funds in accord with Colorado and local law. S. Addresses and Telephone Numbers. The name and address of each member is listed on Exhibit A. The name, address, and telephone number of CASTA is: Colorado Association of Transit Agencies (CASTA) Attn: Jeanne J. Erickson, Executive Director 1580 Lincoln Street, Suite 780 Denver, CO 80203 Tel: (303) 839 -5197 Email: jeanne@coloradotransit.com 9. Signatures. The parties agree that this Agreement may be signed in counterparts with CASTA to retain the original signatures of all parties. Dated: January 16, 2006. Colorado Association of Transit Agencies, a Colorado nonprofit corporation M George Krowzof[ President Colorado Association of Transit Agencies : Organization_ zwozne: Date: COLORADO ASSOCIATION OF TRANSIT AGENCIES Colorado Transit Coalition (CTC) For Federal Transit Administration (FTA) Capital Program for Bus (U.S.C. 49, Section 5309) FY 2007 Discretionary Fund Request AzencyName: Town of Avon Contact Name: Jane Burden Tel: 970 - 748 -4120 Fax: 970 - 845 -8589 Email: iburden @avon.org Mailing Address: P.O. Box 1726 City Avon, Co. ZIP 81620 Responsible Government Entity Funds must be received by a government entity. If your transit agency is a private non - profit, a city or county must receive and disburse the funds. Therefore, they must agree to this request. Name the responsible entity and official(s). Town of Avon, Mayor Project Description: Must be 'ready to go'- Obligated Under Signed Contract Fiscal Year 2007 (Between October 1, 2006 and September 30, 2007) Project t Supported by: Current Transportation Development Plan (TDP)? Yes Transportation Planning Region (TPR) or MPO Name Attach a copy of the TPR or MPO Ranking of Project (if applicable) 2007 Request Listed in the Statewide Transportation Improvement Plan (STEP)? Yes FY 2007 Total Capital Request: (Federal and Local Dollars) $ 1,440,000 Vehicles: (Attach a printout listing description, age, mileage and estimated year of replacement of agency vehicles and spare ratio calculation.) Description of Request: 35 ft. Transit Coach Number: One 1 Unit Cost: $ 350,000 Replacement X Expansion Equipment: Description: GPS System Cost: $ 325,000 Replacement Expansion X Facility: Description: Covered Bus Barn Exact Address of Facility to be constructed: _ Total Cost: $ One (1)g $765,000 Replacement Expansion X Estimated Cost by Funding Source: Federal: 80% $ 1,152,000 Local: 20% $ 288,000 Source of Local Funds: Town of Avon General Fund TOWN OF AVON, COLORADO REGULAR COUNCIL MEETING FOR TUESDAY, JANUARY 10, 2006 AVON MUNICIPAL BUILDING, 400 BENCHMARK ROAD PRESIDING OFFICIALS MAYOR RON WOLFE MAYOR PRO TEM TAMRA NOTTINGHAM UNDERWOOD COUNCILORS DEBBIE BUCKLEY KRISTI FERRARO MAC MCDEVITT AMY PHILLIPS BRIAN SIPES TOWN STAFF TOWN ATTORNEY: JOHN DUNN TOWN CLERK: PATTY MCKENNY TOWN MANAGER: LARRY BROOKS ASSISTANT TOWN MANAGER: JACQUIE HALBURNT THIS MEETING IS OPEN TO THE PUBLIC; COMMENTS FROM THE PUBLIC ARE WELCOME ESTIMATED TIMES ARE SHOWN FOR INFORMATIONAL PURPOSES ONLY, SUBJECT TO CHANGE WITHOUT NOTICE PLEASE VIEW AVON'S WEBSITE, HTTP: / /WWW.AVON.ORG, FOR MEETING AGENDAS AND COUNCIL MEETING MATERIALS AGENDAS ARE POSTED AT AVON MUNICIPAL BUILDING AND RECREATION CENTER, ALPINE BANK, AND CITY MARKET THE AVON TOWN COUNCIL MEETS ON THE SECOND AND FOURTH TUESDAYS OF EVERY MONTH WORK SESSION AGENDA MEETING BEGINS AT 12 PM 12:00 PM —1:00 PM 1. EXECUTIVE SESSION (John Dunn, Town Attorney) Executive session pursuant to CRS 24- 6- 402(4)(b), conference with attorney for the local public body for the purpose of receiving legal advice on specific legal questions, includes discussion on the Gates project and a liquor licensing matter, and CRS 24-6 - 402(4)(e), determining positions relative to matters that may be subject to negotiations; developing strategy for negotiations; and instructing negotiators, includes discussion on Buffalo Ridge Housing Project and the Confluence. 1:00113M-1:11513M 2. APPROVAL OF WORK SESSION AGENDA & COUNCIL ASSIGNMENT UPDATES a. RICD & Whitewater Park Update (Ron Wolfe, Mayor) b. Appointments to Eagle County Housing Committee & Eagle County Regional Transportation Authority (Ron Wolfe, Mayor) Council Committee Appointments included 1:15 PM — 3:00 PM 3. Review of Avon's Comprehensive Plan as submitted by the Planning & Zoning Commission (Rebecca Leonard, Design Workshop) Review of discussion held at 12/13/05 meeting and additional topics identified 3:00 PM — 3:30 PM 4. Capital Improvements Update & Review (Norm Wood, Town Engineer) a. Transportation Center — Schematic Design Update — Review of drawings that include a conceptual outline for wayfinding signage guiding principals, lighting and safety railing concepts, site landscaping concepts, and transit shelter concepts b. Swift Gulch Road Bike path — Extension Preliminary Design — Review of plans to extend the bike path Avon Council Meeting.06.01.10 Page 1 of 4 TOWN OF "ON, COLORADO REGULAR COUNCIL MEETING FOR TUESDAY, JANUARY 10, 2006 AVON MUNICIPAL BUILDING, 400 BENCHMARK ROAD WORK SESSION AGENDA CONTINUED 3:30 PM — 4:00 PM 5. Eagle Valley Alliance for Sustainability (Matt Scherr, Director) Review of goals & objectives for this organization with a request for funding, review of initiatives for sustainable community practices for Avon 4:00 PM — 5:25 PM 6. Review of Draft "Town Center West Market Investigation" as submitted by Design Workshop (Chris Kiley, Rebecca Zimmerman, Design Workshop) Review of recommendations regarding the market investigation conducted by Design Workshop 5:25 PM 7. ADJOURNMENT Avon Council Meeting.06.01.10 Page 2 of 4 jj To: Honorable Mayor and Town Council From: Patty McKenny, Town Clerk Date: January 6, 2006 Re: Council Assignments Summary: Attached is a 2005 listing of Council Committee assignments. Discussion regarding this topic will take place under Committee Updates led by Mayor Wolfe. Both the Eagle County Housing Committee & ECO Board requires formal appointments for 2006. TOWN OF AVON 2005 COUNCIL ASSIGNMENTS BE Assigned Area Council I Staff Assignments Liaison With Other Governments & Organizations, i.e. Cast and 1-70 Group Town Manager, Mayor and Mayor Pro Tem ECO Board Ron Wolfe, Alt: Kristi Ferraro Community Development Brian Sipes, Kristi Ferraro, Chris Evans, Chris Green 3reen Legal Subcommittee Tamra Nottingham Underwood, Kristi Ferraro, John Dunn Comp Plan Steering Committee Mac McDevitt, Brian Sipes, Amy Phillips Village At Avon Liaisons I Mayor, Town Manager Marketing: ABA, VVCTB, Cooperative Marketing WIBC, Others Amy Phillips, Mac McDevitt NWCCOG Kristi Ferraro --TUnderwood UERWA Debbie Buckley, Alt: Tamra Nottingham Home Buyer's Assistance Committee (HBAC) Tamra Nottingham Underwood ----Debbie Channel Buckley, Alt: Amy Phillips Open Space Committee (OSAC) Ron Wolfe, Alt: Brian Sipes Eagle County School District Tamra Nottingham Underwood Avon Arts Council Ron Wolfe, Tamra Nottingham Underwood Eagle River Watershed Council Group monitoring Eagle River Zinc Standards Brian Sipes, Tambi Katieb/staff Printed on 1/6/2006 Memorandum Design Workshop, Inc. Landscape Architecture To: Avon Town Council Land Planning Urban Design From: Rebecca Leonard Strategic Services Via: Tambi Katie ,' eidemann Date: January 3, 2006 Project Name: Avon Comprehensive Plan Project #: 3555 Subject: Meeting Agenda for January 10 The January 10 work session agenda is as follows: I. Village at Avon 30 minutes II. Building Height 20 minutes III. View Corridors 20 minutes IV. FLUM & Plan Organization 20 minutes Find the following information attached: • Updated Future Land Use Map • Memo on Building Heights • Updated Urban Form Policies • Urban Form Diagrams Also, please bring your copy of the Comprehensive Plan for reference during the discussion. DESIGNWORKSHOP Asheville • Aspen • Denver • Park City • Phoenix • Santa Fe • Tahoe • Santiago • Sao Paulo 120 East Main Street, Aspen, Colorado 81611 • (tel) 970 - 925 -8354 • (fax) 970 - 920 -1387 www. des ignworkshop.corn FACouncil\MEMOS\2006 \011006 - TC agenda COMP PLAN.doc The Two Dilemmas 1. Do Building Heights Belong in the Comprehensive Plan? How far do we go with an advisory document towards regulating building height? How far is enough to give developers direction, without becoming too redundant with the zoning code? 2. Are we Actually Talking About a Down Zoning? The Town Council wants lower height limits than the zoning and current approvals would allow. Shouldn't the zoning requirements be amended instead of the comprehensive plan? How will this impact the incentive for redevelopment of the Town Center Redevelopment? The Thesis If building height is used as the major design limitation, than the buildings will all end up being the same height. This is exactly what the Town Council wants to avoid. There are really four facets of building height that should be considered for each project. The combination of these four items helps achieve the desired height of the buildings: Town Form: By using diagrams and sections to illustrate the desired urban form, we can keep the concept of urban form without including redundant height limits in the comprehensive plan. (COMP PLAN) Bulk: By recommending the use of floor area ratios as the major dimensional limitation in the zoning code, we can put the steps together to minimize the bulk of buildings. (ZONING CODE) Enjoyment of the Space: By using qualitative sentences such as "Site buildings of various sizes along the street edge to maximize sun exposure, protect views, and break up building bulk" we can protect the qualities of the space without using a standard height limit. (COMP PLAN) Density: The Town Council has already determined densities for the entire town and requested that they be put on the future land use map. They largely comply with the zoning code. (ZONING CODE or BOTH) DESIGNWORKSHOP Asheville • Aspen • Denver • Park City • Phoenix • Santa Fe • Tahoe • Santiago • Sao Paulo 120 East Main Street, Aspen, Colorado 81611 • (tel) 970 - 925 -8354 • (fax) 970 - 920 -1387 www.designworkshop.com C: \Documents and Settings \tkatieb\Local Settings \Temporary Internet Files \OLK2 \060103 - Building Height Memo.doc Memorandum Design Workshop, Inc. Landscape Architecture To: Avon Town Council Land Planning From: Rebecca Leonard Urban Design Strategic services Via: Tambi Katieb, Ericeidemann Date: January 3, 2006 Project Name: Avon Comprehensive Plan Project #: 3555 Subject: Building Heights The Two Dilemmas 1. Do Building Heights Belong in the Comprehensive Plan? How far do we go with an advisory document towards regulating building height? How far is enough to give developers direction, without becoming too redundant with the zoning code? 2. Are we Actually Talking About a Down Zoning? The Town Council wants lower height limits than the zoning and current approvals would allow. Shouldn't the zoning requirements be amended instead of the comprehensive plan? How will this impact the incentive for redevelopment of the Town Center Redevelopment? The Thesis If building height is used as the major design limitation, than the buildings will all end up being the same height. This is exactly what the Town Council wants to avoid. There are really four facets of building height that should be considered for each project. The combination of these four items helps achieve the desired height of the buildings: Town Form: By using diagrams and sections to illustrate the desired urban form, we can keep the concept of urban form without including redundant height limits in the comprehensive plan. (COMP PLAN) Bulk: By recommending the use of floor area ratios as the major dimensional limitation in the zoning code, we can put the steps together to minimize the bulk of buildings. (ZONING CODE) Enjoyment of the Space: By using qualitative sentences such as "Site buildings of various sizes along the street edge to maximize sun exposure, protect views, and break up building bulk" we can protect the qualities of the space without using a standard height limit. (COMP PLAN) Density: The Town Council has already determined densities for the entire town and requested that they be put on the future land use map. They largely comply with the zoning code. (ZONING CODE or BOTH) DESIGNWORKSHOP Asheville • Aspen • Denver • Park City • Phoenix • Santa Fe • Tahoe • Santiago • Sao Paulo 120 East Main Street, Aspen, Colorado 81611 • (tel) 970 - 925 -8354 • (fax) 970 - 920 -1387 www.designworkshop.com C: \Documents and Settings \tkatieb\Local Settings \Temporary Internet Files \OLK2 \060103 - Building Height Memo.doc Conclusions and Proposed Changes It is recommended that the following changes are made to the proposed comprehensive plan that address all four of the facets of building height as listed above. Please see the following attachments: 1. Updated Future Land Use Map 2. Updated Urban Form Policies 3. Diagrams of Desired Urban Form Page 2 Town District Planning Principles, B. Urban Form Goal B.1: Promote a compact community form. o _; ;t t i s f- ..rte._ �x f Poo x r,l PON t • ,r; Policy B.1: t •:._development within the Town Center ..� w readily accessible to and otherwise integrated with existing retail areas and transit service routes. Policy 6.1.: Require that development �in the Town Center District, include,, vertically mixed uses. PoNcy 7, P in t Town of Avon Comprehensive Plan Page 73 Deleted: 1 Deleted: Encourage medium and high - intensity Deleted: to mfill locations Deleted: that are Deleted: 2 Deleted: be at an appropriate density and Town District Planning Principles 4 - � , , Policy B.1.. Locate uses that generate traffic Deleted: 3 to areas near transit facilities or shared parking facilities to minimize automobile travel and "re- parking" within the same area. Policy 13.1.r ,_: Encourage redevelopment and Deleted: 4 revitalization of currently outdated, rundown, or otherwise neglected areas. Goal B.2: Provide a distinct physical and visual separation between Avon and its surrounding communities that preserves the natural beauty of the surrounding mountains and the Eagle River valley. Policy B.2.1: Inventory, analyze and prioritize lands adjacent to the developed portions of the Town, particularly developable open space, steep slopes, drainage corridors, ridgelines, river frontage and other environmentally sensitive areas, for possible acquisition and/or preservation as open space or other public purposes in order to maintain Avon's visual identity. Policy B.2.2: Maintain the Eagle River as a valued resource in accordance with the Eagle River Watershed Plan. Policy B.2.3: Encourage cluster style development in areas of less density to promote creative and efficient site design that avoids impacts on environmental resources and augments open space. Town of Avon Comprehensive Plan Page 74 I O L� z 0 z 0 C) M 0 M W fi z 0 U ul co U) cr) 0 x U ZD 0 Ix 0 z • r 4) (A M 160. LL w Z-+- � Ji L:4 I I M TO: Honorable Mayor and Town Council Thru: Larry Brooks, Town Manager �i Fi0111: Norman Wood, town Engineer Date: January 4, 2006 Re: Transportation Center - Schematic Design Update Summary: Design Workshop submitted the attached schematic design drawings (Exhibit A) for Council Review and input. These Drawings include a conceptual outline for Wayfinding Signage Guiding Principals, lighting and safety railing concepts, site landscaping concepts and transit shelter concepts (Exhibit B). The materials include alternate concepts for Bus Stop Identification Signage, Landscape Materials & Planting Layouts and Transit Shelter Designs. Steven Spears will be present at the Council Work Session to present and discuss the various alternates. The purpose of this discussion will be to receive feedback from the Council with respect to the various alternates prior to proceeding with the development of final project design. Discussion: Council input and feedback from this discussion will be incorporated into the final schematic design. We anticipate this will be presented to Council at the Council Work Session on January 24, 2006. We also anticipate that Design Workshop will submit a revised proposal for design services based on this schematic design for consideration at the regular Council Meeting on that date. Tentative Project Schedule: Schematic Design (30% Complete) 1/24/06 Revised Final Design Proposal (Approved) 1/24/06 Design Development Drawings (60% Complete) 3/14/06 Construction Documents & Specifications (95% Complete) 4/25/06 Bid Documents & Advertise for Bids (100% Complete) 5/11/06 Open Construction Bids 6/02/06 Award Contract 6/13/06 Construction 7/10/06 through 10/10/06 L \Engineering \C[P \Transportation Center\3.0 Design\3.1 CorrespondenceASchematic Design Memo.Doc Recommendation: Council should be prepared to provide feedback and direction to provide guidance to Design Workshop to finalize the design for the Transportation Center. Town Manager Comments: Attachments: Exhibit A: Wayfinding Signage Guiding Principles & Site Layouts - 12 Pages Exhibit B: Transit Shelter Alternatives - 4 Pages I:AEngineering \C[P \Transportation Center\3.0 Design\3.1 CorrespondenceASchematic Design Memo.Doc 2 @ .� � $ CL � m Ll- m c 0 m » � c � � 4) -C � $ c 2 � � .tm ■ $ � Q � E @ � Q � � c m � � @ c � � c 0 � � � } } \�} iLw-,jZ x w W W �-2 0 <C 0) t C� v tl! �try� z x w W W �-2 0 <C 0) t C� v tl! �try� � � \ 4 � $ CL (n m C � � \ m � E � � � � � � � » c � � � .� @ g � � � E q � U U) � � c A � \ � O +\\ � � I 5 Avon Transit Center Wayfinding Signage Guiding Principles • A simple and clear identification system using numerals at each transit stop. • Contemporary interpretation of historic signing elements, forms and precedents inspired by "Main Street." • More Civic than Urban. • Timeless. Contemporary. Clean. • Layered. Signing elements can be added to posts, etc. • "Enhanced Colorado Native" warm materials and colors. • Own a "Signature" Color. Distinctive color reinforces Transit Center area Identity. • A component of the site sign program for Avon Town Center West. 11*1 ICI LTI E M 9 Not to Scale AN[YESCALATORACCESS GRADE CROS38ING C *11CU M1,1111 OU M661 I IC I ELEVATION: Bus Stop I.D. (flag mount alternate a) SCALE: 1/2 " =1' -0" ELEVATION: Bus Stop I.D. (flag mount alternate b) Alternate Identification numeral SCALE: 1/2 " =1' -0" Bus Stop Identification on light post standard - Option 1 (Stops 5,6) 1 31 ELEVATION: District event banner-alternate a ELEVATION: Bus Stop I.D. (transit center banner-alternate b) SCALE: 1/2"=1'-0" SCALE: 1/2"=V-0" Bus Stop Identification banner(s) on light post standard-Option 2a (Stops 5,6) DESIGNWORKSHOP m ELEVATION: Bus Stop I.D. (Railing Option) SCALE: 1/2"=V-0" Bus Stop Identification banner(s) on light post and railing-Option 2b (Stop 4 only) DESIGNWORKSHOP A ELEVATION: Bus Stop I.D. SCALE: 112"=1'-0" Bus Stop Identification banner(s) on simplified post-Option 2c (Stops 1,2,3) DESIGNWORKSHOP ELEVATION: Bus Stop I.D. SCALE: 1/2"=1'-0" Bus Stop Identification banner(s) overhang mounted-Option 2d (Stops 1,2,3) DESIGNWORKSHOP ELEVATION: Bus Route Map SCALE: 1"=V-0" Bus Route Map and informational sign Wall Mounted 111 *1 lei I 5¢ a PLANT LIST PLANTING SCHEDULE ' _J I.._.t� s LU BOTANICAL NAME COMMON NAME s 3: 9 0 0 Z- • DECIDUOUS TREES • • platenddea N—M Maple _.. EP OA— F—In. pennaytvenlea'Patmom' PaNPoro Amt " _.. SHRUBS AND PERENNIALS '7!T A— gnnala 'CompeaW Dwan Amur Maple Cohmmmerhodsonla®s Rock Cmonaeater ' D Caw sbknff— •ieene isa dl Das•+vod _.. _ • _ YG''� Junlnnum as *. •Sunero• BIAT w JUnipar .. Pmwaue mdd+rao. Rmein Saaa _.. _.... 1.11 / a Roes had-W Hanson Roae Spheeajeponira' Lkae Prkmeee' Ldtla PrinceasS pkee ..... __ ._.... .... Synnpa mxt, •PBHbhr' DwaA Komen Ulae ... GRASSES 1.2 AndmPOgun HermrW BI; Sum w. '.. 0 Afar nowba/pY AUdmY Audmy Fell Amer ;" • E a. C—W-'u n Ift Zagreb' Zagreb Coteop- Heme —eft Happy RmWns' Happy RIAU— Dayllly Hemem -No Rad MeW Had Magi. Deylay . ,! ,.• .- : - :,i Levanow. 9ngumH . munmead' Engiiah Lavarlder Sahheohydam -w-dmn LHtle Blueatem SITE DETAIL KEYNOTES: _ t.o PAVEMENTS RAMPS CURBS f 1.1 BRICK PAVERS ii . ` „ Y •�' 12 SCORED COLORED CONCRETE 1.3 STONE BANDING 1.4 CONCRETE CURBeGU11ER __. . • 3 .. ',.. - . " 1.8 CONCRETE VALLEY PAN ti .. .. -i 1.8 SOLLARD 1.7 STONE FORM 1.9 GUARDRAIL FENCE 1.10 LIGHTING 1.11 TRANSIT STOPLIGHT E >< e Y - �. 11 5¢ i DESIGNWORKSHOP Landscape Architecture . Land Planning Urban Design . Tourism Planning Aspen. Denver. Jackson. Park City. Sao Paulo. Santa Cm - Santa Fe. Santiago. Tempe. Lake Tahoe. Vag 120 East Main Street Aspen, Colorado 81611 (970 }925 -8354 Facsimile (970) 920 -1387 W W W.D E I G N W ORKS H O P.0 OM a _J I.._.t� s LU s 3: 9 0 0 Z- • s • • EP D e 1.11 1.3 1.2 0 3 • E a. P� i DESIGNWORKSHOP Landscape Architecture . Land Planning Urban Design . Tourism Planning Aspen. Denver. Jackson. Park City. Sao Paulo. Santa Cm - Santa Fe. Santiago. Tempe. Lake Tahoe. Vag 120 East Main Street Aspen, Colorado 81611 (970 }925 -8354 Facsimile (970) 920 -1387 W W W.D E I G N W ORKS H O P.0 OM ISSUE DATE: 10/01/08 REVISIONS 1 1001 -2008 SCHEMATIC DESIGN DRAWN: SSIDC REVIEWED: SS PROJECT NUMBER 3887 Materials & Planting Series SHEET NUMBER S OCOPYRIOHT DEaIGNwURRe HOP. $No. LU s LU s 3: 9 0 0 Z- • s • • ISSUE DATE: 10/01/08 REVISIONS 1 1001 -2008 SCHEMATIC DESIGN DRAWN: SSIDC REVIEWED: SS PROJECT NUMBER 3887 Materials & Planting Series SHEET NUMBER S OCOPYRIOHT DEaIGNwURRe HOP. $No. d g�§ R DESIGNWORKSHOP Landscape Architecture . Land Planning Urban Design . Tourism Planning Aspen . Denver. Jackton. Park City . Sao Paulo. Santa Crra:. Sane Fe. Santiago . Tempe. Lake Tahoe. Vail 120 East Main Street Aspen, Colorado 81611 (970 }925 -8354 Facsimile (970) 920 -1387 W W W. D E S I G N W O R K S H O P. C O M ses _) W W W I- DRAWN: SS/DC REVIEWED: SS OPTION 2 PROJECT NUMBER: 3887 Materials & Planting Series SHEET NUMBER QCaPYRIaxT aEelaNWOnKe HOP, INC. ~ W o W ga 0) o Z Z v 'a O Z 0 Z 'a 0 Q ISSUE DATE: 10/01106 REVISIONS 1 10-01 -2008 SCHEMATIC DESIGN DRAWN: SS/DC REVIEWED: SS OPTION 2 PROJECT NUMBER: 3887 Materials & Planting Series SHEET NUMBER QCaPYRIaxT aEelaNWOnKe HOP, INC. ' I .-A T— Le I— Lane Gutter Bw Bay c- s— G— BENCHMARK ROAD OPTIONS 182 SECTION A-A' T— E,—!,,, hwn P. (1n d—) Bus Bay bi' otYmta BENCHMARK ROAD OPTIONS 182 SECTION B-B' Cuba Travel (aria Travel Lane Gul�r p »n Bus Bay c- s— a..— Gutter BENCHMARK ROAD TRANSIT STOP OPTIONS 182 SECTION D-D' sae P, a. —u- GUrba IalerW C,aba TmrelLane Travel Lyre Gutter Pen Bus Bay I,- SMeweIK TRANSIT CENTER OPTION I SECTION C-C' 5—k c- 6u. Bey & I.— C.— T-1— T,M L.- 0.— Bus y G—, Gumr TRANSIT CENTER OPTION 2 SECTION C-C' 0 6 10, 20' V=10,-O" f. §aa� 9 �g 0 �s DESIGNWORKSHOP Landscape Architecture • Land Planning Urban Design . Tourism Planning Aspen . Denver.Jackmn . Park City. Sao Paulo. So— Cho - Saaw Fe. Santiago. Tempe. Lake Tahoe. Pail 120 East Main Street Aspen, Colorado 81611 (970 )-925 -8354 Facsimile (970) 920 -1387 W W W. D E S I G N W 0 R K S H O P. C O M ■ ca W OC W z W V z O H z O w W I- w o v � o z o z a O ISSUE DATE: 12104/06 REVISIONS 1 4-12 -2006 SCHEMATIC DESIGN DRAWN: SS1OC REVIEWED: SS PROJECT NUMBER 3687 SHEEP NUMBER QcoPVRla Hr nE1111 RR9HOP. HC. To: Honorable Mayor and Town Council Thmm: Larry Brooks, Town Manager From: Norm Wood, Town Engineer "~ Jeff Schneider, Engineer || Date: January 4.200S Re: Swift Gulch Road Bike Path Extension Preliminary Design This memorandum ish3 provide notice that the preliminary design for the Swift Gulch Road Bike Path Extension will be presented to the Town C0uOd| at the January 10' 2806 COUO[j| Work Session. Exhibit A includes plan sheets for your review prior kj the meeting. Full-size p/8O sets will be 8V8i18b|8 at the work SeSSiOO. The project generally COnSiStS of extending the existing Swift Gulch Road bike path from the current 883teDl terminus Dear the TOvvD of Avon Public VVOrkS facility to the e8St8OQ end Of Roundabout 1 at Nottingham Road, Avon FlO8d, and the vvCS[bOUnd 1-70 off ramp. 8iDC8 a portion Of the project wU|b8|0c@U*dvvithiDth8|-7UhghLOfw8y,aCD(}T|iC8nS8GgreCmeDtiS required and 8 resolution adopting the license agreement is included in the Regular Council Meeting agenda. COOStrUCti0O of the new bike path will OCCUr roughly 8|OOg the existing dirt trail that pG[8||e|S the deer fence 8|ODg 1-70, and pGSGeG on the dOVVOhi|| side of the Ret8DUOD pond. The path will consist of 10-foOt wide asphalt surface 3-inches thick @iOp 8 6-inch base with OO84hOt wide ShOU|dSnS. EC{} trail C0Dst[u(tiOO Si8Od8[dS have been foUOvv8d for design. The entrance to the new bike path at the FOuOd@b0UUOff [8rnp will be installed immediately OOdh of the dn8iD8g8 structure 8di8C8Ot U3 the OfhrarOp and will F8qUiF8 8 8Dla|| boulder retaining vvoU OO the uphill side of the path, along with 8 UDlbe[ railing On the dOvvDhi/| side of the path. Since the entrance to the path ODCu[S within the CL)[)T right of way, CC)(lT has requested that the existing Sid8vv8|k be widened from 6-feet to 10-feet and that bicycle and p8deS(h3D traffic b9 routed across the |-70 off ramp and south 0n the sidewalk On Avon Road. As such, new sidewalk ramps will be constructed. The SCOp8 of the project also iDC/Ud8S demolition of the COOCr8t8 entry 0ODU[n8nt located 8di@C8OL to the bike path /0C8t8d approximately at Si@iiOO 5+00 8|ODg the path. The monument area will be graded and FeVeget8t8d to match the 8Un0UOdiOg area. In 8ddiUUD' only one tree, 8n8" cottonwood, iS scheduled t0be removed and transplanted 8s part Vfthe bike path construction. Location of the t[8DSp|8nb3tiOn i8 to be determined in the h8(d based OD accessibility and appearance. CADocuments and Settings\nwoodlocal Seftings\Temporary Internet Files\OLK23\Council design presentation memo 1-1 0-06.doc Exhibit A— Swift Gulch Road Bike Path Extension Plan Set Town Manager Comments: GENERAL NOTES 1. THE CONTRACTOR SHALL SCHEDULE A PRECONSTRUCTION MEETING WITH THE OWNER. COOT, ERWSD AND THE ENGINEER AT LEAST 48 HOURS PRIOR TO THE START OF CONSTRUCTION. NO CONSTRUCTION WILL BE PERMITTED PRIOR TO THE PRECONSTRUCTION MEET NG. 2. CONTRACTOR IS RESPONSIBLE FOR COORDINATING CONSTRUCTION WITH CDOT, AFFECTED UTILITY COMPANIES AND OTHER INTERESTED ENTITIES. 3. THE CONTRACTOR IS WARNED THAT CONFLICTS WITH EXISTING UTILITIES MAY EXIST. PRIOR TO BEGINNING ANY CONSTRUCTION, THE CONTRACTOR SHALL CONTACT ALL APPROPRIATE UTILITY COMPANIES FOR LINE LOCATIONS, HE SHALL THEN LOCATE ALL UTILITIES (INCLUDING DEPTH BY POTHOLING). ANY CONFLICTS WITH THE PROPOSED CONSTRUCTION SHALL BE BROUGHT TO THE ATTENTION OF THE ENGINEER SO THAT MINOR LINE OR GRADE CHANGES CAN BE MADE TO ELIMINATE ANY CONFLICTS WITH THESE EXISTING UTILITIES ALL EXISTING UTIUTIES SHALL BE PROTECTED FROM DAMAGE BY THE CONTRACTOR. DAMAGED UTILITIES SHALL BE REPAIRED BY THE CONTRACTOR AT NO EXPENSE TO OWNER. 4. CONTRACTOR SHALL OBTAIN AT HIS EXPENSE ALL PERMITS AND INSPECTIONS THAT ARE NECESSARY TO PERFORM THE WORK. PERMITS SHALL BE OBTAINED AND INSPECTIONS SCHEDULED A MINIMUM OF 48 HOURS IN ADVANCE OF CONSTRUCTION. 5. ALL CONSTRUCTION SHALL CONFORM TO MUNICIPAL, DISTRICT AND COOT STANDARDS AND SPECIFICATIONS AND BE SUBJECT TO CONSTRUCTION OBSERVATION BY THEIR REPRESENTATIVES. COPIES OF MUNICIPAL AND DISTRICT STANDARDS MUST BE OBTAINED BY THE CONTRACTOR. CONTRACTOR SHALL HAVE ONE (1) SIGNED COPY OF THE PLANS AND A COMPLETE SET OF THE CONTRACT DOCUMENTS ON THE JOB SITE AT ALL TIMES. 8. CONTRACTOR SHALL NOT SCALE DRAWINGS FOR CONSTRUCTION. ANY MISSING DIMENSIONS OR DISCREPANCIES IN PLANS. FIELD STAKING OR PHYSICAL FEATURES SHALL BE BROUGHT TO THE ATTENTION OF THE ENGINEER. IF CONTRACTOR PROCEEDS WITH THE WORK WITHOUT NOTIFYING THE ENGINEER, HE DOES SO AT HIS OWN RISK. 7. IF CONSTRUCTION DOCUMENTS ARE UNCLEAR, OR IF ERRORS OR DISCREPANCIES ARE DISCOVERED, THE ENGINEER SHALL NOT BE LIABLE IF THE CONTRACTOR OR OWNER MAKES HIS OWN INTERPRETATION OF AND /OR REVISES THE ORIGINAL INTENT OF THE DESIGN AND CONSTRUCTION DOCUMENTS 8. OBSERVATIONS OF THE WORK IN PROGRESS AND /OR FIELD TESTING PERFORMED BY THE OWNER OR ENGINEER SHALL IN NO WAY EXCUSE THE CONTRACTOR FOR DEFECTS DISCOVERED IN HIS WORK. 9. UNLESS OTHERWISE SPECIFIED OR INDICATED IN THE DETAILS OR SPECIFICATIONS, ALL DISTURBED AREAS SHALL BE COMPACTED TO 95x STANDARD PROCTOR DENSITY (ASTM 0-698). 10. COMPACTION TESTING MAY BE DONE PERIODICALLY BY THE OWNER. THESE TESTS ARE INTENDED TO PROVIDE THE OWNER A GREATER DEGREE OF ASSURANCE THAT THE CONTRACTOR IS COMPLYING WITH COMPACTION REQUIREMENTS. THE CONTRACTOR IS NOT TO RELY UPON THESE TESTS FOR FILL CONTROL, NOR ARE THESE TESTS TO BE CONSTRUED AS A GUARANTEE BY THE OWNER OF THE CONTRACTOR'S CONTRACTUAL OBLIGATION. 11. SAFETY IS THE SOLE RESPONSIBILITY OF THE CONTRACTOR. THE ENGINEER IS NOT RESPONSIBLE FOR SAFETY IN, ON, OR ABOUT THE PROJECT SITE, NOR FOR COMPLIANCE BY THE APPROPRIATE PARTY WITH ANY REGULATIONS RELA71NG THERETO. 12. THE CONTRACTOR SHALL PROVIDE ALL LIGHTS, SIGNS, BARRICADES, FLAGMEN OR OTHER DEVICES NECESSARY TO PROVIDE FOR PUBLIC SAFETY IN ACCORDANCE WITH THE CURRENT MANUAL OF UNIFORM TRAFFIC CONTROL DEVICES, INCLUDING THE STATE OF COLORADO AMENDMENTS 13. THE CONTRACTOR SHALL AT ALL TIMES KEEP A SEPARATE. FULL SET OF CONTRACT DRAWINGS MARKED UP TO FULLY INDICATE AS -BUILT CONDITIONS. SAID DRAWINGS SHALL BE PROVIDED TO INTER - MOUNTAIN ENGINEERING UPON COMPLETION OF THE WORK. AS -BUILT DRAWINGS MAY BE COMPILED BY INTER - MOUNTAIN ENGINEERING PRIOR TO FINAL ACCEPTANCE. 14. THE AREA ENCOMPASED BY THE DISTURBANCE LIMITS INDICATED ON TEH PLANS IS LESS THAN ONE ACRE. THUS AN NPDES PERMIT FROM THE STATE IS NOT EXPECTED TO BE REQUIRED. HOWEVER, SEDIMENT AND EROSION CONTROLS SHALL BE INSTALLED AS SHOWN ON THE DRAWINGS AND MAINTAINED AS NECESSARY TO MEET TOWN OF AVON STANDARDS. 15. DISTURBED AREAS SHALL BE REVEGETATED IN A TIMELY MANNER WITH A MINIMUM OF 4 Of OF TOPSOIL AND AN ACCEPTABLE LOCAL SEED MIX, 16. CUT AND /OR FILL SLOPES SHALL NOT EXCEED 2 HORIZONTAL FEET TO 1 VERTICAL FOOT. CUT AND /OR FILL SLOPES STEEPER THAN 3 HORIZONTAL FEET TO 1 VERTICAL FOOT SHALL BE STABILIZED USNG AN APPROPRIATE, APPROVED TEMPORARY EROSION CONTROL FABRIC. 17. CONSTRUCTION STAKING SHALL BE PERFORMED BY A COLORADO LICENSED PROFESSIONAL LAND SURVEYOR. 18. ALL WORK DONE IN HIGHWAY RIGHT -OF -WAY SHALL CONFORM TO THE LATEST CDOT STANDARD SPECIFICATIONS FOR ROAD AND BRIDGE CONSTRUCTION. COPIES OF THE STANDARD SPECIFICATIONS MUST BE OBTAINED BY THE CONTRACTOR. 19. THE CONTRACTOR WILL NOTIFY UTILITY COMPANIES AND REQUEST FIELD LOCATIONS BEFORE THE START OF CONSTRUCTION. THE CONTRACTOR SHALL THEN POTHOLE ALL UTILITY CROSSNGS AND COORDINATE WITH UTILITY OWNER PRIOR TO BEGINNING OF CONSTRUCTION. IF CONFLICTS EXIST, CONTRACTOR SHALL COORDINATE WITH UTILITY OWNER AND NOTIFY THE ENGINEER AND THE OWNER IMMEDIATELY. ELECTRIC HOLY CROSS ELECTRIC JEFF VROOM (970- 947 -5425) 3799 HIGHWAY 82 PO DRAWER 2150 GLENWOOD SPRINGS, CO 81602 970 - 945 -5491 GAS XCEL ENERGY JIM O'NEIL PH. 262 -4003 PO BOX 1819 SILVERTHORNE, CO 80498 262 -4024 CABLE TV COMCAST CABLE MATT CONRAD PO BOX 679 SLVERTHORNE, CO 80498 97G -468 -2689 EXT. 1103 SUBCONTRACTOR - STURGEON ELECTRIC - DON SWAYNE 970- 260 -4065 TELEPHONE QWEST SCOTT CARRINGTON 921 GRANDE AVENUE GLENWOOD SPRINGS, CO 81601 970 -468 -6860 WATER A: SEWER EAGLE RIVER WATER We SANITATION DISTRICT FRED HASEE 846 FOREST ROAD VAIL. CO 81557 970- 476 -7480 PREL IMINA R Y CONS TRUC TION DRA WINGS EAGLE COUNTY, COLORADO e nivE, xnr�oxaL tonfar ,ExBxxa�n��� "n ,vfn cnEfn .E »Bx » " »" .r aEarex °+ B CON TIROL PO /NT GRASS HOPPER" e ��nT auw�aec� nxirE n�ren x "Tiox aL ronEar ._--- 7H /S PROJECT es, o1PM.t1 A °Fh n VM °hY +4n �, T x �° w e waATna (ru c1 ggaGYG deal M 1n �� `,h ,TOT, o < +B naer, az4raxatr4ane,T °`<�, L'ho "aor henea na xB. Tno i I 1 8 1 cnf[C < "0 otri L EaOY�- V" on[fi BLE" SITE BENCHMARK V1 UNI 1 Y MA P BASS OF ELEVATION: ,< _ / ooO W TOWN OF AVON / CONTROL POINT GRASSHOPPER ELEVATION • 7495.63 — — PROPERTY UNE --- - - - - -- EXISTING EASEMENT EXISTING 1' CONTOURS EXISTING 5' CONTOURS _ .. EXISTING DITCH FLOWIUNE Q EXISTING TELEPHONE PEDASTAL � EXISTING WATER VALVE TY EXISTING FIRE HYDRANT --Q- EXISTING SON O EXISTING SANITARY MANHOLE Q'> EXISTING STORM SEWER MANHOLE ' EXISTING LIGHT POLE EXISTING EDGE OF PAVEMENT EXISTING DECIDUOUS TREE ' EXISTING CONIFEROUS TREE GAS EXISTING GAS EX -SS EXISTING SANITARY SEWER ------ELEG EXISTING ELECTRIC EXISTING FENCE Ef] EXISTING ELECTIC TRANSFORMER PROPOSED EDGE OF PAVEMENT PROPOSED V CONTOURS xAt PROPOSED 5' CONTOURS CHANNEL PROTECTION —w —.v— SILT FENCE SHEET INDEX C1 COVER SHEET C2 PLAN AND PROFILE STA. 0 +00 TO 4 +00 C3 PLAN AND PROFILE STA. 4 +00 TO 10 +00 C4 PLAN AND PROFILE STA. 10 +00 TO 15 +1302 C5 DETAILS C6 DETAILS Al 6 x S W�p�1 r G .01 F__ I Z 5�5 O Q Syq O b r §4 qq Ills Ws °$$ ��ab6w<E3 0 z O Q ru X D_ W O a a � Y O Z m O U U 8 J O t� CSI O Q F- W N _.. _ - ST owaWx ST Eamcm er. SEM uATe ISANm: 12 -16-05 A�J (RIGHT) x �. d; 7 M7 i ARROW / -i ..__ ..� (RIGHn t .,..z' 7508- ..... .... ,.,.. ..... ..... .. _... .... _. .. ..... _.. __. ... .... 7506 _ .. .. 7504. ..... .. ._ . y �.. ._ .. _ - _ ._ . .. .... ... .... .... . _ �. _. -. ExlsnnG GRADE << / AT CENTERLINE ...., . . 7502 ° .... ... ... _. y .. ... s :�. 7500 ___.. BEGIN ORNSTRUGTIRN .. ....._.. .... 10' WIDE ASPHALT PATH - LOCATION AND ELEVATION LOCATION N ANDE LEV ION S ? .... ...ETA. 0 +89:21 RY SE0' L.M EXISTING SANITARY SEWER MANHOLE , TO REMAIN AS I 130 HUD BOULDER RETAINING WALL _. ../ ...... / .! .....__ ..... 7498 TACK COAT PRIOR TP'- AMNG . .. ..... ... ... .. . .. .... ........ _ .. .,,. .. _ _ ,.,. -... .. __.......__ .,, ...... ._ _.. . .. .. .... GRADE 7496, .. STA. 74, 0.3.73' R EXITING $ANITAR^ $EWER A7ANHOLE .. .. AT -' TER,F�IM LONER, RIM TO MATCb PROPOSED GRADE EX. RIM ELEV 748712 — 7494 PR RO+OB _ IM ELEV 748689 .. —' .. . ......... . . . . ... .... .. ... ... 7492. .. -^'' /. .... .. _ ......... SANITARY SEWER. /CL PATH CROSSING .. ... _. ... .. 1' MIN. / .... STA . .41 1 +78 I-FG ELE,h 749561 T.O.P. EkEV: 7488.3 7490 . y -:z:— ... _ t .. .. .. ... // .. .. _.... .......t., I \__. 7488 .. - .. FXISTING A7 BENEATH STA. 0 +31127. .. L . 7488 . 18° RCP XiNG ...... `m .. .. .. .. .. ,. � 2' MIN. INVBRT ELEV. 7486.06 7484. ' l .._ COVER 7482, SANITARY SEWER, /CL_PATH_ GROSSING STA 0+28.06 . ___. _.__.. _....._ _.___ ........ .._.. _. _. __.. .i. ....... ..__.. ....,._ F E6E.N: 748929 n ^ d,�,P T.O.P. ELEV: 7483.0 7 }B0.00 og n.., EXISTING w SANITARY EWER, BENEATH PROPOSED PAS TH .-,,, .t y� _- 46 _,° _m 0 +00 1+00 2 +00 SWIFT GULCH BIKE PATH EXTENSION CENTERLINE PROFILE WM w¢ W= r. 0 3 +00 4 +00 88 �s 11 1, sll�lla S o� °. �g y�� pgaa6� t � as�ssa W W U A� _p OC ,^ N W y` z . O t W Q O I(L Y Z DO m O LLI _ U � Y GJ9 U OI� O W OD En N >• U Q L saso 9x ST UAW Br. ST £D SEM �� eRAU 12 -16 -05 os -a� 40 I�r � C2 OF 6 .. . ... .... . .... .... .... . . . .... .... Z 10 9�! Wm pQ F x LU Q 0 a, LIJ in- Z L'i :n M 0 L) M C-> tz 0 m -i (n >: ST 1!!� S- 12-16-05 N-TICIEW I .... _ _ _ ;DISTURBANCE UM`o.,g„ 24ISTIIJG ., �3)'AI )'1 * 7.77 .... u. L �' . RCP. liy :. y^ :. %u I: EXISTING t' FOOT PROPOSED 10 LDER ASPHALT PATH,. SHOO A \s- ,• -^-�`. SNQ 757897 .. ... .... ..._ .�iNVEiRT,:, 0 H. ._.....�. 3 1 .... _ _ _ TRANSPLANT J EXISTING TREE BEGIN TIMBER BICYCLE AND PEDESTRIAN RAIL STA: 14 +35.57 OFFSET: 8.00 R ... ET 5:00 L T ..�, Flo --� ..� /�,... •,h..,. /'�� r ...Sa END TIMBER 8 ` ".. �.j.... ... __ ..:- PEDESTRIAN R. STA: 14 +98.3E OFFSET: 8.00 _ ENO BOULDER WALL • ,• �r�:' STA: 14+98.38 OFFSET: 9.00 R BOUDER WALL iW. STA: 14+35.57 OFFSET: 9.DO R GRAPHIC SCALE --(-IN FELT ) I i=h - 20 tL P<A STA . 14 +85.21 PIA ELEV . 7534.44 A.D. _ - 5.5717 PA STA . 14+21.84 K 8.00 PVi ELEV . 7531.40 ( 44.8' VC 10 +00 11 +00 12 +00 13 +00 14+00 SWIFT GULCH BIKE PATH EXTENSION CENTERLINE PROFILE WJEf. W4". r.r s �G fells o s sj m1 s 091121 Z as a� �5yg5 €� 5 �tgas�'sa p w w z �0 y✓ Z LJ 1- Imo Q Q ¢ p Y d ate° Y Z Z m w =O = m U J � J m L a o w I m rn F -- - ST mtsex 9Y: ST c�EaRm en SEM V- FmxD: 12 -18 -O5 GRAPHIC SCALE --(-IN FELT ) I i=h - 20 tL P<A STA . 14 +85.21 PIA ELEV . 7534.44 A.D. _ - 5.5717 PA STA . 14+21.84 K 8.00 PVi ELEV . 7531.40 ( 44.8' VC 10 +00 11 +00 12 +00 13 +00 14+00 SWIFT GULCH BIKE PATH EXTENSION CENTERLINE PROFILE WJEf. W4". r.r s �G fells o s sj m1 s 091121 Z as a� �5yg5 €� 5 �tgas�'sa p w w z �0 y✓ Z LJ 1- Imo Q Q ¢ p Y d ate° Y Z Z m w =O = m U J � J m L a o w I m rn F -- - ST mtsex 9Y: ST c�EaRm en SEM V- FmxD: 12 -18 -O5 CLASS 6 AGGREGATE BASE COURSE SHOULDER COMPACTED TO 95% STANDARD PROCTOR BOTTOM OF 10 1.0' 1.0' SHOU LDER 10.0' VIDE ASPHALT SHOULDER O 2% MIN SINE PATH O 2% MIN 2% CROSS SLOPE —COMPACTED TO 95% STANDARD PROCTOR SUBGRADE COMPACTED 6' CLASS 6 AGGREGATE BASE COURSE TO 9S% STANDARD PROCTOR COMPACTED TO 95% STANDARD PROCTOR TYPICAL TRAIL CROSS SECTION N.T.S. EXISTING, 5' WIDE CONCRETE WALK 7A M 4,y CONSTRUCTION JOINT SEE DETAIL 6' CLASS B FIBER REINFORCED CONCRETE PROPOSED 5' WIDENING 6' CLASS 6 BASE 8" PREPARED AND �— COMPACTED SUBGRADE t7 10' CONCRETE WALK TYPICAL SECTION NTS MIRAFI 14ON OR EQUIV. (TYP) 4' PERFORATED PVC (TYP) BOULDERS N. INTO IND (TIP) DAYLIGHT TO DRAIN (TYP) BOULDER RETAINING WALL N.T.S. 1/2" EXPANSION JOINT MATERIAL. REMOVE / 8' x 2" DEEP JOINT TOP 1" AND FILL WITH FILLED WITH POURED i/8' x 3' DEEP SAW CUT JOINT. POURED JOINT FILLER. EXPANSION JOINT FILLER __ 4_1 wr3• 6' iiI —ifT IiI— Ii1 -1Ii IiI— TI —TI —I F.XPANSLQk,JNT DETAIL CONSTRUCTION Jpp��NT DETAIL CONTRACTION JOINT N.iT.�S. * ALL CONCRETE WALKS OR PATHS LESS THAN 10' WADE SHALL BE JOINTED INTO SQUARES EQUAL 3/4" o.d. x V -4" EPDXY COATED TO THE SPECIFIED WIDTH OF THE SIDEWALK AS NOTED ON THE PLANS. FOR SIDEWALKS 6' OR SMOOTH BARS 0 12" SPACING. NARROWER, EVERY 10th JOINT (TRANSVERSE) SHALL BE AN EXPANSION JOINT. FOR SIDEWALKS WIDER HALF OF DOWEL LENGTH SHALL BE THAN 6', EXPANSION JOINTS SHALL BE PLACED 60' O.C. MAX. COATED W /AN APPROVED BOND BREAKER. ' EXPANSION JOINTS SHALL BE PLACED WHERE NEW CONCRETE ABUTS EXISTING CONCRETE. # CONSTRUCTION JOINTS SHALL BE USED AT COLD JOINTS WHERE REQUIRED BY THE ENGINEER. # ALL CURB & GUTTER, PANS, AND CONCRETE PAVEMENT SHALL HAVE CONTRACTION JOINTS SPACED AT 10' O.C. MAXIMUM (OR IN ACCORDANCE WITH THE DETAILS). EVERY FOURTH, FIFTH OR SIXTH JOINT (TRANSVERSE), DEPENDING ON SIDEWALK WIDTH AND JOINTING, SHALL HAVE AN EXPANSION JOINT. EXPANSION JOINTS IN SIDEWALK, CURB & GUTTER PANS, AND CONCRETE PAVEMENT SHALL MATCH. TYPICAL CONCRETE JOINTS NTS ROUND WOOD 1 8, (TYP') 5' (TYP.)- -Fl-- r- -5• DIA. ROUND WOOD POST (TYP.) 30' MIN. (TYP.) 8' { - -I,`CLASS B CONIC. ENCASE EVERY FOURTH l— POST AND AT EACH END NOTE. 1, 3" ALL WOOD SHALL BE PRESSURE TREATED WITH GROUND CONTACT PRESERVATIVE PER SPECIFICATIONS. TIMBER BICYCLE AND PEDESTRIAN RAILING N.T.S. SIGNS MUST MEET MUTCD REOREMENTS. 18" X 78' STOP, MUTCD Rt -I. Zr X 18' BIKE ROUTE, MUTCD DII -1. 24' X 8' END, MUTCD M4-12. SIGN DETAIL N.T.S. T.S.3 z3x 0.25' 04 ' O.C. HORIZ. FIELD WELD TO PL T.S. 2 z 2 z 0.1875• O S O.C. VERT. PROVIDE WEEPS IN TUBE AS REO'D 4' MAX '3/4" z8' x8" 4 - 1/2.4 x 0' -6• H.S CHOR DOLTS :D POSTS IN 3000 PSI CONCRETE x 2' DEEP GENERAL NOTES 1. RAILING SHALL WITHSTAND A LOAD OF 25 PSF AND /OR 200 LISS IN ANY LOCATION AND AT ANY DIRECTION. 2. PAINT POST AND RAILS /6145N BROCCOLI GREEN. 3, CONTRACTOR SHALL PROVDE SHOP DRAWINGS THAT INDICATE WELD REQUIREMENTS AND LAYOUT AND SPACING OF POSTS. STEEL TUBE BICYCLE AND PEDESTRIAN RAILING N.T.S, R SIDE CROSS SECTION VIEW OF EXISTING GROUND\ DETECTABLE WARNING WELL CURB AND GUTTER TOP OF WALL 7 TO 3' DIA MADE IN PAVER FORM WON A TRUNCATED COME SURFACE THE DOMES SHAD. BE PLACED IN A WUARE GMD' BOULDERS ".`;c'xX' 9' I 3/4' WASHED ROCK (TYP) 1 4� yrig2 DOUBLE SIDED MIRADRAIN MIRAFI 14ON OR EQUIV. (TYP) 4' PERFORATED PVC (TYP) BOULDERS N. INTO IND (TIP) DAYLIGHT TO DRAIN (TYP) BOULDER RETAINING WALL N.T.S. 1/2" EXPANSION JOINT MATERIAL. REMOVE / 8' x 2" DEEP JOINT TOP 1" AND FILL WITH FILLED WITH POURED i/8' x 3' DEEP SAW CUT JOINT. POURED JOINT FILLER. EXPANSION JOINT FILLER __ 4_1 wr3• 6' iiI —ifT IiI— Ii1 -1Ii IiI— TI —TI —I F.XPANSLQk,JNT DETAIL CONSTRUCTION Jpp��NT DETAIL CONTRACTION JOINT N.iT.�S. * ALL CONCRETE WALKS OR PATHS LESS THAN 10' WADE SHALL BE JOINTED INTO SQUARES EQUAL 3/4" o.d. x V -4" EPDXY COATED TO THE SPECIFIED WIDTH OF THE SIDEWALK AS NOTED ON THE PLANS. FOR SIDEWALKS 6' OR SMOOTH BARS 0 12" SPACING. NARROWER, EVERY 10th JOINT (TRANSVERSE) SHALL BE AN EXPANSION JOINT. FOR SIDEWALKS WIDER HALF OF DOWEL LENGTH SHALL BE THAN 6', EXPANSION JOINTS SHALL BE PLACED 60' O.C. MAX. COATED W /AN APPROVED BOND BREAKER. ' EXPANSION JOINTS SHALL BE PLACED WHERE NEW CONCRETE ABUTS EXISTING CONCRETE. # CONSTRUCTION JOINTS SHALL BE USED AT COLD JOINTS WHERE REQUIRED BY THE ENGINEER. # ALL CURB & GUTTER, PANS, AND CONCRETE PAVEMENT SHALL HAVE CONTRACTION JOINTS SPACED AT 10' O.C. MAXIMUM (OR IN ACCORDANCE WITH THE DETAILS). EVERY FOURTH, FIFTH OR SIXTH JOINT (TRANSVERSE), DEPENDING ON SIDEWALK WIDTH AND JOINTING, SHALL HAVE AN EXPANSION JOINT. EXPANSION JOINTS IN SIDEWALK, CURB & GUTTER PANS, AND CONCRETE PAVEMENT SHALL MATCH. TYPICAL CONCRETE JOINTS NTS ROUND WOOD 1 8, (TYP') 5' (TYP.)- -Fl-- r- -5• DIA. ROUND WOOD POST (TYP.) 30' MIN. (TYP.) 8' { - -I,`CLASS B CONIC. ENCASE EVERY FOURTH l— POST AND AT EACH END NOTE. 1, 3" ALL WOOD SHALL BE PRESSURE TREATED WITH GROUND CONTACT PRESERVATIVE PER SPECIFICATIONS. TIMBER BICYCLE AND PEDESTRIAN RAILING N.T.S. SIGNS MUST MEET MUTCD REOREMENTS. 18" X 78' STOP, MUTCD Rt -I. Zr X 18' BIKE ROUTE, MUTCD DII -1. 24' X 8' END, MUTCD M4-12. SIGN DETAIL N.T.S. T.S.3 z3x 0.25' 04 ' O.C. HORIZ. FIELD WELD TO PL T.S. 2 z 2 z 0.1875• O S O.C. VERT. PROVIDE WEEPS IN TUBE AS REO'D 4' MAX '3/4" z8' x8" 4 - 1/2.4 x 0' -6• H.S CHOR DOLTS :D POSTS IN 3000 PSI CONCRETE x 2' DEEP GENERAL NOTES 1. RAILING SHALL WITHSTAND A LOAD OF 25 PSF AND /OR 200 LISS IN ANY LOCATION AND AT ANY DIRECTION. 2. PAINT POST AND RAILS /6145N BROCCOLI GREEN. 3, CONTRACTOR SHALL PROVDE SHOP DRAWINGS THAT INDICATE WELD REQUIREMENTS AND LAYOUT AND SPACING OF POSTS. STEEL TUBE BICYCLE AND PEDESTRIAN RAILING N.T.S, R SIDE CROSS SECTION VIEW OF GENERAL NOTES DETECTABLE WARNING WELL CURB AND GUTTER 1. THE DETECTABLE WARKRIGS SHALL BE INSTALLED AT ApEWALKJSfREEr TRANSrtKINS. THEY sNNl F OEWImMIIE WNIlRNG W8L MADE IN PAVER FORM WON A TRUNCATED COME SURFACE THE DOMES SHAD. BE PLACED IN A WUARE GMD' L OmB AO cm AM AV,' MR 121 RYP s' 9' OF N AT THE LOWEST POINT OF THE OETECTA&E WARNING WELL DETECTABLE THE AREAS SHALL STMT A MINIMUM SmvxX WMG TRA SMON 8• Of FROM OF a INCHES FROM THE FLAW LINE OF THE CUB AND NOT BE MORE A MAXIMUM OF 8 INCHES FROM ANY CIS FIAT LIE *SHALL BE FI.EVATiON VIEW PLAN VIEW ' 'SQA . • T WARNING DETAILS 'Pd ..PWIp6 Cl YMRBIG WDL P/� i0H AS GSWA �q FOp ,LS CON�EIE 8,yp DETECTABLE WARNING AND WEU. AREA SLOPES SHALL. NOT BE STEEPER TFLAN 20:1. I m ONB .WB 6URFR ro � PdNEO YOAUDWUIIY DETAIL FOR 1 CURB 1 CURB��P P.J.. PERMISSIBLE JOINT WITH EPDXY - COATED DEFORM NO. 4 BY /8 IN. BARS CONFORMING TO AASHTO M 284 AT 18 IN, SPACING. TIE Tip MAE1B OF THE WNL BE S TRI]IOVED DRIES ST4r� DIAMDO GENERAL NOTES WAS OR m ER Cim GM 1. THE DETECTABLE WARKRIGS SHALL BE INSTALLED AT ApEWALKJSfREEr TRANSrtKINS. THEY sNNl W®RI OF rwP MADE IN PAVER FORM WON A TRUNCATED COME SURFACE THE DOMES SHAD. BE PLACED IN A WUARE GMD' A FLOW ME 9' OF N AT THE LOWEST POINT OF THE OETECTA&E WARNING WELL DETECTABLE THE AREAS SHALL STMT A MINIMUM Of FROM OF a INCHES FROM THE FLAW LINE OF THE CUB AND NOT BE MORE A MAXIMUM OF 8 INCHES FROM ANY CIS FIAT LIE *SHALL BE FI.EVATiON VIEW PLAN VIEW EGUAL IN DOME AND DETECTABLE WARNING DETAILS 80TH DIRECTONS, -M@ AMD 0071111 iWE 2 yMM OF wM6 itOW lIE ��, -�- 121 1-- A SIDEWALK RAMP TYPE 1E PLAN GENERAL NOTES 1. AVOID PLACING DRAINAGE STRUCTURES, TRAFFIC SIGNAL MIPMENT, JUNCTION BOXES, OR OTHER 08STRUCNONS IN FRONT OF RAMP ACCESS AREAS. 2 RAMP SLOPES SHAH NOT BE STEEPER THAN 12:1. THE DETECTABLE WARWNG AND WELL AREA SLOPES SHALL NOT BE STEEPER THAN 20:1. 3. WALKS SHALL NOT BE STEEPER THAN 5311 LON(NUDINNJ.Y. CROSS SLOPES ON WARS SHALL NOT EXCEED 2%. PAR OF PART OF GENERAL NOTES WAS OR m ER Cim GM 1. THE DETECTABLE WARKRIGS SHALL BE INSTALLED AT ApEWALKJSfREEr TRANSrtKINS. THEY sNNl W®RI OF rwP MADE IN PAVER FORM WON A TRUNCATED COME SURFACE THE DOMES SHAD. BE PLACED IN A WUARE GMD' A 2 TNT TOP OF THE DRAINAGE WEEP HOLE SHALL LOCATED 9' OF N AT THE LOWEST POINT OF THE OETECTA&E WARNING WELL DETECTABLE THE AREAS SHALL STMT A MINIMUM Of FROM OF a INCHES FROM THE FLAW LINE OF THE CUB AND NOT BE MORE A MAXIMUM OF 8 INCHES FROM ANY •• FLOW FT POINT ON THE FLOW LINE Of THE ES CURB. IN ALL LENGTH AND MIE WARNING AREAS BE 24 INCHES IN AND P AREA COVER THE COMPLETE WIDTH OF THE RAIP AREA ONLY. LEIT .... • • .. • 24' 3I' 4. THE DETECTABLE WARNING AREA SMALL BE INCLUDED IN THE COST OF THE CONCRETE CURB RAMP. 5. RAMP SLOPES SHALL NOT BE STEEPER THAN 12:t THE aA• 8' LBi. ro FLO/ LAE DETECTABLE WARNING AND WEU. AREA SLOPES SHALL. NOT BE STEEPER TFLAN 20:1. OR@I fiDW LIE ' (SEE NOTE 3) A G.A. WAR m W0L PLAN VIEW OF DETECTABLE— WARNING AND WELL (PAVERS NOT DRAWN TO SCALE) 8' 24' DOMES • i' 4' SNq' FOA$MXNi•• i L 3/,- OK XWW&E WEEP ME SECTION A- 1 FRONT • OF DWECTA,BLE TYPICAL CURB RAMP DETECTABLE WARNINGS N.T.S. STEEL OR 4RUNOFF APPROVED FILTER FABRIC ATTACH CONTAMINATED RUNOFF FILTERED STAKE TO APPROX. 4' X 4' TRENCH AT LEAST 1 GROUND SURFACE NOTE: SILT FENCE AND /OR HAY BALES TO BE PLACED AS NECESSARY AROUND THE PERIMETER OF THE SITE TO LIMIT SEDIMENT TRANSPORTATION. SILT FENCE DETAIL N.T.S. z O s� 0 Ea_TLP(aA `6Ra I2 I E b6w`B2 i O O X Q W 0O Z Qa < a Y O Z Fn 0 2 O U J ~ J (7 CD Q I W Vf SAWN en ST aEacm Bn SEAR r4_4mwimI,,,'.. CUT AND REMOVE t' % 2' 2• n2' SLOT IN PIPE IN CUT ACCOMMODATE ND REM CHAIN TOP VIEW TOP OF ROADWAY \ \, \ \ . BUILD EMBANKMENT\ TO HERE AND EXCAVATE - ).7 Bc IL.� VBc v TO DEPTH REQUIRED I 16" BD i 6" I \ 0.3 Bc ! BEDDING MATERIAL'- Y UMTS OF j ' OMITS OF STRUCTURE \.� \.� STRUCTURE EXCAVATION EXCAVATION IN ROCK. I"- PIPE I.D. OR SPAN PLUS 36' IN SOIL BEDDING MATERIAL FOR SOIL SHALL BE 3 IN. LOOSE THICKNESS STRUCTURE 8ACKRU. CLASS 2. BEDDING MATERIAL FOR ROCK SHALL BE 12 IN. LOOSE THICKNESS STRUCTURE BACKFILL CLASS 1. NOTE Bc IS THE OUTSIDE DIMENSION FOR DIAMETER, SPAN OR RISE. PIPE INSTALLATION (WITH 0.7 PROJECTION RATIO) GENERAL NOTES REINFORCED CONCRETE PIPE 1. MINIMUM COVER FOR REINFORCED CONCRETE PIPE IS THE PAVEMENT THICKNESS PLUS ONE FOOT. 2. FILL HEIGHTS GREATER THAN 18' MAXIMUM WILL REQUIRE SPECIAL DESIGN OF STRUCTURE. 3. PIPE DESIGN IS BASED ON SAFETY FACTOR OF 1.33 ON ULTIMATE STRENGTH. 4. THE HEIGHTS OF FILL OVER TOP OF PIPE ARE BASED ON UNIT WEIGHT OF SOIL AT 120 IBS. PER CUBIC FOOT. 5. PIPE CLASS IS DETERMINED FROM 0.01 INCH CRACK O -LOAD. & BEDDING IS CLASS B(MODIFIED) (FROM CONCRETE PIPE DESIGN MANUAL- AMERICAN CONCRETE PIPE ASSOCIATION) WITH SETTLEMENT RATIO R = 0.0 ()IEING BED). 7. CHANGES IN DESIGN FACTORS WILL REQUIRE COMPENSATING CHANGE IN PIPE DESIGN. 8. MINIMUM WALL THICKNESS DIMENSIONS ARE BASED ON AASHTO M 170 (WALL B) FOR CIRCULAR PIPE, 9. WHEN A CULVERT IS EXTENDED USING PIPE OF A DIFFERENT SIZE OR MATERW., A SHOP DRAWING OF THE CONNECTION SHALL BE SUBMITTED TO THE ENGINEER FOR APPROVAL _ L1 L2 I EXISTING GROUND `- - END SECTION L CONCRETE CULVERT WITH END SECTIONS H EXISTING GROUND L1OR L2 CONCRETE CULVERT WITHOUT END SECTIONS H = MAXIMUM HEIGHT OF FILL OVER TOP OF CULVERT, INCLUDING PAVEMENT. L 1 = LENGTH OF CULVERT TO BE MEASURED WHEN PLACED IN ACCORDANCE WITH SECTION 617 OR 624. L 2 = LENGTH OF PIPE TO BE MEASURED WHEN PLACED IN ACCORDANCE WITH SECTION 603. REINFORCED CONCRETE PIPE NTS NORTH AMERICAN GREEN CUT AND REMOVE 2- X 1/2" SLOT IN 1 /4' THICK STEEL CAP FOR LOCK TAB 1/4' THICK STEEL CAP 3' ASPHALTIC CONCRETE REUSE EXISTING 1/4' MILD STEEL CHAIN. 10' LENGTH - WELD TO BOTTOM OF i/4' STEEL. CAP 6' CLASS 6 AGGREGATE BASE COURSE COMPACTED TO 95% STANDARD PROCTOR CUT AND REMOVE 2' NODE X • "" " + ••• FULL DEPTH SLOT IN 3'0 PIPE ' .• + PRIOR TO ATTACHMENT PRECAST REIN FONCED CONIC. RINGS SUBGRADE PORTLAND CEMENT " ' •' + MORTAR BEDS SUBGRADE ANHOLE CONE + I 10' FLEXIBLE BASE ' HAND SELECT AND PLACE 1' DIA. d50 INCHES STEEL UD WITH CONNECTING CHAIN 4" PIP 24" RIPRAP 1" 12 `Y4" ACCOMMODATE CAP ROCK OVER TOP OF PIPE TO 1/4' THICK STEEL CAP- PROPOSED GRADE 4 "0 SCH. 40 STEEL PIPE SLEEVE. WELD TO 3 "0 PIPE T TOP AT 3/8" BELOW FINISHED GRADE LID- TOP VIEW PREVENT DAMAGE TO PIPE - -- T CONCRETE PAVING, THICKEN TO 12" DEPTH J- AND INSTALL EXPANSION MATERIAL 'NS it y A GRADE 9 /YR. 1/2'f STEEL R00 HANDLE i PIPE i \ 1/4" THICK LOCK 4 -, a < TAB - WELD TO 3'0 STEEL PIPE. DRILL 1/2' po'e� ° ede• okg , HOLE FOR LOCK U -BAR. 2'1 LENGTH. TO STEEL CAP 1 r•` , /V , �+ - _ 1/4' MILD STEEL CHAIN. 10" LENGTH- UNDISTURBED OR COMPACTED SUBGRADE TRANSITION TO WELD TO 4'0 PIPE X 1/4" THICK COLLAR COMPACTED CRUSHED ROCK - WELD TO 3'0 PIPE 2 FOR DRAINAGE W DEPTH EXISTING GRADE SLEEVE IN CONCRETE SECTION VIEW BOLLARD ELEVATION NOTE: ALL PIPE SECTIONS SHALL BE CONSTRUCTED OF SCHEDULE 40 STEEL PIPE AND ALL COMPONENTS SHALL PAINTED 06145N REMOVABLE STEEL BOLLARD SROCCOJ GREEN AFTER FABRICATION. N.T.S. LID- SIDE VIEW r -z" LONG, a-f SCHEDULE \ �-- I �..-.. 40 STEEL PIPE L \ I r I SCH. 40 PIPE - 2" LENGTH. H / / FRONT VIEW SIDE NEW WELD TO STEEL CAP LD z" KEY 2 -3' DIA. PROPOSED 18" RCP PIPE SLEEVE PROPOSED 18" RCP STONES 2' MIN. GALVANIZED A G INTO GROUND (TYP) LID- BOTTOM VIEW EXISTING BOTTOM OF CHANNEL 5 '0 COLLAR ROCK HEADWALL NTS 3'0 SCH. 40 STEEL PIPE S B STEE L LID N.T.S. STEEL LOCK TAB BOLLARD PLAN VIEW STEEL R. HANDLE TOP OF ROADWAY \ \, \ \ . BUILD EMBANKMENT\ TO HERE AND EXCAVATE - ).7 Bc IL.� VBc v TO DEPTH REQUIRED I 16" BD i 6" I \ 0.3 Bc ! BEDDING MATERIAL'- Y UMTS OF j ' OMITS OF STRUCTURE \.� \.� STRUCTURE EXCAVATION EXCAVATION IN ROCK. I"- PIPE I.D. OR SPAN PLUS 36' IN SOIL BEDDING MATERIAL FOR SOIL SHALL BE 3 IN. LOOSE THICKNESS STRUCTURE 8ACKRU. CLASS 2. BEDDING MATERIAL FOR ROCK SHALL BE 12 IN. LOOSE THICKNESS STRUCTURE BACKFILL CLASS 1. NOTE Bc IS THE OUTSIDE DIMENSION FOR DIAMETER, SPAN OR RISE. PIPE INSTALLATION (WITH 0.7 PROJECTION RATIO) GENERAL NOTES REINFORCED CONCRETE PIPE 1. MINIMUM COVER FOR REINFORCED CONCRETE PIPE IS THE PAVEMENT THICKNESS PLUS ONE FOOT. 2. FILL HEIGHTS GREATER THAN 18' MAXIMUM WILL REQUIRE SPECIAL DESIGN OF STRUCTURE. 3. PIPE DESIGN IS BASED ON SAFETY FACTOR OF 1.33 ON ULTIMATE STRENGTH. 4. THE HEIGHTS OF FILL OVER TOP OF PIPE ARE BASED ON UNIT WEIGHT OF SOIL AT 120 IBS. PER CUBIC FOOT. 5. PIPE CLASS IS DETERMINED FROM 0.01 INCH CRACK O -LOAD. & BEDDING IS CLASS B(MODIFIED) (FROM CONCRETE PIPE DESIGN MANUAL- AMERICAN CONCRETE PIPE ASSOCIATION) WITH SETTLEMENT RATIO R = 0.0 ()IEING BED). 7. CHANGES IN DESIGN FACTORS WILL REQUIRE COMPENSATING CHANGE IN PIPE DESIGN. 8. MINIMUM WALL THICKNESS DIMENSIONS ARE BASED ON AASHTO M 170 (WALL B) FOR CIRCULAR PIPE, 9. WHEN A CULVERT IS EXTENDED USING PIPE OF A DIFFERENT SIZE OR MATERW., A SHOP DRAWING OF THE CONNECTION SHALL BE SUBMITTED TO THE ENGINEER FOR APPROVAL _ L1 L2 I EXISTING GROUND `- - END SECTION L CONCRETE CULVERT WITH END SECTIONS H EXISTING GROUND L1OR L2 CONCRETE CULVERT WITHOUT END SECTIONS H = MAXIMUM HEIGHT OF FILL OVER TOP OF CULVERT, INCLUDING PAVEMENT. L 1 = LENGTH OF CULVERT TO BE MEASURED WHEN PLACED IN ACCORDANCE WITH SECTION 617 OR 624. L 2 = LENGTH OF PIPE TO BE MEASURED WHEN PLACED IN ACCORDANCE WITH SECTION 603. REINFORCED CONCRETE PIPE NTS NORTH AMERICAN GREEN CUT AND REMOVE 2- X 1/2" SLOT IN 1 /4' THICK STEEL CAP FOR LOCK TAB 1/4' THICK STEEL CAP 3' ASPHALTIC CONCRETE REUSE EXISTING 1/4' MILD STEEL CHAIN. 10' LENGTH - WELD TO BOTTOM OF i/4' STEEL. CAP 6' CLASS 6 AGGREGATE BASE COURSE COMPACTED TO 95% STANDARD PROCTOR CUT AND REMOVE 2' NODE X • "" " + ••• FULL DEPTH SLOT IN 3'0 PIPE ' .• + PRIOR TO ATTACHMENT PRECAST REIN FONCED CONIC. RINGS SUBGRADE PORTLAND CEMENT " ' •' + MORTAR BEDS SUBGRADE ANHOLE CONE + I 10' FLEXIBLE BASE ' 124 a ) t. PREPARE SOIL BEFORE INSTALLING BLANKETS. INCLUDING ANY NECESSARY APPUCATION OF LINE FERTILIZER, AND SEED. NOTE: WHEN USING CELL-O-SEED DO NOT SEW PREPARED AREA CELL -O -SEED MUST BE INSTALLED WITH PAPER SIDE DOWN, 1 BEGIN AT THE TOP OF THE CHANNEL BY ANCHORING THE BANKET IN A 6- (15 CM) DEEP X 8' f16 CM) WIDE TRENCH WRH APPROItlMAtEl.Y T2' 30 CN) a SANItET EXTENDED BEYOND THE UP -SLOPE PORTION OF THE TRENCH. ANCHOR THE BLANKET WRH A ROW OF STAPLES /STAKES APPROXIWTELY /2' (30 CM AP IN THE 80T TON OF THE FRENCH. SACKFlLL AND COMAPCT Rff TRENCH AFTER STAKING. APPLY S® TO CONPACTW SOL AND FOLD REA4VWNG 12 (30 ) PORTION OF BLANKET BACK OVER SEED AND COMPACTED SOIL SECURE ELIAKIET OVER COMPACTED SOIL WITH A ROW OF STAPLES /STAKES SPACED APPROXIMATELY 12" (30 CM) ACROSS THE WIDTH OF THE BLANKET. ROLL 3. BLANKETS MUST SECURELY F/Si TO SOIFLOW UURFACE ETYO PLACING STAPLES /STAKES INWAPPROPRIATE LOCATIONS AS SHOWN IN THE STAPLE PATTERN GUIDE. WHEN USING THE WT SYSTEM•. STAPLES/STA(ES SHOULD BE PLACED THROUGH EACH OF THE COLORED DOTS CORRESPONDING TO THE APPROPRIATE STAPLE PATTERN. 4. PLACE CONSECLRNE BLANKETS END OVER END (SHINGLE STYLE) WITH A 4` - 8' (10 CM -15 CM) OVERLAP. USE A DOUBLE ROW OF STAPLES STAGGERED 4' (10 CM) APART AND 4" (10 CM) ON CENTER TO SECURE BLANKETS. S. FULL LENGTH EDGE OF BLANKETS AT TOP OF SIDE SLOPES MUST BE ANCHORED WITH A ROW OF STAPLES/STAKES APPROXIMATELY 12' (30 CM) APART IN A e' (15 CM) DEEP X 6' (15 CM) WIDE FRENCH. BACOU AND COMPACT THE TRENCH AFTER STAPLNG, 6. ADJACENT BLANKETS MUST BE OVERLAPPED APPROXMNTELY 2- - 5- (5 CM -12.5 CM) (DEPENDING ON BLANKET TYPE) AND STAPLED. 7. IN HIGH FLOW CHANNEL APPLICATIONSM A STAPLE CHECK SLOT IS RECOMM1ENDED AT W TO 40 FOOT (9 N - 12 M) INTERVALS. USE A DOUBLE NOW OF STAPLES STAGGERED 4' (10 CM) APART AND 4 (10 CM) ON CENTER OVER ENTIRE WIDTH OF THE CHANNEL- a. THE TERMINAL ENO OF T BLANKER MUST BE ANCHORED WITH A ROW OF STAPLES /STAKES APPROXIMATELY 12' (30 CM) APART R A 6- (15 CM) DEEP X 8- (15 CM) WIDE TRENCH. BACIO'Ll AND COMPACT THE TRENCH AFTER STAPUNG. N N LOOSE FAIL CONDDONS, THE USE OF STAPLE OR STAKE LENGTHS GREATER THAN W (15 CM) MAY BE NEISS4RY TO PROPERLY ANCHOR THE BLANKETS. A7 B NOTE: r C HORIZONTAL STAPLE SPACING SHOULD BE ALTERED 0. OVERLAPS AND SEAMS IF NECESSARY TO ALLOW STALES TO SECURE ME B. PROJECTED POINTS WATER UNE C C RRiCAL RNRCAJ. POINTS ALONG THE CHANNEL SURFACE C. CHANNEL BOTTOM /SIDE •• IN LOOSE SOIL CONDITIONS. THE USE OF STALE SLOPE VERTICES OR STAKE LENGTHS GREATER THAN 5' (18 cm) MAY BE NECESSARY To PROPERLY ANCHOR E KIM COMPOSITE TURF REINFORCEMENT INSTALLATION DETAIL 6.5' and 6.67' roll widths only E - High Flow Channel & Shoreline •2' -5" (5cm- 12.Sctrt)' •2 " -5' (5Cm- 12.5cm) -� 10' (0.25m) 4' (1.2m 5 Seom Stftch F-"1- 20q (0.• • i 13' (1.0m) 3.75 STAPLES PER SQ. YD. (4.5 STAPLES PER SO. M) For blankets with the optional North American Green DOT Systems place staples /stakes through each of the YELLOW colored dots. *Location of Seam Stitch'" will vary depending on North American Green product type: STAPLE PATTERN GUIDE N.T.S. MN. IN. S" ASPHALT STABILIZED, NOTES: OR MIN. 7' CLASS "A" CONCRETE 1. MORTAR BEDS SHALL NOT EXCEED 1 ". 2. SUBGRADE AND BASE MATERIALS SHALL BE COMPACTED ACCORDING TO STANDARD SPECIFICATIONS MANHOLE ADJUSTMENT DETAIL NTS THICKNESS MATERIAL d50 INCHES STEEL UD WITH CONNECTING CHAIN 4" PIP 24" RIPRAP ROVIDE 3/8" RECESS IN CONCRETE TO 12 ACCOMMODATE CAP 1/4' THICK STEEL CAP- B 4 "0 SCH. 40 STEEL PIPE SLEEVE. WELD TO 3 "0 PIPE T TOP AT 3/8" BELOW FINISHED GRADE FORM CONCRETE TO ACCOMMODATE CHAIN 2" VIDE REFLECTIVE TAPE T CONCRETE PAVING, THICKEN TO 12" DEPTH J- AND INSTALL EXPANSION MATERIAL 'NS it y A GRADE 9 /YR. 1/2'f STEEL R00 HANDLE WELD TO 3"f STEEL PIPE < - B I, 1/4" THICK LOCK 4 -, a < TAB - WELD TO 3'0 STEEL PIPE. DRILL 1/2' po'e� ° ede• okg , HOLE FOR LOCK U -BAR. 12` i�"- -I 11" ROUND CORNERS 1/2' RADIUS - _ 866 UNDISTURBED OR COMPACTED SUBGRADE 1 X 1/4" THICK COLLAR COMPACTED CRUSHED ROCK - WELD TO 3'0 PIPE 12" FOR DRAINAGE W DEPTH SLEEVE IN CONCRETE SECTION VIEW BOLLARD ELEVATION NOTE: ALL PIPE SECTIONS SHALL BE CONSTRUCTED OF SCHEDULE 40 STEEL PIPE AND ALL COMPONENTS SHALL PAINTED 06145N REMOVABLE STEEL BOLLARD SROCCOJ GREEN AFTER FABRICATION. N.T.S. 124 a ) t. PREPARE SOIL BEFORE INSTALLING BLANKETS. INCLUDING ANY NECESSARY APPUCATION OF LINE FERTILIZER, AND SEED. NOTE: WHEN USING CELL-O-SEED DO NOT SEW PREPARED AREA CELL -O -SEED MUST BE INSTALLED WITH PAPER SIDE DOWN, 1 BEGIN AT THE TOP OF THE CHANNEL BY ANCHORING THE BANKET IN A 6- (15 CM) DEEP X 8' f16 CM) WIDE TRENCH WRH APPROItlMAtEl.Y T2' 30 CN) a SANItET EXTENDED BEYOND THE UP -SLOPE PORTION OF THE TRENCH. ANCHOR THE BLANKET WRH A ROW OF STAPLES /STAKES APPROXIWTELY /2' (30 CM AP IN THE 80T TON OF THE FRENCH. SACKFlLL AND COMAPCT Rff TRENCH AFTER STAKING. APPLY S® TO CONPACTW SOL AND FOLD REA4VWNG 12 (30 ) PORTION OF BLANKET BACK OVER SEED AND COMPACTED SOIL SECURE ELIAKIET OVER COMPACTED SOIL WITH A ROW OF STAPLES /STAKES SPACED APPROXIMATELY 12" (30 CM) ACROSS THE WIDTH OF THE BLANKET. ROLL 3. BLANKETS MUST SECURELY F/Si TO SOIFLOW UURFACE ETYO PLACING STAPLES /STAKES INWAPPROPRIATE LOCATIONS AS SHOWN IN THE STAPLE PATTERN GUIDE. WHEN USING THE WT SYSTEM•. STAPLES/STA(ES SHOULD BE PLACED THROUGH EACH OF THE COLORED DOTS CORRESPONDING TO THE APPROPRIATE STAPLE PATTERN. 4. PLACE CONSECLRNE BLANKETS END OVER END (SHINGLE STYLE) WITH A 4` - 8' (10 CM -15 CM) OVERLAP. USE A DOUBLE ROW OF STAPLES STAGGERED 4' (10 CM) APART AND 4" (10 CM) ON CENTER TO SECURE BLANKETS. S. FULL LENGTH EDGE OF BLANKETS AT TOP OF SIDE SLOPES MUST BE ANCHORED WITH A ROW OF STAPLES/STAKES APPROXIMATELY 12' (30 CM) APART IN A e' (15 CM) DEEP X 6' (15 CM) WIDE FRENCH. BACOU AND COMPACT THE TRENCH AFTER STAPLNG, 6. ADJACENT BLANKETS MUST BE OVERLAPPED APPROXMNTELY 2- - 5- (5 CM -12.5 CM) (DEPENDING ON BLANKET TYPE) AND STAPLED. 7. IN HIGH FLOW CHANNEL APPLICATIONSM A STAPLE CHECK SLOT IS RECOMM1ENDED AT W TO 40 FOOT (9 N - 12 M) INTERVALS. USE A DOUBLE NOW OF STAPLES STAGGERED 4' (10 CM) APART AND 4 (10 CM) ON CENTER OVER ENTIRE WIDTH OF THE CHANNEL- a. THE TERMINAL ENO OF T BLANKER MUST BE ANCHORED WITH A ROW OF STAPLES /STAKES APPROXIMATELY 12' (30 CM) APART R A 6- (15 CM) DEEP X 8- (15 CM) WIDE TRENCH. BACIO'Ll AND COMPACT THE TRENCH AFTER STAPUNG. N N LOOSE FAIL CONDDONS, THE USE OF STAPLE OR STAKE LENGTHS GREATER THAN W (15 CM) MAY BE NEISS4RY TO PROPERLY ANCHOR THE BLANKETS. A7 B NOTE: r C HORIZONTAL STAPLE SPACING SHOULD BE ALTERED 0. OVERLAPS AND SEAMS IF NECESSARY TO ALLOW STALES TO SECURE ME B. PROJECTED POINTS WATER UNE C C RRiCAL RNRCAJ. POINTS ALONG THE CHANNEL SURFACE C. CHANNEL BOTTOM /SIDE •• IN LOOSE SOIL CONDITIONS. THE USE OF STALE SLOPE VERTICES OR STAKE LENGTHS GREATER THAN 5' (18 cm) MAY BE NECESSARY To PROPERLY ANCHOR E KIM COMPOSITE TURF REINFORCEMENT INSTALLATION DETAIL 6.5' and 6.67' roll widths only E - High Flow Channel & Shoreline •2' -5" (5cm- 12.Sctrt)' •2 " -5' (5Cm- 12.5cm) -� 10' (0.25m) 4' (1.2m 5 Seom Stftch F-"1- 20q (0.• • i 13' (1.0m) 3.75 STAPLES PER SQ. YD. (4.5 STAPLES PER SO. M) For blankets with the optional North American Green DOT Systems place staples /stakes through each of the YELLOW colored dots. *Location of Seam Stitch'" will vary depending on North American Green product type: STAPLE PATTERN GUIDE N.T.S. MN. IN. S" ASPHALT STABILIZED, NOTES: OR MIN. 7' CLASS "A" CONCRETE 1. MORTAR BEDS SHALL NOT EXCEED 1 ". 2. SUBGRADE AND BASE MATERIALS SHALL BE COMPACTED ACCORDING TO STANDARD SPECIFICATIONS MANHOLE ADJUSTMENT DETAIL NTS THICKNESS MATERIAL d50 INCHES 8" PIPE 4" PIP 24" RIPRAP i2 12 THICK NESS THICKNESS . . ALLED FIG i HWIDTH OF CHANNEL OR 3 D MIN 1 3 D + L MAX, SEE PLANS fff PLAN OUTLET PROTECTION DETAIL NTS L! tal Q 6 B i s Z$ ooh$ IS 0 W O Q X Of W O J a a Y O Z S OO V J J CD CD Ld � W (n ST MA11N 9Y: ST QE22aD eM. SEAR " ' 12 -16-05 �J I J, To: Honorable Mayor and Town Council From: Patty McKenny, Town Clerk Date: January 5, 2006 Re: Eagle Valley Alliance for Sustainability Materials Summary: Matt Scherr has submitted the attached materials for his discussion at the work session. UN Jility AVON INITIATIVE FOR SUSTAINABLE COMMUNITY PRACTICES In response to the Avon Council's interest in recognizing and promoting sustainable businesses and practices, the Eagle Valley Alliance offers this brief analysis to help give direction to this initiative. Possible Goals: Promote businesses whose product or service is inherently sustainable or who engage in more sustainable practices. Encourage best - practices that contribute to a more stable business community and affordable mountain lifestyle. Promote an image of Avon as a community friendly to sustainable practices and to progressive ideas and businesses. Possible Strategies: - Awards program to recognize and incent... o businesses offering inherently sustainable products or services (e.g. "green" dry cleaner) • businesses or residences engaged in more sustainable practices (e.g. established recycling program, energy reduction strategies, alternative transportation programs) • businesses or citizens with sustainable efforts or achievements outside their core offering or lifestyle (e.g. volunteer efforts) Standards /certification program for businesses and residences to... • Provide a "road map" for homes and businesses to mitigate environmental impact and increase operating efficiencies • Address and promote objective standards for energy efficiency, alternative transportation and resource efficiency • Create awareness of the environmental and operational impacts of the above areas. Potential Solutions: - Develop and administer a standards -based program such as the Eagle Valley Alliance's Green Star certification for homes and business; or partner with the Alliance to use the existing Green Star program. - Create an award with different categories, each with particular criteria that target the specific values or behaviors you want to promote within Avon. - Partner with a community organization to develop and organize an award, either for Avon or for the Valley community. Eagle, Valley Alliance for; Sustainability Oki a `'••• • - •• •- `• -• Mod • i I I • EMKITIMO PO Box 4923 Vail, CO 81658 970- 569 -3890 phone 970 -569 -3891 fax info @eaglevalleyalliance.org www.eaglevalleyalliance.org Contents 1. Executive Summary i. Mission Statement ii. Business Opportunity iii. Financial Projections iv. Funding Partners 11. Industry Environment i. Overview of the Industry ii. Projected Position for the Future iii. Potential Customers iv. Direct Competitors 111. Marketing i. Business Opportunity ii. Company Impact iii. Company Strategy iv. Potential Risks IV. Operations i. Organizational Structure ii. Core Operations V. Appendices i. Appendix A - Financial Projections ii. Appendix B - Management Summaries ii. Appendix C - Eagle Valley Alliance Board iii. Appendix D - Recycling Trailer Samples iv. Appendix E - Original Funding Application Business Plan — Alliance Recycles Executive Summary The Eagle Valley Alliance for Sustainability (the Alliance) is a 501 (c)3 nonprofit organization incorporated in 1996 in Vail, Colorado and with current offices in Edwards, Colorado. The Alliance has proposed to Eagle County that if take over operation of the county's recycling drop-off sites with the ultimate objective of creating an organization dedicated to all aspects of resource efficiency in Eagle County, Colorado. Mission statement The Eagle Valley Alliance works to promote a healthy natural environment, a prosperous economy, and equitable community to improve long-term quality of life for citizens of Eagle County, Colorado. The Alliance promotes sustainable practices focusing on recycling, energy efficiency/renewable power, and green building. Alliance Recycles is a program of the Eagle Valley Alliance that promotes "zero waste" as a critical element of a sustainable economy. Alliance Recycles seeks to change the way resources flow through our community and promotes a vision of waste reduction and resource conservation that recognizes true cost. Business opportunity 30% of waste is recycled in the United States. At 2.8% of its waste recycled annually, Colorado ranks 46th among the states in recycling success. Much of the recycling in Eagle County is private, so official diversion statistics are not available here. However, we do know that participation, even in the private operations, is relatively low, meaning much opportunity exists. The current state of recycling in Eagle County is due to a number of hurdles that have existed in the past that made recycling in Eagle County a challenge. These include high cost to value for available solutions and low community and political will to support those costs. While we can only present anecdotal evidence of greater will at all levels of the community, the economics of recycling here have become much more favorable, such that essential participation becomes more a matter of education than persuasion anyway. That is, now that operational hurdles can be cleared, the market only demands an effective and convenient program to realize its potential. Financial projections As the existing drop-off program represents almost no processing control of materials, there is little opportunity for operational revenues while this is the business model. However, some product value is reflected in reduced hauling costs, making this solution feasible if not ideal. As with any supply chain, the more aspects of the recycling material process one controls, the more opportunity (as well as risk; see below) one encounters. And, as with any operation, the more efficient, the more bottom line savings one realizes. The ultimate objective for our community, then, is a material recovery facility (MRF) to maximize product value and consolidated collection operations to maximize efficiencies. To reach that stage without undue risk and to develop the market to support the investment, Alliance Recycles plans intermediate steps to consolidate both collection facilities and material processing facilities. 1/5/2006 Business Plan — Alliance Recycles 2006 Page 3 Business Plan — Alliance Recycles The 2006 budget for Alliance Recycles presumes operating the drop-off sites as now (with only the addition of staffing and eliminating the Red Cliff and Minturn commingle bins). However, we may realize two objectives during the year that may significantly impact revenues and costs. The first is working with Eagle County to install a "dump wall" transfer station at the landfill that Alliance Recycles will operate. This would reduce hauling costs and capture product revenue. Second is consolidating collection points to two permanent and secured "recycling depots" with satellite trailers to serve communities. The primary advantage here is greater efficiency and cost savings. (Both strategies are discussed in detail below.) Timing for the dump wall depends upon Eagle County's agreement and cooperation for this solution. Timing for the depot solution depends upon successful acquisition and payment of capital grants. Again, either solution would represent either net profit or net savings from the "status quo" budget. Net operating costs per ton are currently $165. 2006 should see an increase to approximately $180 per ton until revenue streams are established and cost-saving consolidations are implemented. Using only the addition of the transfer station and its captured revenues, net cost per ton would be approximately $160 using current drop-off site volumes. With projected increases in volumes and drop-off site consolidation, costs are estimated at $125 per ton by the end of 2007 (with a 2007 average of $148) and finally stabilizing in 2008 at approximately $75/ton. Projections for operations with a full material recovery facility are unreliable until reliable volumes can be established. However, Summit County's projections for its MRF show a change from current operating costs of $57/ton to operating profits of $15/ton, using their present volumes. The chart below shows historical costs per ton for the recycling drop-off program as well as 2006 and 2007 projections for the core operation only. Projections assume 20% increase in annual volumes, implementation of dump wall in mid 2006 and operations consolidation in January 2007. 1/5/2006 Business Plan — Alliance Recycles 2006 Page 4 Business Plan — Alliance Recycles Funding Partners Primary funding for Alliance Recycles for 2006 comes from Eagle County and its budget item currently used for the cost-only hauling contract for the drop-off sites. Funding also comes from Valley municipalities as well as grant makers outside the community. The table below summarizes funding partner participation. Funding Partner Amount Requested Percent of Budget Status Eagle County $200,000 63% Approved Town of Avon $15,000 4.75% Conditional Approval Beaver Creek Resort Co. $5,000 1.58% Not yet requested Town of Eagle $2,000 0.63% Awaiting decision Town of Gypsum $2,000 0.63% Approved Town of Minturn $1,500 0.47% Approved Town of Red Cliff $500 0.16% Not yet requested Town of Vail $15,000 4.75% Conditional Approval Other Grants $31,500 10% * Both Avon and Vail have conditionally earmarked requested amounts and will make final decisions after seeing business plan, staffing and other requested information. 1/5/2006 Business Plan — Alliance Recycles 2006 Page 5 Business Plan — Alliance Recycles Industry Environment Overview of the industry Institutionalized recycling has existed since before the Industrial Revolution and has always existed merely as resource acquisition. It has gained an environmental badge because it staves off natural resource depletion (though, ironically, the more depleted the natural resource, the more profitable recycling becomes). Save for the community level, recycling operations are nearly always businesses for profit. That's not to say that community recycling programs cannot be and never are profitable. These programs are generally mission-based and serve a greater economic purpose. Community recycling and waste programs create jobs, retain resource value in a community, reduce pollution, preserve land (otherwise required for landfilling) and even create power from waste. Recyclables are very much commodities, and as such every program's economics are determined by market prices of products, quality and volume of products, types of products and cost to get products to mills. Eagle County's chief challenges in the past have been low volumes (reflected by low participation, rather than availability) and isolation from mills (both by distance, geography and climate). As suggested above, we believe demand is currently such that participation is limited by the availability of an effective program rather than by user complacency. Also as suggested above, the growth of recycling in Denver, other mountain communities and Colorado's Western Slope has created transfer infrastructure, and therefore product value, for our community. Projected position for the future The ultimate goal of Alliance Recycles is Zero Waste. Zero Waste is an achievable, if difficult, goal. Recycling is only one way to address the total waste stream. It is certainly the most practiced diversion technique and as such the easiest to make very efficient and the best place to start. Traditional recycling will be the core business of the organization, but there are opportunities to address many other waste streams as well. This component will address projections for the core recycling business as well as ultimate solutions for our community for other waste streams and planned or likely strategies to achieve those solutions. Traditional Recycling: Raw resources are becoming scarcer or more difficult to extract, making the future value of recycled commodities promising. The more of that value a community can capture, the more efficient, even profitable, a recycling program will become. The last operational investment we can make to create not just a successful recycling program, but a profitable one, is a material recovery facility or MRF (said "merf"). A MRF creates valuable, mill-ready feed stock out of recyclables, such as large cardboard bales, that are highly efficient to transport as well. With only half the waste volume of Eagle County, Summit County has already decided to invest in a MRF (funded by voter- approved bonds). Alliance Recycles currently sees a MRF (or a larger transfer station; see below) as our community's solution by 2009. As an intermediate step, we will pursue a "dump wall" in association with the county landfill by July 2006. Such a system allows consolidation of materials from smaller roll-off containers to much larger trailers, making transportation more efficient and improving product value by creating access to markets. Alliance Recycles will operate this transfer station, contracting with brokers to provide the trailers and transportation and to pay for materials. 1/5/2006 Business Plan — Alliance Recycles 2006 Page 6 Business Plan — Alliance Recycles This will create product revenues for Alliance recycles, both from the drop-off sites and from local curbside operators that will also use the transfer station. As costs to operate are fixed, the more volume created, the more profit the operation will realize (as opposed to the current drop-off operation in which costs rise commensurately with volumes). The dump wall infrastructure can later be incorporated into the MRF when it is constructed. This strategy allows modest capital commitments while revenues develop - essentially phasing in the full MRF. These material consolidation solutions capture otherwise lost product value. The current drop-off program, however, is very inefficient, creating opportunity to reduce costs without sacrificing volumes or convenience. Alliance Recycles will create two permanent, secure "depots" in eastern and western Eagle Valley. These central hubs allow greater control of hauling costs and the sites themselves. "Satellite" recycling trailers (see appendix) will serve surrounding communities, providing greater convenience for users at reduced operational expense. The depot solution can also allow acceptance of a greater array of materials, prevent trash dumping and create a much more welcoming and satisfying customer experience. This solution requires a capital investment on the part of Alliance Recycles, so may not be feasible until 2007. However, numerous grants exist that are ideal for this use, meaning costs are externalized for the community. Construction and Demolition: C/D waste is the largest single waste stream in Eagle County. The Eagle Valley Alliance already addresses this issue with its RECON Building Materials Exchange, accepting donations of quality, used building material that would otherwise be landfilled and reselling those materials to the community. The Eagle County Landfill also attempts to address some of this stream by offering discounted fees for segregated wood and metal waste, which can be mulched and recycled, respectively. However segregation is often a difficult or costly strategy and is therefore still not commonly practiced. One of the most complete and direct strategies to address C&D waste is on-site recycling service. Effective solutions can significantly reduce costs for builders and can salvage value from the recycled products. We are already aware of one private party in the discovery phase of just such a business. Again, private solutions are welcome, particularly at this early stage in Alliance Recycles development, as they complement Alliance efforts, increase volumes for the community and actually create a more welcoming environment for competitors in the future (which is also a possibility for Alliance Recycles). Organics: Another large waste stream in Eagle County is organic waste, such as landscaping and domestic garden and food waste. The oldest waste treatment known, composting, is a tremendous diversion strategy as well as a promising revenue stream. Backyard composting is more difficult here, due to our cold climate. But community composting can create greater mass and greater operating economies than backyard compost and has great potential as a profit center if Alliance Recycles undertakes the effort. Much of the compost sold in our community comes not only from out of the community, but from out of state. Composting, then, is an excellent opportunity to close an economic loop, thus promoting future sustainability. Transfer Station: Another material collection potential for the future is a full transfer station. A transfer station is much like a MRF, but it accepts more kinds of materials, including metals, wood and organics. Some transfer station solutions accept all waste, as an alternative to any landfilling, and sort out the various waste streams for individual processing, transport and treatment. Though this is a very real possibility for Eagle County, if may not be a realistic alternative for some time. The high technology and/or human 1/5/2006 Business Plan — Alliance Recycles 2006 Page 7 Business Plan — Alliance Recycles resource required for such a facility require larger waste volumes than Eagle County is likely to produce on its own. What may make a transfer station a viable solution within that timeframe is surrounding counties depleting their landfill space and needing external waste solutions. It may also be possible to simply enhance an existing MRF, rather than investing in an entirely new facility, making the idea a reality sooner. Waste to Power. The final existing solution to remaining waste streams won't likely be a viable solution for Eagle County for many years, depending on the future costs and volume requirements for such an operation. "Waste to Power" is a process that uses any solid material as fuel, with byproducts of combustible gas, electricity and harmless gases and water vapor. Lancaster County, Pennsylvania uses Waste to Power in conjunction with other waste solutions for a 95% diversion rate and a stable and economical energy source. Future uncertainties, including technology cost, market for energy output and population make this idea little more than speculation for Eagle County right now. These opportunities all mean growth potential for much of the future, both for the organization and for the community's resource retention industry. Potential customers Alliance Recycles will directly serve residents and businesses using the drop-off sites. However, significant first-year objectives are to increase participation in available residential curbside programs and develop convenient solutions for other residents. Customers, then, will include even those whom Alliance Recycles does not directly serve. Beginning in June 2006, Alliance Recycles will offer event recycling services, affecting residents, guests and event producers in the community. And since recycling is considered an essential community service, and primary funding comes from them, Alliance Recycles also serves local governments and staff. Therefore, we consider all community members, guests and organizations potential customers. Direct competitors No direct service competitors for the core drop-off program exist or are expected. However, we consider waste haulers direct competition for recyclable products where no free curbside service is offered. In these situations, competitive considerations are ease of use, cost of disposal and personal satisfaction (altruism, sense of responsibility and social pressure). With our current waste systems, drop-off system and lack of incentives or mandates we lose on ease of use, are essentially even on cost of disposal and win with personal satisfaction. We can narrow, but not close, the gap on ease of use by finding more convenient solutions. We can win on cost of disposal where communities adopt incentives or mandates for recycling, and also with redemption incentives (such as buying aluminum cans). Motivation from personal satisfaction already exists and is generally strong. Education and awareness, then, are the primary strategies to increase recycling participation for these customers. Private curbside and commercial operations are actually complementary to the goals of Alliance Recycles. Alliance Recycles has no need to develop its own curbside program as solutions already exist. And when Alliance Recycles begins operating a transfer station, we will capture some product value from those private programs. 1/5/2006 Business Plan — Alliance Recycles 2006 Page 8 Business Plan — Alliance Recycles Marketing Business Opportunity 30% of "domestic" waste is recycled in the United States. At 2.8% of its waste recycled annually, Colorado ranks 46th among the states in recycling diversion. The Eagle Valley drop- off sites represent roughly 2.5% of total domestic waste in Eagle County. Total diversion rates are unavailable as independent curbside program volumes are not available, but total diversion rate is probably at 3%-5%. This relatively high rate speaks to the demand for recycling in our community where only modest recycling solutions currently exist. While there is no official demand data, anecdotal experience suggests that improvements to recycling programs make greater participation merely a matter of education rather than persuasion. Statewide, one of the greatest challenges to recycling is competition with landfills - Colorado is one of the cheapest states in which to dump. Recycling, then, is not immediately cost- competitive with dumping, so communities must be tolerant of higher initial program costs. Depending on the economics for recycling in a given community, long-term efficiencies and participation success can make recycling cost-competitive with waste. An organization in Eagle Valley called We Recycle operated for a few years in the early 1990s but found it had maximized its capability to divert materials in the existing market. Eagle County took over the program in 1996 and now operates seven drop-off sites throughout the valley that, by themselves, account for approximately 2.5% of annual waste. Volumes from these sites have declined steadily since their peak in 1998 even while waste volumes (along with population) have risen. Volumes for the sites are currently one third of 1998 volumes. This decline in diversion actually means greater current opportunity for a revitalized program, as we know that participation was good before the sites began to get abused and became unkempt. The increased population and commensurate increase in waste also represents an opportunity of greater potential recycling volumes, as do improved economics for recycling in Eagle County. Market values of recyclable commodities have increased in our area due to improved consolidation and transportation solutions. Summit County, as one example, is opening a material recovery facility (MRF) that will improve product values for the area. Even small steps towards site and material consolidation in the Eagle River Valley can mean great reductions in costs and increases in revenues. A transfer station (such as a MRF) in the valley can eliminate one hurdle to curbside recycling in the towns of Eagle and Gypsum (i.e. where to take the material) and access volumes never before tapped. With greater community demand for effective recycling solutions, greater volumes and new infrastructure developments, full and effective recycling solutions can now become a reality in Eagle County. With these new market conditions, the Eagle Valley Alliance, with support of Eagle County Government and staff will take over the county's drop-off operation beginning January 1, 2006. Though Alliance Recycles will greatly improve operation of the drop-off sites, the ultimate goal is to make Eagle County a leader in mountain community resource management. As a mission - rather than profit - driven organization, Alliance Recycles will work towards the best possible resource solutions for Eagle County. In its first year, Alliance Recycles will increase participation and diversion rates (for all recycling solutions, including private operations); develop turnkey event recycling services; find new solutions for residents not currently served by a curbside program; help to create recycling 1/5/2006 Business Plan — Alliance Recycles 2006 Page 9 Business Plan — Alliance Recycles programs in schools, post offices and other organizations; develop and lobby for effective and well-supported recycling mandates and incentives; and create broad and strong support for our community recycling program. Company impact Alliance Recycles will increase diversion and participation rates, both for private hauling programs and for the drop-off sits. Until a transfer station is in place, we will have to rely on anecdotal evidence and private party reporting to gauge success in participation and in private hauling volumes. However, we can immediately measure volumes at the drop-off sites and so can set our objectives based on those figures. Our objective for 2006 is to increase both drop-off site volumes (1,246 tons in 2004) and diversion rate (2.48% in 2004) by 20% over final 2005 figures. Also, Alliance Recycles hopes to capture an additional 70 tons of material with the June launch of its event recycling services. To be widely successful, recycling must be a convenient component of people's lives. The Eagle Valley is fortunate to have curbside recycling service available to all single-family and duplex residences. We have, however, a high number of multi-family dwellings who do not have such convenient recycling alternatives. Many different obstacles exist to convenient solutions in multi-family units. Alliance Recycles' objective is to implement recycling solutions in 20% of multi-family dwellings by the end of 2006 and 50% by the end of 2007. It is an interesting irony that our schools regularly teach recycling but do not practice it. Schools represent both an opportunity to capture large recycling volumes and to shape early habits that will lead to a culture of resource efficiency. To these ends Alliance Recycles will consult with schools to develop recycling curriculum and to help them establish their own recycling programs, with the objective of at least half of all Eagle County K -12 schools with a program by the end of 2006. As mentioned, all single family and duplex residences served by Vail Honeywagon or Waste Management have curbside service available to them. Participation is low, particularly in the towns of Minturn and Red Cliff, generally due to a lack of awareness of the program. An objective of the Alliance Recycles marketing program is to increase curbside participation. In Minturn and Red Cliff, the objective is to move a significant portion of existing participation to curbside by April, making the commingle bins in those towns unnecessary. This will save operational expense while simultaneously increasing participation and diversion. Perhaps the greatest opportunity to capture recyclables exists in the communities of Eagle and Gypsum. These towns self-perform residential waste hauling services - a fact that creates unique challenges, not the least of which are cost and disposal. Alliance Recycles seeks to have a curbside solution for these towns by the end of 2007. We have discussed the impact Alliance Recycles will have on recycling in our community, but of greater concern is what impact recycling will have on our community. Preservation of land is the most widely understood justification for recycling. Eagle County has land dedicated to waste disposal that should last over 100 years, so in our community that means loss of use rather than loss of supply. Particularly with the great value of land here, the question is, to what better use might the land be put (particularly as that land in Wolcott may very well be lakeside soon)? Recycling is a well-established job creator. Alliance Recycles alone will be immediately responsible for three new jobs in our community. When we bring materials consolidation within 1/5/2006 Business Plan — Alliance Recycles 2006 Page 10 Business Plan — Alliance Recycles the county (rather than hauling out as is done now) an additional two jobs will likely be created. And if a material recovery facility is installed, approximately three jobs will be directly created. That is to say nothing of jobs indirectly created or induced. Of all the current recycling that happens in Eagle County, the only product value retained in the community is whatever Vail Honeywagon receives for their curbside collection. Waste Management's curbside material and the county drop-off material is processed and paid in Grand Junction and Summit County. Vail Resorts creates tremendous recyclable volume that is also hauled by Waste Management out of the county. As most of this material is privately hauled, we can only guess the lost value in the tens of thousands of dollars. Finally, it is good for many of us who bemoan the erosion of our traditional American communities to remember that recycling is the most widely practiced voluntary community activity. More people in American recycle than vote. Recycling may not, of itself, indicate a strong community, but its absence very often indicates a weak one. Company strategy Many of the objectives outlined above will be achieved through the marketing and communications program. As mentioned earlier, market demand for adequate recycling service appears high. The two barriers to wider participation are lack of awareness of existing curbside solutions and lack of confidence in the drop-off program. Through advertisements, brochures, Web resources and site signage the marketing campaign will educate users as to what options are available to ' them, how to use those options, and how it benefits our community. The communications program also includes educational visits to schools and organizations and consultation to help them establish their own programs. Alliance Recycles will also act as a one-stop-shop for all recycling information, such as where and how to recycle non-traditional material like motor oil or print cartridges. Another important strategy is site supervision and maintenance. Confidence in the drop-off program is low. A common concern for citizens anywhere is that the recyclables are dumped in the landfill anyway. A recycling site that looks like a garbage dump reinforces that (erroneous) concern. Alliance Recycles will also establish market awareness of, and confidence in, the organization. Few users will trust the organization if their primary exposure to it is an unsightly mess. Alliance Recycles will also operate a recycling materials transfer station of sorts, called a dump wall. By consolidating these materials locally, community members will have greater confidence that nothing is being dumped. The transfer station also captures the value of products that is currently leaving our community, which also reduces the cost per ton for the Alliance Recycles core operation. In order to determine what solutions can work best for multi-family dwellings, Alliance Recycles will conduct an audit of these units throughout the valley to determine what practical solutions can be applied to the greatest number of these buildings and then work to implement those solutions. Once Alliance Recycles is established in the community and participation is relatively high, it may be appropriate to implement regulatory incentives and mandates. Such initiatives are generally best implemented when voluntary participation has leveled off in a stable program, their purpose to equalize the burden of participation. Also, given the political geography overlaying the waste infrastructure in Eagle Valley, far greater efficiencies can be realized 105/2006 Business Plan — Alliance Recycles 2006 Page 1 1 Business Plan — Alliance Recycles with the same incentives and mandates across authorities. That is, two different waste systems (public in the west of the county and private in the east) exist within eight different authorities. Acting as an independent entity, Alliance Recycles will consult with all governing authorities in hopes of regulating recycling in our community with one common strategy. Whatever strategy develops for the towns of Eagle and Gypsum will require investigation and consultation to determine what is practicable and practical for the operations and citizens of each town. Both use public waste hauling solutions, creating three major hurdles to curbside or other convenient solution. First, independent operators would have to charge prohibitively high fees to collect only recycling where they have no hauling program already in place. Second, the capital and operational investments for the towns to offer such a service would also be prohibitively high. Third, if they did collect recyclables, they have nowhere to dispose of them. The third point will be addressed when a transfer station to accept materials is located in Eagle County. That still leaves a prohibitive capital hurdle. Most immediately we will investigate partnerships or grants to address capital investments. Once that hurdle can be addressed, operational hurdles can be overcome, perhaps with a community-initiated service fee increase. These potential solutions, however, are just that - potential. These markets, though, are too large to responsibly leave untapped, from both mission and revenue perspectives. Potential Risks As there are no direct product revenues for the current drop-off program, greatly increased participation means greatly increased cost. Even though some product value is reflected in reduced hauling cost, more hauls means greater cost. The hauling contract will likely contain a revenue sharing component that will offset costs at particular volumes. This will, however, reduce but not eliminate the risk of added cost. This is yet another reason more control over product handling is beneficial and one of the issues the transfer station (and ultimately MRF) addresses. Fuel costs for the near future are generally predicted to remain relatively stable, but some estimates see them rising considerably. Even though higher petroleum costs can benefit some recycling markets by increasing product values, these changes are not as rapid as fuel prices. The best protection from both transportation costs and low commodity value is storage capability. This allows control over when products are brought to market and therefore what rates are paid. Storage capacity could be designed into the MRF, which could be ready as soon as 2008. Labor is a concern across Eagle County, and is a particular concern where staff is small as in the case of Alliance Recycles. This will likely remain an issue for two to three years or until the organization grows. 1/5/2006 Business Plan — Alliance Recycles 2006 Page 12 Business Plan — Alliance Recycles Operations Organizational structure The Eagle Valley Alliance for Susfainabilify is the incorporated entity under which the Alliance Recycles program will operate (though financial numbers here are exclusively that of Alliance Recycles). The Alliance is a 501(c)3 organization, as determined by the Internal Revenue Service. A board of directors, currently comprising six members, governs the organization (see Board Member List in Appendix). The board will appoint a recycling committee comprising three to five people that will act to advise and support Alliance Recycles. One Alliance board member will sit on the committee and act as Chair. President and Executive Director, Matt Scherr, is responsible for management of the entire organization (10% of the president's salary is included in the Alliance Recycles budget). RECON manager, Kim Lysobey, is currently the only other paid staff for the Alliance but is not included in the Alliance Recycles budget. The Alliance Recycles program will initially employ two dedicated, full-time staff, including Recycling Manager (Susan Kramer; see resume in Appendix) and a Technician. Another Technician will be added for operation of the transfer station (dump wall). Technicians report to the Recycling Manager and will provide most of the site supervision, manage hauling calls, haul trash, track volumes and service levels, interface with users and ensure proper product disposal. The Recycling Manager reports to the President and is responsible for the proper and effective administration and daily operation of the program including financial administration of the program; all staffing duties (hiring, firing, evaluating, reporting, etc.); creating status reports; interfacing with community; providing technician support and backup; and improving operating efficiencies. The manager will also work with the president on funding requests, fundraising events and grant writing; program development and implementation; new business planning, development and implementation; and reporting to the board of directors. The president of the Eagle Valley Alliance will oversee the recycling manager and tracks operational goals, objectives and milestones. The president is ultimately accountable for the success of the recycling program Core operations Operations during the first year comprise five components: drop-off sites (and potentially a transfer station), education and program consultation, marketing and communications, event recycling, and special events. Staff will travel daily between sites and will perform the following at each site: 1) clean any trash from the site; 2) remove contaminants from the bins; 3) collapse all cardboard; 4) monitor fill levels and determine if bins should be pulled; 5) determine volumes on pulled bins. Monitoring bins and pulling on demand creates significant savings over the current program. As the sites are not currently staffed in any way, the bins are pulled on a schedule, regardless of how full they are. Demand calls mean bins are always full or near full. Cardboard will still be on a schedule, but large savings again result as collapsing and monitoring will necessitate few containers. We will try to move some sites, such as in Eagle, to make the locations more convenient and less prone to dumping abuse. We anticipate the Red Cliff and Minturn commingle bins will become unnecessary by April after an intensive communication 1/5/2006 Business Plan — Alliance Recycles 2006 Page 13 Business Plan — Alliance Recycles campaign to promote the existing curbside option. This will result in further cost savings, both on servicing and hauling for these sites. School and organizational recycling is a critical component of nearly every successful community program. Statistically, when people recycle at work and when children recycle at school, their respective homes are far more likely to recycle as well. Alliance Recycles will assist schools in establishing curriculum and will make site visits to motivate students and staff to recycle. We will also provide consultation to help schools, businesses and other organizations establish full and effective programs of their own. Though school consultation will be free, we will charge nominally for consultation to other organizations. The marketing and communications program will use all available media in parallel strategy to achieve the following: 1) educate about benefits of recycling in general to create motivation; 2) educate how to recycle (where, when, what); 3) create market awareness of Alliance Recycles; 4) establish Alliance Recycles as the sole Eagle County recycling authority (one-stop-shop); 5) promote special recycling events (e.g. computer/electronic days). The program will include much improved site signage (in English and Spanish) to discourage dumping and contamination and encourage participation; brochures to distribute throughout the community; radio, television and print ads for special promotion and for general awareness; Web resources for deeper information, education and statistics; and school visits. Event recycling will be a turnkey service offered to any organization for a fee, dependent on the scope of service. Alliance Recycles will provide specialized bins, adequate staffing and hauling. Staffing will be largely temporary labor initially, until total organizational operational requirements are regular enough to support that level of staffing. Where appropriate and permitted, we will also use events as educational opportunities. Currently, the only planned special events are computer/electronics collection days. These will take place two to three times a year and involve a small fee to accept and properly dispose of home electronics. Alliance Recycles is also working with Eagle County Solid Waste to create a transfer station solution by July 2006. This facility allows consolidation of smaller (25 cubic yard) recycling containers into larger (130 cubic yard) shipping trailers for transportation directly to markets. 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Z CL U) o a) t 0 0- w U) < 2 o 5 U) m C) < — o _3 a co C-) z z w M, 10 CD 0 C14 (D (D C: 10 0 Q N LO Business Plan — Alliance Recycles Appendix B - Management Summaries I'T k' , on i Wa IT4 T, Experience EAGLE VALLEY ALLIANCE FOR SUSTAINABILITY, September 2004 to Present President and Executive Director, responsible for organizational management and development. Develops budgets and manages finances and fundraising. Operates events and other programs and oversees projects (i.e. RECON and recycling) and project staff. VAIL LEADERSHIP INSTITUTE, 2002-2004 Program Manager and board secretary and treasurer, responsible for program and organizational management. Organized and facilitated leadership programs; managed accounts, communications and marketing. TELECOMMUNICATIONS INDUSTRY, 1992-2001 Entry level to management positions with experience in sales, service, regulation, training, systems. Service at MCI, National Exchange Carrier Association and @Link Communications. =11M. University of Colorado at Boulder Batchelor of Science in Psychology, 1989 1/5/2006 Business Plan — Alliance Recycles 2006 Page 16 Business Plan — Alliance Recycles Recycling Manager Experience "I; �, k M, 1/5/2006 Business Plan — Alliance Recycles 2006 Page 17 Business Plan — Alliance Recycles Appendix C - Eagle Valley Alliance Board of Directors Chairman President & Executive Director Craig Tate Matt Scherr Holy Cross Energy PO Box 4923 PO Drawer 2150 Vail, CO Glenwood Springs, CO 81602 mscherr@eaglevalleyalliance.org ctate@holycross.com 970-569-3890 p 970-618-5445 970-569-3891 f Secretary Treasurer Bill Carlson Rebecca Hollister Town of Vail Slifer Designs 75 S. Frontage Rd. 216 Main St. Ste C -100 Vail, Co 81567 Edwards, CO 81632 bcarlson@vailgov.com rebecca@sliferdesigns.com 970-479-2333 970-926-8200 Additional Board Members Carly Weir Adam Palmer Summit Recycling Project Eagle County Community Development: PC Box 4506 PC Box 179 Frisco, CO 80443 Eagle, CO 81 631 -01 79 recycle@colorado.net adam.palmer@eaglecounty.us 970-668-5703 970-328-8734 1/5/2006 Business Plan — Alliance Recycles 2006 Page 18 Business Plan — Alliance Recycles 11 0 1/5/2006 Business Plan -- Alliance Recycles 2DO6 Page 19 Business Plan — Alliance Recycles Organization (Application items 1-38: Eagle Valley Alliance for SudoinobUify P() Box 4923 Vail, C{}8l658 Contact: Matt 3chen.President Proposal and Funding Request (Application items 4-5 & 7): The Alliance has proposed to Eagle County that if take over county recycling operations, currently comprising seven drop-off sites throughout the valley, including a site just west of f he WalMart roundabout. The Board of County Commissioners has indicated its support of sending its $200,000 budget for recycling to the Alliance to operate the program. With the county's commitment, the objective is merely to increase diversion rates and participation, and to keep the sites cleaner and safer. The greater goal, however, is to use this opportunity to create a robust and effective organization that can grow to affect all areas of recycling in our community. That capacity requires greater funding, $[5,{D0of which vve are requesting from the Town of Avon. A dedicated organization can address the many outstanding opportunities our community currently has in the area Vf recycling. These opportunities include o curbside solution for all residences (currently only available for single family residences), event recycling, o greater array of naoyc|ob|es' commercial collection, organic material, resource education and many others. Broadly, the requested contribution is an investment in an organization that can make achievements of these opportunities. More specifically, addressing the impacts to the Town of Avon for the funding year, the Alliance recycling initiative has the following objectives: ' Coordinate collection of town recyclables (currently hauled by staff to the drop-off site). - Maintain o safe, clean drop-off site in the town of Avon. (These first two represent 1/2 hour per day of Avon staff time of about $l5/hror about $2'740 per year, per Bob Reed.) - Promote recycling opportunities and participation through advertisement, collateral materials and events, thereby increasing diversion rates. - Create, promote and deliver recycling education programs for schools and local events, increasing recycling participation and effectiveness. The draft budget for the operation for 2006 is$297'650.Thbnurnberissubjectfosignificunfchonga based on final hauling solutions and operational revenue opportunities. Funding Requests (Application item 6l The amounts below represent outstanding or forthcoming requests only unless otherwise specified. Town ofAvon Town ofVail Eagle County Town ofEagle Town cfGypsum Town ofMintorn Town nf Red Cliff Weyerhaeuser Corp. Local grants Other unrestricted grants Restricted grants $ l5IX}O $23,200 $2OO,000 (preliminary approval pending final budget) $ 2'5UD $ l'5OO $ l'0OO $ 150 $ 5'U0O $ 6,000 $ 4'OOO 1/5/2006 Business Plan -- Alliance Recycles 2O86 Page 20 Tambi, Attached find the final draft of the Avon Town Center West Market Investigation report. Design Workshop was retained by the Town of Avon to investigate and provide recommendations regarding three critical questions surrounding the project: What is the optimal market focus for the retail area? What is the retail critical mass and mix required? What is the ideal residential critical mass and composition? Design Workshop recommends that Avon Town Center West's retail and commercial market focus be oriented towards supporting the lifestyle goals and objectives of Avon's residents and visitors. This lifestyle- oriented focus will establish a competitive niche that is currently missing in the market, and will complement the Comprehensive Plan goal of transforming Town Center West into the community's gathering place and social hub. The development program should include 85,000 square feet of street -level retail space plus an additional 40,000 square feet of commercial space on the second and third floors of main street buildings. The residential component should include between 500 and 750 units consisting of condominium, hotel and affordable housing units. We look forward to presenting the findings of our investigation to you and the Town Council on January 10, 2006. Asheville • Aspen • Denver • Phoenix • Salt Lake City • Santa Fe • Tahoe • Santiago • Sao Paulo 120 East Main Street, Aspen, Colorado 81611 • (tel) 970 - 925 -8354 • (fax) 970 - 920 -1387 www. des ignworkshop.cont C:ADocuments and Settings \CKILEY\Desktop \ME060104_market investigation final draft.doc Memorandum Design Workshop, Inc. Landscape Architecture To: Tambi Katieb, Town of Avon Land Planning From: Chris Kiley Urban Design Strategic services Date: January 4, 2006 Project Name: Avon Town Center West Market Investigation Project #: 3569 Subject: Report Final Draft CC: Becky Zimmerman, Steven Spears Tambi, Attached find the final draft of the Avon Town Center West Market Investigation report. Design Workshop was retained by the Town of Avon to investigate and provide recommendations regarding three critical questions surrounding the project: What is the optimal market focus for the retail area? What is the retail critical mass and mix required? What is the ideal residential critical mass and composition? Design Workshop recommends that Avon Town Center West's retail and commercial market focus be oriented towards supporting the lifestyle goals and objectives of Avon's residents and visitors. This lifestyle- oriented focus will establish a competitive niche that is currently missing in the market, and will complement the Comprehensive Plan goal of transforming Town Center West into the community's gathering place and social hub. The development program should include 85,000 square feet of street -level retail space plus an additional 40,000 square feet of commercial space on the second and third floors of main street buildings. The residential component should include between 500 and 750 units consisting of condominium, hotel and affordable housing units. We look forward to presenting the findings of our investigation to you and the Town Council on January 10, 2006. Asheville • Aspen • Denver • Phoenix • Salt Lake City • Santa Fe • Tahoe • Santiago • Sao Paulo 120 East Main Street, Aspen, Colorado 81611 • (tel) 970 - 925 -8354 • (fax) 970 - 920 -1387 www. des ignworkshop.cont C:ADocuments and Settings \CKILEY\Desktop \ME060104_market investigation final draft.doc Avon Town Center West Market Investigation Prepared for Town of Avon Final Draft January 10, 2006 Prepared by DESIGNWORKSHOP Avon Town Center West Market Investigation Executive Summary Avon Town Center West is a mixed -use, pedestrian - oriented main street redevelopment project currently being studied by the Town of Avon. This market investigation was conducted by Design Workshop in order to provide insight into the following three questions for the Avon Town Center West project: What is the optimal retail market focus for Town Center West? What is the critical mass and mix of new retail space that is required to provide the necessary vitality for the area? What is the critical mass and mix of new residential space that will best support the retail component of the project? Design Workshop recommends that Avon Town Center West's retail and commercial market focus be oriented towardv supporting the lifestyle goals and objectives of Avon's residents and visitors. This lifestyle - oriented focus will establish a competitive niche that is currently missing in the market, and will complement the Comprehensive Plan goal of transforming Town Center West into the community's gathering place and social hub. The development program should include 85, 000 square feet of street -level retail space plus an additional 40, 000 square feet of commercial space on the second and third floors of main street buildings. The residential component should include between 500 and 750 units consisting of condominium, hotel and affordable housing units. The methodology for the market investigation includes: • Assessment of pertinent demographic information and projections, • Review of the goals established in the draft Comprehensive Plan, • Assessment of the competitive retail areas within the greater Vail Valley, • Research into comparable communities with similar main street retail districts, • Analysis of retail demand in the market area, • Review of retail market focus options, • Survey of residential components in comparable projects, and • Identifications of pertinent residential factors. The Vail Valley retail districts that compete with Town Center West for patrons include Avon Town Center East, Beaver Creek, Vail Village and Edwards Riverwalk. Each has a different mix of uses, types of tenants and retail focus. Beaver Creek and Vail focus on high income short -term visitors and second homeowners. Town Center East maintains a big -box and regional retail focus that provides transaction -based retail opportunities for Vail Valley residents. Riverwalk at Edwards is a mixed -use development that caters to second home- owners through its retail program and services mix but that also attracts residents and visitors with its numerous dining options. DESIGNWORKSHOP The comparable Main Street retail districts of Basalt, CO, Frisco, CO and Truckee, CA were researched in order to determine positive and negative attributes of these areas relative to the project proposed for Town Center West. All three areas selected for comparison have similarities to Avon with respect to access, relationship to resorts and demographics. The types of uses on main street, the retail focus, tenant mix, and the role of residential were identified for each district. Frisco and Truckee cater to seasonal visitors and residents, while Basalt is increasingly focused on the second homeowner market. The lifestyle- oriented retail focus recommended for Town Center West will consist of a mix of retail stores, restaurants, entertainment and services that are focused on supporting and reinforcing the outdoor recreation and community- oriented lifestyle that draws people to live and play in the Vail Valley. Elements of a lifestyle- oriented program include a mix of entertainment, restaurants, retail and service uses that are comprised of select national franchises and locally -owned businesses complemented with high quality public spaces, civic and recreational amenities and an active schedule of events and activities. Restaurants, bars and entertainment will draw repeat visitors to the area and will activate the district day and night and year- round. Retailers will provide clothing, equipment and services that complement the outdoor lifestyle. The lifestyle- oriented focus of Town Center West will benefit from the parks, open space, recreation center amenities that already serve to draw people to the area. The retail focus will cater to year -round residents but will also prove attractive to visitors. Opportunities for interactive shopping experiences will provide entertainment in the retail environment, from watching the process of beer being made at the brewpub to painting bowls and plates with the family at the craft store. Intermingling and socializing will be encouraged with the high - quality outdoor public spaces, at the wide range of restaurants, and in the retail stores. The Town Center West district will be Avon's civic center, hosting festivals, events and seasonal fairs that constantly change the feel and character of the space and offer new reasons for people to visit. The recommended retail program and mix for Town Center West consists of 85,000 square feet of street -level retail space and 40,000 square feet of second and third floor commercial space. Given the wide range of transaction -based retail options already in the market, Town Center West's program emphasis should be on food and beverage and entertainment in addition to retail goods and services. Restaurants drive traffic to retail areas, and will enhance the attractiveness of the district to patrons that might not otherwise visit. Restaurant options should include a mix of breakfast, lunch and dinner options, quick - casual, sit -down, family- friendly, and local and franchise operators. The retail program should include specialty goods and services that reinforce the lifestyle motivations behind living in a resort community, including ski and snowboard shops, specialty outdoor apparel, outfitter services and interactive retail opportunities like paint your own pottery. Recommended entertainment uses include an all ages nightclub and /or DESIGNWORKSHOP live music venue, internet cafe, family friendly video arcade (similar to ESPN Zone), pool hall and a bowling alley or movie theatre. The minimum opening conditions for the new retail district should include the majority of the streetscape improvements plus 50,000 square feet of overall commercial space, including one restaurant anchor. 500 to 750 residential units are recommended for Town Center West main street district. These units should be located on the upper floors of mixed -use buildings and be comprised of condominium, hotel and affordable housing units. In general, the more residential product that is included in the program mix the better, as residential will be the primary inducement for developers to redevelop parcels. A form -based determination of the amount of residential product based on mass, scale and height considerations should be the determining factor for the specific amount of housing in the program. Residential units will provide support for the retail area. With respect to supporting the retail, the quantity of condominium units is more important than is the type (whole ownership, interval /fractional, vacation club) as the spending patterns of different tenants are not significant enough to warrant restricting one type versus the other. A variety of condominium product offerings will provide the most diversity within the tenant mix. Inclusion of an affordable housing component will provide a year -round population and will provide residential opportunities for working residents and employees at Town Center West while also addressing larger community -wide affordable housing goals. Between 10 and 20 percent of the residential component should consist of affordable housing. Recommended next steps for the Town Center West project include preparation of a financial analysis to asses the cost and benefits of redevelopment for the public and private sectors, determination of the ideal amount of residential product based on urban design criteria, and development of phasing and implementation strategies. DESIGNWORKSHOP iii Avon Town Center West Market Investigation Table of Contents Executive Summary Table of Contents 1. Introduction .............................................. I 2. Avon Context ............................................ 2 3. Competitive Context .................................... 10 4. Comparable Analysis .................................... 26 5. Market Focus .................... I......................... 38 6. Retail Analysis ........................................... 45 7. Residential Analysis ..................................... 53 8. Development Recommendations ....................... 61 9. Next Steps ................................................. 74 References DESIGNWORKSHOP iv Section One: Introduction Design Workshop has been retained by the Town of Avon to perform a market investigation for the Town Center West redevelopment project in order to provide insight into the following three key questions: What is the optimal retail market focus for Town Center West? What is the critical mass and mix of new retail space that is required to provide the necessary vitality for the area? What is the critical mass and mix of new residential space that will best support the retail component of the project? The report begins by reviewing the key contextual elements that frame the analysis. Information on existing conditions, demographics and trends, competitive context, comparable analysis all have an impact on the analysis specific to the three questions. Each subsequent section is oriented towards investigating a specific question. The sections begin,by presenting the additional research and analysis required to examine and understand the specific question. Recommendations are drawn from both the overall context analysis and the specific research completed for each question. The report concludes by recommending a series of next steps in the design and development of the Town Center West project. DESIGNWORKSHOP Section Two: Avon Context Existing Conditions The Town of Avon is located in the Colorado Rocky Mountains along the Eagle River. Situated next to Interstate 70, Avon functions as the gateway to Beaver Creek Resort and is located eight miles from Vail Resort. The Town is a fully incorporated municipality within Eagle County. Avon's population consists of year -round residents, second homeowners and visitors, and its mixed -use Town Center includes residential, commercial, civic and recreational uses. The Town of Avon is in the process of adopting a new Comprehensive Plan. The Plan outlines the existing conditions in the Town Center areal: "The primary focus of urban development within Avon has been in the Town Center District adjacent to Avon Road. This important roadway is the major north -south connection between I -70 and US Highway 6, and serves as the main access to Beaver Creek Resort. East of Avon Road, the land has been developed mainly as a one to two -story shopping center area, and is primarily oriented toward serving consumer need for both local residents and visitors traveling by automobile. A limited amount of office use also exists within this area, as well as a moderate number of residential units within vertically mixed -use buildings... The area just west of Avon Road has developed into the most intensely developed area of the Town Center District. The initial developers of Avon intended the Town Center District to become the centerpiece of the town. Avon Center, the Seasons, and Mountain Vista reflect this intent by their higher density character, including a vertical mix of uses with retail and commercial uses on the ground level and a combination of residential, office, and lodging uses on upper floors. The buildings in this area currently oriented themselves along the Town's pedestrian mall, but the Town has initiated efforts to convert this pedestrian mall into a new "Main Street" that can accommodate primarily pedestrians and secondarily automobiles." Comprehensive Plan Goals The Comprehensive Plan also outlines the goals for Town Center West moving forward: "The role of the West Town Center District is to serve as the heart of the community. Social, cultural, intellectual, political, and recreational gatherings occur in this district. In addition, the district acts as the common ground between the full -time residents, part -time residents and destination guests through diverse retail and entertainment opportunities. The West Town Center District will be an intensely developed mixed use, pedestrian- oriented area that serves as the primary focus for residential and lodging development within the overall Town Center. Currently, this district provides a diversity of land uses in vertically mixed -use DESIGNWORKSHOP buildings. Dmoa include retail, office, residential, government services, civic facilities and parks loosely grouped around o5O-fbut pedestrian mall right o[ Program elements and planning principles for Town Center West from the Comprehensive Plan include': • ^'Cn:ato anu"/ "1\4nb/ 8bcct` in the existing pedestrian mall rkzbt+of-v/uv. • Realign West Benchmark Road to improve circulation in the area and enhance the development feasibility of vacant parcels. • Link pedestrian, bicycle, and automobile circulation to and through Avon's Town Center, Nottingham Park, the Confluence site, and the Eagle River. • Develop o multi-modal transit center. • Develop uporkiug structure associated with the expansion of Avon's Recreation Center, • [>ovc|op unnix of uses that provides u strong residential and lodging bed base supported by community and guest commercial uses. • Create inviting storefronts with retail, restaurant, and entertainment uses on ground levels and offices, lodging, and residential uses above. • Establish public plazas and other gathering spaces for community interaction and social events, • Provide entertainment opportunities for residents and guests to enliven the area and promoted and extended retail hours. • Use signage, streetscape design, landscaping, points of interest, and other "/uyDuding elements tohelp orient visitors to important destinations within the district and the larger Town Center. • Use architectural detailing on ground level/first floor to enhance the pedestrian environment. • Site buildings of various sizes along the street edge to maximize sun exposure, protect views, and break up building bulk. • Z)cvc|op o new transit center and private/public structured parking facilities that provide easy access to and through the diatrioL" DESIGNWORKSHOP Significance ofE istina Conditions and Comprehensive Plan goals The following items constitute the significant elements of Avon's existing conditions and Comprehensive Plan goals: AVext to a m4or� Interstate Adjacency to a'major Interstate extends the size of Avon's retail market because of the ease of access from Vail, Beaver Creek, Edwards and the rest of the Vail Valley. Resort anti outdoor recreation portal Avon serves as the gateway to Beaver Creek Resort as well as to year -round recreation activities in the region. Consequently, there is a demand for services from recreationalists that include gas, food; retail and lodging. C'atrrrr unity Gathering Place` Town Center West's civic area, including the recreation center, town hall and Nottingham Park, currently serves as the heart of the community but it does not offer enough spaces for informal gathering, ,activities and events to draw people from inside and outside the community solely for socialization and interaction opportunities. Mixed --Use Retail Center Town Center West is comprised of mixed -use buildings, but due to the lack of connections it does not function as a mixed -use district that provides people with multiple options, the opportunity to combine trips. or the ability to linger and explore. jkli ltiple' Retail Areas There are numerous existing retail areas in Avon, including Town Center East; the Village at Avon, and on a smaller scale the development planned for the Confluence. These existing and planned retail areas combine to create a significant critical mass that establishes Avon as the primary regional retail destination within the Vail Valley. Retail traffic from year -round residents, second home owners, employees and visitors from throughout the Vail Valley already flows through Avon, Unsuccessful Retail Area Despite the amount of retail traffic to Avon, the existing Town Center West area is not successful and suffers from low sales tax generation and high vacancies.. The space is not well configured for successful retail operations due to physical` fragmentation, lack of a DESIGNWORKSHOP critical mass sufficient in size and variety to attract people from outside the immediate area, and suffers from a lack of identity. Redevelopment not happening on its own No redevelopment is occurring in this area despite the major development activity underway elsewhere in Avon. As currently configured, no single private improvement is able to revitalize or stimulate more development in the area because each building is largely located in isolation. Comprehensive Plan Goals and Stakeholder Comments The Comprehensive Plan outlines a desire to create a mixed -use district within Town Center West that functions as a community gathering place for year -round residents and for visitors and that includes street level entertainment, retail and dining uses focused around a pedestrian Main Street. Avon Demographics Avon's population consists of year -round residents, seasonal residents and visitors. A previous report prepared by EPS for the Comprehensive Plan established the existing and projected population for the Town of Avon 4. The projected population for Avon was assumed to exist at a build out condition based on existing entitlements, which for purposes of this study is assumed to occur in 2015. Average per capita income is calculated by applying income figures obtained from previous studies to arrive at a weighted income average based on population segments. This weighted average is used in this market investigation to examine retail demand. Table 2.1: Avon Existing Population' Unit Type Units Persons /Unit Annual Year -Round Average Per Occupancy Equivalent Capita Population Income of Residents Year -Round 2,187 2.8 100 % 6,081 $42,447 Dwelling Units Second Homes 365 3.0 23% 252 $264,680 Condo -hotel 365 2.0 45% 328 $159,702 Units Hotel 157 1.5 45% 106 $159,702 Bedrooms TOTAL 3,074 6,767 $58,242 (weighted avera e) DESIGNWORKSHOP Table 2.2: Avon Projected Population Unit Type Units Persons/Unit Annual Year-Round % of family households 50.8% % of family households with related children Occupancy Equivalent 49.2% Age % of population aged 55+ (2000) 7.7% Population Year-Round 3,908 2.8 100% 7,802 Dwelling Units Per Capita Income Median per capita income (2005) $42,447 Median per capita income (2010) Second Homes 571 3.0 23% 3395 Condotel Units 1,014 2.0 45% 912 Hotel Units 632 1.5 45% 427 TOTAL 6,125 9,536 % Annual 9.9% 4.1% Increase (2005- 2015) Additional demographic information for the Avon year-round resident population that is pertinent to this analysis is presented in Table 2.3. This data was generated by examining the area within a 1.5 mile radius of Avon Road and Interstate 70. Table 2.3: Avon Year-round Resident Demographics' Households Households 2,249 Average household size 2.8 % of family households 50.8% % of family households with related children 27% % of non-family households 49.2% Age % of population aged 55+ (2000) 7.7% % of population aged 55+ (2010) 12.2% Race % of population of Hispanic origin (2000) 27.9% % of population of Hispanic origin (2010) 34.8% Per Capita Income Median per capita income (2005) $42,447 Median per capita income (2010) $53,939 % change 2005-2010 3.5% Home Value Median home value (2000) $307,031 Median home value (20 10) $544,863 DESIGNWORKSHOP Vail Valley Demographics A population and income analysis for the Vail Valley is useful for understanding the larger context in which Avon exists, and provides information regarding the larger market area from which Avon draws retail customers. The Vail Valley is defined for this study as the 80 square mile area encompassing Vail, Eagle -Vail, Beaver Creek, Edwards and the surrounding unincorporated areas (see Figure 2.4)9. Figure 2.4. Vail Valley study area Table 2.5: Vail Valley Existing Population Unit Type Units10 Persons /Unit11 Annual Year -Round Average Per Occupancy Equivalent Capita Population Income of Residents 12 Year -Round 7,578 2.8 100% 21,218 $27,490 Dwelling Units Second Homes 5,045 3.0 23% 3,482 $264,680 Condotel Units (included 2.0 45% (included with $159,702 with hotel hotel units) units Hotel Units 2,723 1.5 45% 1,838 $159,702 TOTAL 15,346 26,538 $67,769 (weighted average) The Vail Resorts Marketing Research Department's 2005 Town of Vail Summer Survey Results report contains demographic information for visitors to the Vail Valley. The information was obtained by surveying 1,200 summer visitors, and the findings include: DESIGNWORKSHOP + 47% of visitors were couples with children living at home, a significant increase over previous years. The average number of children was 2.1. The other highest categories of visitors were married empty nesters (21 %) and single with no children (20 %). • The mean income of summer visitors was $118,563, while winter mean income was $200,841. This analysis uses the average of the two incomes, $159,702, to represent the mean visitor income. • Shopping was listed by 84% of visitors as one of the activities they planned to do while in the Vail Valley, making it the most popular of the 20+ activities on the survey. Other popular activities include dining (81%), general sightseeing (74 %), special events (67 %) and hiking (48 %). Significance of Context and Demographics Analysis of the context and demographic information for Avon and the Vail Valley reveals the following significant items that pertain to the retail and residential analysis of Town Center Nest: Population Growth Continued population growth is forecast for loth Avon and the Vail Valley. The Town of Avon will experience significant population growth as evidenced by the residential unit buildout estimates. The Vail Valley is also continuing to experience extensive growth. The Colorado State Demographer projects that the Eagle County population will increase b , 2.5% per year between '1000 and 2015; growing from 43,355 to 61,710` residents'-. The'population growth will increase the size of the market from which Avon 'town Center 'West will draw retail customers and result in a net increase in the amount of supportable retail space within the Avon and Vail Valley market areas. Second Homes` The increasing number of second home and seasonal residents is changing the nature of retail and residential demand in Avon. With a higher income, this market has more residential purchasing power and higher retail expenditures and different buying behaviors than year -round residents. The 1 IXTCCOG 2003 Mountain Resort Hotneowner's Survey indicated that second homeowners spend five times as much as single hon-eowners on home improvement, home maintenance services; clothing and recreational equipment, along with a preference for making these expenditures local lY'4. The visitor information reveals a high mean income for both summer and winter visitors and a prioritization towards shopping and dining while on their trip. Detail and dining DESIGNWORKSHOP preferred by this group will include resort retail and local restaurants and small businesses that provide opportunities for new or different experiences that can't be obtained back home. Hispanic Population The Hispanic population in the region is increasing, and by 2010 residents of Hispanic origin are projected to comprise one -third of the year -round population in Avon. Consideration of cultural preferences with regard to residential and retail preferences can help, to ensure that Town Center West is appealing to this large and growing market. Scheduling of festivals and events such as Cinco de Mayo that reflect the authentic traditions of the population can both attract this market and help to provide a real cultural' experience for visitors and residents that is both educational and entertaining. Housing Prices The growing population and the increasing demand for second homes are major factors in the escalation of housing prices in Avon. Median home values are projected to increase by 77 % between 2000 and 2010. Rising home prices result in affordability concerns for year -round residents. Rising home prices as a result of demand also stimulate interest from developers, which `may benefit the redevelopment parcels identified within Town Center West if they include a residential component. DESIGNWORKSHOP Section Three: Competitive Context This section investigates the current retail and commercial activity in the larger area that comprises the competitive environment in which Town Center West will operate. Assessment of the existing retail and commercial environment provides information on retail habits and choices already available to area residents and visitors. It also helps to identify potential opportunities for services and activities not currently offered. Four key mixed -use town center competitive areas were identified, and include. • Avon Town Center East • Beaver Creek Village at Beaver Creek • Riverwalk at Edwards • Lionshead at Vail These competitors were selected in part because they draw from the same target market of Vail Valley residents and visitors and because they share many physical characteristics and retail strategies. However, each caters to a slightly different market niche, which helps to establish their competitive advantage relative to the other areas. The analysis of Town Center West's competitive context includes an overview of each area with respect to mix of uses and total retail square footage as well as an examination of specific attributes that are relevant to Town Center West. The specific structure of each competitive profile is illustrated in the table below. Table 3.1: Structure of Competitive Profiles Key Competitive Attribute Avon Town Beaver Creek Riverwalk, Lionshead, Center East Village Edwards Vail' Resort Portal X X X Highway/ Interstate Adjacency X X and Access Mixed -Use Retail Center X X X Ambiance/ Character X X Community Gathering Place X X Multiple Retail Areas Within X Town Commercial and Retail Size 340,000 120,000 120,000 133,000 (square feet) (Town Center (Lionshead) East) Primary Retail Focus Regional retail High End Middle -Tier, Mid to High and resident- oriented to oriented to End, oriented to oriented visitors and resident and short term second second visitors homeowners homeowners DESIGNWORKSHOP 10 Town Center East: Avon, Colorado'' Located East of Avon Road, Town Center East has been developed primarily as one and two -story shopping centers oriented toward serving customer needs for both local residents and visitors traveling by automobile. With approximately 340,000 square feet of commercial space, the feel and atmosphere of Avon Town Center East is dominated by its commercial component. In addition to traditional commercial centers, Avon Town Center East is defined by vertically mixed -use buildings connected by automobile access. These buildings house a limited amount of office space as well as a moderate number of residential units. Figure 3.2 below depicts the portion of East Town Center directly adjacent to Avon Road. Figure 3.2: View toward East Town Center District 16 Further east of Avon's existing East Town Center District is the Village at Avon PUD. The Village at Avon has entitlements to develop 2,400 dwelling units and 650,000 square feet of commercial development on 1,790 acres. Super Wal -Mart and Home Depot are the major anchor tenants of this regional shopping destination. The key attributes of Avon Town Center East that have bearing on Avon Town Center West include its location as a resort portal, its highway adjacency, and the focus of retail in multiple areas. Resort Portal _• Avon's traditional role has been as a gateway to Beaver Creek, serving as a bedroom community for Beaver Creek and Vail employees and as a service provider for the two resorts. Town Center East's retail character fits this role, with an emphasis on providing services and retail options that are not available in the resorts, specifically big box regional retailers like Gart Sports, Office Depot and Pier 1. DESIGNWORKSHOP 11 Avon Road is an effective means of channeling Beaver Creek -bound skiers, residents and visitors between Interstate 70 and the resort. Unfortunately, it is so successful that it provides a thoroughfare through Avon, which discourages travelers from making stops in Avon. It also effectively bifurcates the town making cross -town travel by foot or by car difficult. Avon Town Center East is able to attract visitors and second homeowners as well as full -time residents. Highway Adjacency and Access • Highway adjacency is attractive to big box and regional retailers like Wal -Mart, Home Depot, Gart Sports and Pier 1 Imports because they're able to extend the size of their market area and draw from throughout the region. • Regional retailers and big box operators typically require visibility from the highway, although in Avon's case neither of the two major big box retailers (Wal- Mart and Home Depot) are visible from I -70. Multiple Retail Areas within Town • Avon Town Center East is one of the three major retail centers in Avon. It is physically separated from both Town Center West and the Village at Avon. A car is all but required to travel between Town Center East and either of the other retail areas. • Better connections between areas would allow for more combined trips, such that visitors to Wal -Mart could easily also shop in Town Center East. The same applies to Town Center East and Town Center West, particularly if the two retain different retail market focuses. • The separate highway interchange for the Village at Avon increases the separation between the Village at Avon retailers and Town Center East (and West) because it allows customers to bypass the Town entirely when traveling to /from Wal -Mart and Home Depot. • The multiple retail areas within the town make it difficult for Avon to establish a singular image or presence in the eyes of the full -time residents as well as second homeowners and visitors. Retail Focus • The chain retailers and restaurants (both chains and locally- owned) tend to be positioned at the middle tier in order to attract full -time residents but are not of a high enough quality to appeal to the other markets. • Town Center East has numerous professional service providers located on upper level floors. The service providers are primarily oriented towards real estate development (architects, engineers, brokerage, insurance). Some medical offices also exist in Town Center East. These services generate traffic to the retail areas during the day from both employees and visitors to the offices. • The retail mixes within Town Center East are missing key elements such as entrainment uses, clothing retailers as well as office spaces. • A large grocery store acts as the central anchor for Town Center East and is effective at drawing residents, second homeowners and visitors to the retail area. DESIGN WORKSHOP 12 Town Center East, Significance to Town Center West B oa(l Existing Retail Options Retail options are broad within the Village at Avon PUD and Avon Town Carter East. the area east of Avon Road is home to stores ranging from major big box (Wal Mart, Home Repot) to medium and smaller stores with a transaction -based focus, Ee, customers travel to these areas to obtain a specific good or service. To compete with the retail mass of Avon Town Center East (340;000 square feet of commercial) and the Village at Avon (650,000 square feet), Avon Town Center West will need to provide appeal; beyond' a transaction based retail environment.' Town Center East Dwisaction -Based .Shopping A(lv rntage Avon Town Center East and the Village at Avon will retain a competitive advantage in transaction based shopping. At almost one million square feet, these two areas provide a significant inventory of transaction based retail uses in the immediate market area. While Town Center West has the same advantage of highway proximity as Town Center East that could appeal to regional big box retailers, its physical configuration (both existing and planned) dues not lend itself to the space, access and surface parking needs required by these tenants. Because of the amount of existing space and the physical incompatibility presented by the site, Town Center Nest is better to position itself as different from these adjacent retail areas than to compete directly with them, Town Center lest Niche Oppdrtunitt Avon Town Center East's retail tenants are physically dispersed. As a result, automobile access is the only way to access the retail environments of Town Center East. The area's vehicular dependency is evident in the dominance of parking lots in the landscape. Avon Torun Center West can provide shoppers with a more enjoyable experience by providing residents and visitors with pedestrian access to retail and improved linkages to the numerous amenities in the area. Entertainment and diming options are lacking in Avon Town Center East. Avon Town Center West can carve out a competitive niche by providing locals and visitors with a wide variety of dining and entertainment options. It is likely that some of Avon Town Center East's existing tenants will be able to find greater success if they relocate to an ambiance -based district. If they relocate, replacement tenants with an auto and transaction -rased focus will be able to replace them so that the success of one area does not affect the success of the others. DESIGNWORKSHOP 13 Beaver Creek Village: Beaver Creek, Coloradol7 Beaver Creek Mountain Resort is a high -end, year -round resort and second home community. The resort is located three miles south of Avon. It houses approximately 250 permanent, year -round residents with 250 homes, 1,000 condominiums and 750 hotel units. The resort consists of three inner resort ski portals and villages with retail components: Beaver Creek Village, Bachelor Gulch Village, and Arrowhead Village. This analysis focuses on the central retail center of Beaver Creek Village. Beaver Creek is a master planned community, with Beaver Creek Village as the central retail and commercial area. Beaver Creek Village's retail element includes dining, shopping, services, entertainment, an ice skating rink and a performing arts center. Beaver Creek Village consists of 120,000 square feet of commercial and retail uses with an additional 60,000 square feet of meeting and convention space. The master planned nature of the development means that every element of the resort experience has been integrated into the overall experience - from the world flags that create a sense of arrival to the pedestrian orientation and the extensive activities and events schedule including fireworks and seasonal celebrations (see Figure 3.3). Beaver Creek Village's retail program is focused towards the high -end short -term visitor and second homeowner. Figure 3.3: Village Center at Beaver Creek Mountain Resort, Colorado18 The key attributes of Beaver Creek Village that have bearing on Avon Town Center West include its location as a resort portal, its ambience and character, and its function as Beaver Creek's community gathering place. Resort Portal DESIGNWORKSHOP 14 • Beaver Creek Village is the base area for Beaver Creek ski area, and thus draws retail customers from throughout the Vail Valley (day skiers) as well as Beaver Creek visitors and residents. • All of the day skier traffic passes through Avon on Avon Road on their way to and from the ski resort. Beaver Creek's second homeowners and lodging visitors also pass through Avon on their way to and from the airport or Interstate 70. • As a portal to the ski area, Beaver Creek's retail program includes goods and services desired by skiers and visitors: restaurants, gear, clothing, equipment rentals, sundries (snacks, sunscreen, etc). Ambiance/ Character Beaver Creek has a wide range of amenities and activities that accentuate its year - round appeal and enhance the core activity of skiing. These activities and amenities include ice skating, mountain biking, balloon rides, horseback riding, spas, the performing arts center and fine dining. This wide range of activities changes every season and encourages year -round use of the resort and repeat trips from visitors. The character of the retail and the amenities all serve to reinforce Beaver Creek's retail focus on the high end second homeowner and visitor. The high quality of the physical design, the programming of the retail and the amenities and activities are all designed to attract this market. The physical ayout of Beaver Creek Village emphasizes pedestrian use and discourages automobile use. This contributes greatly to the sense of place within the retail core. Pedestrian - friendly elements include heated sidewalks, escalators to assist with grade changes and free intra - village shuttle service. Community Gathering Place • While Beaver Creek Village is designed as the community gathering place for the resort, the mix of uses within the core is focused on retail and restaurants oriented towards the high -end second homeowners and short term visitor markets. • The lack of a mix of uses within Beaver Creek Village negatively affects its ability to be a community gathering place. For example, there are no professional services or civic functions (library, town hall) that serve to draw people for non - retail purposes, nor are there full -time residential units located within the Village core to activate the space year- round. The lack of retail and commercial uses geared towards anything other than the high end short term visitor market results in a homogenous population of patrons. • The central plaza is an effectively programmed and designed common space that encourages lingering and social interaction by patrons. • The events and activities. that are central to the Beaver Creek experience do a very good job of enhancing the ambiance and memory- making capacity of the area. Fireworks, seasonal events like Oktoberfest, and the ice skating rink all help to reinforce the concept of community gathering and authentic experiences in the eyes of visitors. DESIGNWORKSHOP 15 Retail Focus • Beaver Creek maintains a mix of retail and commercial uses that are geared towards the high end consumer that typifies its resident and visitor population. • Retail uses focus on clothing boutiques and resort wear, jewelry stores, fur stores, fine art galleries and upper end outdoor outfitters. • Services are geared towards outdoor recreation, spa facilities and real estate offices. Dining options are on the high end of the spectrum, with few opportunities for casual dining. Beaver Creek's Significance to Town Center West Beaver Creek is a significant competitor to Town Center West by virtue of its proximity and physical connections to the Town Center West area via Avon Road as well as from the ski lift connections proposed as part of the Confluence development. Beaver Creek should not be viewed purely as an adversarial competitor, however, as they serve a high end niche that Avon has not yet pursued. The major significant features of Beaver Creek relative to Town Center West include place making, lack of community and synergistic opportunities. Place Making Beaver Creek Village provides a very successful retail environment in terms of physical design, amenities, activities and events and mix of stores. All are geared towards providing an enjoyable and memorable experience for short term visitors. Beaver Creek is particularly active in its programming of events and activities for every° season and is able to create ambiance among a population of visitors and second homeowners. The use of outdoor recreational space like the ice skating rink as passive entertainment provides atmospheric benefit that contributes to the sense of place at Beaver Creek Village. Town Center West can utilize similar opportunities with the recreation center (particularly the concept of an outdoor climbing wall), the whitewater park and Nottingham Lake. Lack of ('onununity Beaver Creek, with 250 full-time residents, does not provide a critical mass of community. Avon's community center can provide the opportunities for social interaction between full-time residents, second homeowners and visitors that is desired by visitors and second homeowners but that is not possible in Beaver Creek. Town Center West can provide the backdrop for interactions between area residents that have intangible value (i.e. running to a friend at the coffee shop). DESIGNWORKSHOP 16 The opportunity for socialization and community interaction will entice Beaver Creek residents and visitors to visit the Town Center West Area. This opportunity will be made easier if physical and transportation connections between the areas are enhanced. Synergistic Opportunities Town Center West can be positioned to complement, but not directly compete with,' Beaver' Creek's high end retail and restaurant focus. This can be accomplished by providing, amenities, retail products and services that are not on the highest end of the retail spectrum but that are still attractive to Beaver Creek's residents and visitors. Examples include family- oriented restaurants, recreational outfitters and retailers that appeal to the outdoor lifestyle, a movie theatre and other evening entertainment. These uses can be programmed at Town Center West in an additive manner without requiring leakage from Beaver Creek's retail business:' DESIGNWORKSHOP 17 Riverwalk, Edwards: Colorado19 Riverwalk is a mixed -use development in Edwards, Colorado situated on the banks of the Eagle River. Edwards is located five minutes west of Avon and the development is easily visible and accessible from Interstate 70. The mix of uses at Riverwalk includes shopping, dining, entertainment, and offices as well as residential space and lodging for visitors. The site was approved for 385,000 square feet consisting of commercial and residential uses. Riverwalk has a dual retail focus of second -home owner - oriented retailers and services and local- focused dining and entertainment. Figure 3.4 depicts some of the streetscape and architectural style of the development. Figure 3.4: Streetscape at Riverwalk in Edwards, Colorado20 The Edwards community differentiates itself in an area dominated by large nationally renowned resorts by catering to local residents. The population has doubled in just the past two years, and more than 5,000 permanent, year -round residents now reside in Edwards. With the Riverwalk development, the community has also developed an identity as a destination for shopping and entertainment, drawing visitors from Vail and Beaver Creek. The applicable characteristics of Riverwalk to Town Center West include mixed -use retail center, ambience and character and community gathering place. Mixed- Use Retail Center • Riverwalk consists of 14 buildings as shown in Figure 3.5. Construction on the project began in 1992. • Mixed -use zoning for the development allows the developer to be very flexible on the type of uses and tenants located within the buildings. Residential and office tenants are mixed within the upper floors, and the selection between the two is at the discretion of the developer. • Within Riverwalk, there are a wide variety of retailers including shops, restaurants and entertainment, and the 50 tenants occupy 120,000 square feet of ground level retail. • Office space comprises a significant component of the development at Riverwalk. One of the major reasons that so many businesses have located at Riverwalk is DESIGNWORKSHOP 18 because they are able to avoid a portion of the municipal taxes levied on businesses located in the core of area resorts like Vail and Beaver Creek as well as from the ever - increasing costs of leasing space in these resort cores. A large portion of the businesses located at Riverwalk are directly related to the resort real estate industry, including offices for realtors, property management services, lawyers and resort developers. Many of these businesses have relocated from the Vail area. • Riverwalk's residential program includes lodging, residences and affordable housing. The Inn & Suites at Riverwalk offers lodging with 59 guest rooms and 16 condominiums. To date, 118 residential units have been built and sold, of which 80,000 square feet is free market housing and 50,000 square feet is employee housing. Figure 3.5: Configuration of buildings at Riverwalk2' o Mr- 12 a�' v .<' �ua�iARKI�sr�� ,'�..,�, PARKING *A I P4 tal PARKING ParaKsr EIS HIGHWAY Ambiance / Character A pedestrian - friendly main street environment is created through building and street layout. Buildings of varying architectural styles and sizes make the experience of walking Riverwalk more interesting, as shown in Figure 3.5. At Riverwalk, there are few national franchises (Starbucks) and only a handful of regionally known retailers (i.e. Brush Creek Dry Goods). The vast majority of the tenant mix consists of local or one -shop retailers across a variety of retail categories, with an emphasis on home furnishings and specialty clothing stores. The vitality of Riverwalk is strongly rooted in the mix of uses housed within the development. The interaction of residents, visitors, shoppers, recreationalists and employees is encouraged by its pedestrian - friendly design. Community Gathering Place • Convenient parking makes it easy for residents and visitors to access the the retail center. Riverwalk offers patrons underground parking facilities in conjunction with surface parking lots and on- street parking. DESIGN WORKSHOP 19 Riverwalk'sretail uses are supported through the office component of the `program by generating customer traffic from the service- oriented businesses located within the development. Visitors to these businesses as well as the employees themselves become repeat customers. Town Center West can utilize the same approach to add vitality to its retail area. Town Center West may be able to directly compete with Riverwalk for professional and office tenants because its location closer to Vail and Beaver Creek may prove attractive to office tenants that might, otherwise be attracted to Edwards. Riverwalk's residential program, both the short-term accommodations and the full -time residences, contribute to providing customers for the retail area but is not big enough in and of itself to sustain the retail component. The primary function of the residential component is to enhance the feel of the development by providing day and night activity in the area and by activating the upper levels of the buildings. Riverwalk is highly amenitized. Its combination of local restaurants, a movie theatre and access to' the river and the regional trail network all provide reasons for patron s to visit beyond just shopping. DESIGNWORKSHOP 21 Lionshead Village; Vail, Colorado 22 Located west of Vail and adjacent to Interstate 70, Lionshead is defined largely by the slopes it fronts and its proximity to Vail Village. The renovation of Lionshead is at the center of Vail's sweeping redevelopment plans. Steps are being taken to transform this secondary village and mountain access portal into a high -end destination in its own right. Prior to the commencement of construction, the Village's defining elements included a gondola terminal, an accommodation bedbase, employee housing, plazas, parks, and small shops. Retail and commercial services along with food /beverage facilities are concentrated around the base of the ski slopes. There is approximately 133,000 square feet ofretail /commercial space within Lionshead. Compared to Vail Village (244,000 square feet of retail/commercial), Lionshead is smaller and has few shopping options. Accommodation has traditionally been an important part of Lionshead's focus. There are approximately 675 condominium units within the Lionshead area and 56 employee housing units. 50 % -60% of the condominium units are in short-term rental pools. The redevelopment plans include a new ski area portal with skier services, 22,000 square feet of retail, 16,000 square feet of office space, an 80 -room luxury condominium - hotel, 144 employee housing units, additional residential development, parking and roadway improvements and a series of pedestrian and open space enhancements. Although Lionshead benefits from a pedestrian - friendly environment of small brick pathways benches and plazas, it has not experienced the same success as Vail Village with respect to retail viability. Lack of visual guides, large imposing buildings, and confusing circulation give it the feel of an urban outdoor mall. Lionshead's redevelopment plans seek to address these deficiencies. Figure 3.6 is a rendering of post - redevelopment Lionshead. Figure 3.6: Lionshead Village, Colorado 3 The key attributes of Lionshead that have bearing on Avon Town Center West include its location as a resort portal, its highway adjacency, and ambience and character. DESIGNWORKSHOP 22 Resort Portal • Lionshead is a secondary access portal to the Vail Mountain and draws visitors and consumers who utilize the nearby parking lots and bus drop off. • With such close proximity to both Interstate 70 and the frontage roads, Lionshead provides visitors with an opportunity to efficiently connect to Vail Village and the ski area. • By capturing pedestrian circulation to and from parking lots via pathways and pedestrian links, Lionshead utilizes the attributes of highway proximity as well as ease in getting people to and from the gondola terminal in a manner that exposes them to the retail spaces. Mixed -use Center The Lionshead redevelopment effort is focusing on enhancing the synergies between the uses at Lionshead — residential, retail, ski area, transportation and parking. The winter orientation of the town's economy has had a negative impact on the retail tenants. Lionshead retail tenants find the non - winter season very challenging. Existing and proposed employee housing is located in Lionshead and adds year - round vitality and provides a base of employees for the surrounding businesses. Ambience and Character Lack of ambiance and character are often pinpointed as one of Lionshead's greatest weaknesses. The Lionshead Redevelopment Master Plan 24 outlines several of Lionshead's biggest challenges including dated, unattractive architecture which has no recognizable style or cohesive image and the lack of village focal point and significant public gathering places. Lionshead has identified that successful destinations: provide physical and emotional comfort; offer diverse visual and physical stimuli to the visitor; and provide a variety of experiences. Stated within the objectives of Lionshead's Redevelopment Plan is to create a dynamic village- to examine a "creation of a place" 2 . Figure 3.7 identifies the major areas and projects that are being undertaken in order to transform Lionshead into a successful world -class destination. DESIGNWORKSHOP 23 Figure 3.7: A New Lionshead Project: Lionshead at Vail: Colorado 26 0 Lionshead is a significant competitor to Town Center West by virtue of its proximity to Avon, its extensive redevelopment plans and its pedestrian, mixed-use focus. As Lionshead undergoes an extensive renovation/reorientation, changes to layout and amenities will only increase its competitive threat to Avon. Lionshead alongside Vail will likely continue to be a central draw in the Vail Valley. The major significant features of Lionshead relative to Town Center West include: Redeveloj)tnentl to Recapture 11at-ket Share The renewal of Lionshead will make it more difficult to draw visitors from Vail: Lionshead's future plans include a new plaza with dining, shopping, ice-skating, entertainment, various skier services, residences, resort hotel, meeting spaces, spa, and an enhanced parking facility. Improved layout and streetscapes will provide residents, visitors, and shoppers with a viable alternative to Avon Town Center West. The focus of the Lionshead redevelopment remains short-term visitors and day skiers. Avon Town Center West has the opportunity to orient Town Center West to serve a broader demographic range that also includes second homeowners and residents. Skiing Orientation Lionshead is oriented primarily around the mountain and the skiing experience: DESIGN WORKSHOP 24 Winter activities; specifically skiing; dominate the ambience and focus of Lionshead Village. The village is oriented to the mountain. Lift access, ski in /ski'`out. and related services are the defining elements of Lionshead Village's retail focus. Lionshead retail is also oriented around the Vail Mountain visitor. Shops tend to have an upscale orientation. Even if Lionshead completes every element of its redevelopment plan, it is unlikely that it will manage real community gathering places because of the visitor focus. Uarketing :efforts Intense marketing efforts have energized the Lionshead redevelopment. Excitement and momentum is a critical element in attracting the type of quality /innovative tenants that also might be a good tit for Avon Town Center West. Vail and Lionshead have spent significant resources creating excitement and momentum around their redevelopment efforts, i.e. Vail's Billion Dollar Renewal campaign. This marketing approach is deployed in part to attract retail tenants, in addition to appealing to day skiers; visitors and potential residential buyers. In addition to competing for visitors and residents; Lionshead will likely compete with Avon Town Center for some retail tenants. Avon Town Center might benefit from a strong marketing campaign aimed at specifically desired retailers. DESIGNWORKSHOP 25 Section Four: Comparable Context Understanding the actions and challenges being faced by similar communities across the country is an excellent source of lessons learned. This comparable analysis profiles three mixed -use projects in order to provide information on how other developments in other areas have integrated retail and mixed -use within their communities. In addition to providing a source for lessons learned, this information can serve to inform the programming of the future space within Avon Town Center West. Four comparable mixed -use town centers were identified, and include: Main Street, Basalt, Colorado Main Street, Frisco, Colorado Downtown, Truckee, California These comparable projects were selected because they share many physical characteristics and provide applicable lessons for Town Center West. The comparable profiles include an overview of the area and an analysis focused on key attributes that are specifically related to Town Center West's retail program. Thus each competitor is analyzed differently. The specific structure of each competitive profile follows the specific areas highlighted in the table below. Table 4.1: Structure of Comparable Profiles Key Comparable Attribute Frisco, CO Truckee, CA Basalt, CO Main Street Main Street Main Street Resort Portal X X X Highway Adjacency X X X Mixed -Use Retail Center X X Ambiance/ Character X X X Community Gathering Place X X Multiple Retail Areas Within X X X Town Commercial and Retail Size 120,000 90,000 50,000 (square feet Retail Focus Middle -tier, Middle -tier, Middle -tier, oriented to oriented to oriented to visitors and visitors and visitors and resident resident residents DESIGNWORKSHOP 26 Frisco Main Street: Frisco, Colorado 27 Established in 1879, Frisco Colorado is a historic mining town located 35 miles east of Avon. The town is adjacent to Interstate 70. Frisco has a year -round population of 2,631 and part time population of 3,884. Housing in Frisco is approximately 55 percent second home or seasonal housing and 38 percent owner occupied. This analysis focuses on the central Main Street area of Frisco, which encompasses 4,000 linear feet of commercial frontage, although Frisco contains multiple distinct retail and commercial areas including a Wal -Mart and other big box retailers. With approximately 120,000 square feet of commercial space, the Main Street district includes a mixture of uses including shopping, dining, and office space. The Main Street area alone has 26 restaurants and bars as well as many small retail shops and professional offices. Frisco's downtown Main Street targets not only full and part time residents in the Summit County area, but is appealing to the large number of tourists that circulate through every year. Both tourists and locals are drawn to the many gathering places available along Main Street. The key attributes of Frisco's Main Street that have bearing on Avon Town Center West include its location as a resort portal, highway adjacency, mixed use retail center, its ambience and character, and its multiple retail areas within town. Resort Portal • Frisco is centrally located near several different ski resorts including Arapahoe Basin, Breckenridge, Copper Mountain, and Keystone Resort, and is the primary portal to Breckenridge from Interstate 70. Significant skier and visitor traffic passes through the area, and Frisco has capitalized by providing a retail mix and environment that is attractive to visitors as well as residents. • An exit from Interstate 70 leads directly to and through Main Street. This provides tremendous exposure to Main Street's retailers. The Main Street district is not, however, visible from the interstate nor is there signage directed towards highway traffic to advertise its presence and to generate additional traffic to the area. • Frisco's Main Street tenant mix includes services and retail that is oriented towards the day skier and visitor — ski shops, restaurants, banks and service stations. Mixed- Use Retail Center Frisco's Main Street is not a vertically- integrated mixed -use district. Main Street is low- density and low -rise, with most buildings fronting Main Street containing a single level of retail or commercial space. Residential uses are primarily located on secondary streets and vary in form from single- family structures to condominiums and townhomes. The Main Street district contains numerous offices and service providers, including real estate services, banks, architects, insurance companies and other small businesses. DESIGNWORKSHOP 27 • With 26 restaurants, Frisco provides a broad range of dining experiences. The restaurant options include ethnic cuisine, nicer sit -down restaurants, quick casual and franchise fast food, family - friendly pizzerias and restaurants and small owner - operated cafes. Ambiance and Character Frisco's mining origins lend to its historical charm, and the aesthetic context of the area builds on that history. With several historic buildings and one Nationally Registered schoolhouse located along Main Street, the atmosphere of the area is defined in part by historical architecture. Without large entertainment options, such as a cinema, gathering places created by the town's commercial tenants are very important for Main Street. The small chocolate store, for example, is a place where local and visiting families can comfortably relax and socialize. The brewpub is another popular destination on Main Street that caters to both locals and visitors by providing opportunities for socialization. A connection to Frisco's Ten Mile Pathway at the west edge of Main Street provides a recreational connection to the retail area that ties in with the retail program and outdoor lifestyle focus of Frisco. Multiple Retail Areas • One of the main retail nodes in Frisco is the Wal -Mart located along Summit Boulevard. Main Street retailers have learned to coexist with their Wal -Mart neighbor. When asked about Wal -Mart, a store associate on Main Street replied, "Because we sell different things, the Wal -Mart does not seem to affect our sales downtown28." Main Street area has a unique ambiance and charm. Residents patronize Frisco's Main Street to take advantage of the ambiance. Those that shop at Wal -Mart do so because they are in search of the lowest prices. Frisco's Significance to Avon Town Center West The following items are significant to the analysis of Town Center West: Close proximity to Interstate 70 along with the ease of getting on and off the Interstate enable Frisco to capture business from travelers passing through, particularly Breckenridge -bound traffic that must pass through Maim Street. With Wal -Mart located just off the Interstate on Summit Boulevard, Frisco is a regional shopping destination. Shoppers visiting Wal -Mart have the opportunity to extend their stay by visiting Main Street, although for ambiance and experience reasons and not for the transaction - focused reasons that they visit Wal -Mart. Main Street integrates civic functions into its program by incorporating the offices of the Historical Society. DESIGN W ORKSHOP 28 Places like cafes, coffee houses, restaurants, and the breweries on the Main Street are catalysts for gathering; A healthy mix of businesses and services energizes Frisco's Main Street and helps to maintain a more consistent level of activity throughout the day: In part as a response to Wal -Mart, Frisco's Main Street developed into 'a specialty retail environment catering to both residents and visitors: Specialized service providers and retailers serving, residents and visitors provide types and levels of service that big box retailers do not provide: Examples include the locksmith,; barber shop, ski shops and financial services companies. Connections to the trail network help to reinforce Frisco's outdoor lifestyle focus. DESIGNWORKSHOP 29 Downtown Truckee: Truckee, California 29 The Town of Truckee is located in California at the crest of Interstate 80 and functions as a gateway to the North Lake Tahoe recreational area. The town has long been a favorite visitor destination and has more recently become a desirable place to live and work and was recently ranked one of the country's top ski towns by Ski Magazine 30. Tourism is Truckee's primary economic engine. Truckee has approximately 8,000 residences, of which 30 percent are used as seasonal or second -home residences. Truckee's downtown main street district provides a well regarded downtown experience that serves as the local and visitor gathering place for this highly livable community. The 90,000 square feet of downtown retail space consists of locally -owned retailers and restaurants, with no chain or franchise presence. The historic downtown has become a hot spot for style- conscious consumers, including many from the Reno /Sparks and Sacramento, who want to dine and shop outside of the chain store mainstream. Figure 4.2: Downtown Truckee, California 31 Truckee's downtown is comparable to Avon Town Center West given its location as a resort portal, its mixed -use nature, the multiple retail areas within town, and the importance it places on ambiance and character. Resort Portal • Located on a critical interstate, Interstate 80, Truckee is a portal to mountains and outdoor recreation for visitors from Sacramento and Reno. High levels of day skier and longer -term visitor traffic pass through Truckee. • Eight ski and snowboard resorts are located within a 10 -mile radius of the town. • Other nearby amenities include the Truckee River that runs through town as well as numerous nearby lakes that are popular recreation destinations during the summer. DESIGNWORKSHOP 30 • Although Tuckee is on Interstate 80, its downtown area is disconnected from the Interstate and retail businesses have a hard time drawing through traffic off of the Interstate and into the downtown. • The seasonality of the economy, due to reliance on visitors and second homeowners, is a significant concern for downtown merchants. Truckee's 2025 General Plan Update estimates that 48 percent of sales revenue is generated during the summer and 39 percent during the winter32. Ambiance and Character • Successful elements of Main Street include the interesting mix of retailers, the safe and attractive streetscape environment, and the active downtown merchant's association. • The retail presence is typified by affordable, non -chain restaurants that cater to locals but also appeal to visitors because of their independent nature (e.g. Wild Cherries owned by former Olympic skier Kristin Krone or The Squeeze In breakfast restaurant that offers over 50 omelets) and by local- serving small businesses including Cabona's general merchandise (founded in 1918). • The streetscape environment has been improved through a comprehensive improvement program funded through a downtown assessment district that has resulted in a better connection with the adjacent river, improved sidewalks and lighting and added extensive landscaping. • The single -sided main street has short blocks, wide sidewalks and angled on- street parking. It is a compact assembly of storefront buildings and is three blocks in length. Community Gathering Place • Truckee is considered great place to live for locals. Part of this recognition stems from a downtown that offers residents numerous gathering places. According to Ski Magazine, Truckee is typified by a "happening historical downtown and strong civic pride ". 33 • Truckee's growing base of second -home owners is making it increasingly difficult to maintain a vibrant downtown, one of the elements that has traditionally characterized Truckee. The number of residences being used as second -homes is outpacing the growth of the year -round population and is increasing the seasonality of the economy, which in turn is making it more difficult for retail tenants to operate successfully. • The main street is an actively programmed public gathering place that is used for special events, car shows, street dances and popular community parades. These events appeal to locals and to visitors. • The retail windows, architectural details, handcrafted signs, covered walkways, streetscape and the people on the street create visual interest and vitality and lend to the sense of place that distinguishes Truckee from other resort portal towns. Multiple Retail Areas DESIGNWORKSHOP 31 • Truckee does not have a big box retail presence, and as a result Truckee experiences a very high level of sales leakage to other communities. Year -round Truckee residents spend $54 million out of $100 million outside the community. • New retail development in Truckee has run into a great deal of opposition from the existing downtown merchants because the other existing and planned retail nodes in Truckee are located far enough outside of the downtown core that they serve as competitors. The well- organized, well- funded vociferous downtown merchant association opposes any new development or redevelopment in the area so as to minimize any competitive threat. • Truckee is caught between the goal of reducing sales leakage and keeping with the Comprehensive Plan. The Comprehensive Plan indicates that, "there is sufficient leakage for the town to attract a big box store such as a Target, a car dealer, and additional fast food. Community leaders have no interest in attracting these types of stores. "34 • Retail demand studies have shown demand for car dealers, gas stations, big box retailers and fast food in the downtown main street area but those types of retail have been deemed to not be sympathetic with the overall feel desired for downtown. In addition, these types of retail require highway advertising signage which is not allowed under Truckee's general plan. Truckee's Significance to Avon Town Center West Truckee's Main Street district provides a great downtown experience that serves as the local and visitor gathering place for this highly liveable community. Truckee's retail focus is oriented primarily towards the resident, but in a manner that appeals to the visitor because of the primary orientation towards unique and locally- owned restaurants and retailers. Elements that are problematic for Truckee's Main Street include the disconnect from the highway, the lack of critical mass to attract retail customers from outside the area, decreasing local retail demand as housing units convert to second homes, competition from surrounding retail centers, and the presence of retail demand from retail types deemed not compatible' for the area. The streetseape environment has been improved through a comprehensive improvement program funded through 'a downtown assessment district that has resulted in a better connection with the adjacent river, improved sidewalks and lighting and added extensive landscaping. An active downtown merchant's association provides advertising and event programming on behalf ofthe Main Street district. The heavy programming calendar— events, festivals, art shows, concerts, street fairs — give both locals and visitors reasons to visit Main Street repeatedly. DESIGNWORKSHOP 32 As Truckee's housing stock converts to second homes, local retail demand, particularly year- round, is falling, making it harder for existing businesses to remain viable and limiting the ability expand the Main Street retail presence. New retail development in Truckee has run into a great deal of opposition from the existing downtown merchants because the other existing and planned retail nodes in Truckee are located far enough outside of the downtown core that they serve as competitors. The well- organized, well- funded vociferous downtown merchant association opposes any new' development or redevelopment in the area so as to minimize any competitive threat. DESIGNWORKSHOP 33 Basalt Main Street; Basalt, Colorado Basalt, Colorado is located 20 miles west of Aspen on Highway 82. Long a bedroom community of Aspen, Basalt has more recently become a desirable location for second homeowners priced out of the Aspen market. Basalt has a year -round population of 3,000 residents. Figure 4.3: Downtown Basalt This analysis focuses on the central Main Street area of Basalt, which encompasses 50,000 square feet of commercial space and includes a mixture of uses including shopping, dining, and office space. Basalt's Main Street targets full time town residents and second homeowners and provides many small outdoor gathering places and small businesses and unique retailers. Basalt's historic and small town character is illustrated in Figure 4.3 and is a central visual element to the visitor experience. The connection to the river has also been enhanced by recent developments, further adding to the ambience of the downtown environment. Elements of Basalt's Main Street that have bearing on the analysis of Town Center West include resort portal, highway adjacency, mixed -use retail center, ambiance and character, community gathering place and multiple retail areas within town. Resort Portal Traditionally a bedroom community for Aspen workers, Basalt is increasingly becoming a second home destination because of its small town charm, lower cost of housing, access to recreation and access to Aspen. Ease of access to and from Aspen has been enhanced as a result of the recent expansion of Highway 82 to four lanes. Several resident- oriented housing projects are underway in Basalt. The largest, Willets, features small-lot single family homes and townhomes that appeal to year round residents as well as second homeowners. DESIGNWORKSHOP 34 Mixed -Use Retail Center • Numerous independently -owned businesses populate the retail area and give Basalt's main street a reputation for authenticity, as opposed to the regional retailers and chains that populate Basalt's other retail areas. Independent retailers on main street include restaurants, clothing and shoe stores and art galleries. • Main Street is anchored on one end by town hall and the library and by a major church on the other end. These civic and cultural uses draw locals to the area for non - retail purposes but the pedestrian friendly environment encourages people to stay and linger. • New infill developments along Basalt's main street incorporate residential units and office uses into the second and third stories of the buildings. The office uses include professional services (lawyers, real estate services) that generate additional trips to the area, while the residential units have generated new customers for the restaurants and resulted in a nighttime presence that has not previously existed downtown. • Many small businesses have relocated from Aspen as commercial lease rates there have increased, and as their employees have increasingly chosen to move to this area. Architects, lawyers, medical services and other professionals have made the switch. Ambience and Character • The historic storefronts have been maintained, adding to the authentic feel of the small town main street character • The great restaurants on main street attract patrons from Aspen and have helped contribute to the success of main street. • Pedestrian - friendly elements including multiple crosswalks and bump outs, street lighting and covered walkways encourage movement from one building to the other along the main street corridor. • A highly liveable community formerly oriented towards full -time residents, Basalt is becoming increasingly popular as a second -home location, and the character of Basalt's main street retail is changing accordingly, with numerous art galleries, home furnishings stores and real estate offices populating spaces previously oriented towards full -time residents. Multiple Retail Areas and Community Gathering Place • Basalt's main street retail area (Midland Avenue) has historically been the center of the community but the nature of the retail is changing to cater to the growing second home market. • Numerous independently -owned businesses populate the retail area and give Basalt's main street a reputation for authenticity, as opposed to the regional retailers and chains that populate Basalt's other retail areas. Independent retailers on main street include restaurants, clothing and shoe stores and art galleries. • The community gathering function has been largely transferred to a strip commercial center adjoining a newly annexed part of Town. While some of the DESIGNWORKSHOP 35 strip commercial is located within the Town boundaries, the majority of the space is located outside, which means that sales revenue from Town residents is increasingly being leaked outside of the Town. A development plan to expand the downtown retail area was developed by the Town of Basalt but has not yet been implemented. The plan aimed to address some of the major shortcomings of the existing retail area by providing a physical connection with the highway, by doubling the retail space in order to provide a critical mass that could draw people visiting Aspen and Snowmass, and by adding housing to provide 24 hour activity. The plan has not yet been implemented in part because of a lack of political will to champion a large -scale redevelopment plan. Basalt Main Street's Significance to Town Center West A highly liveable community formerly oriented towards full-time residents, Basalt is becoming increasingly popular as a second -home location, and the character of Basalt's chain street retail is changing accordingly, with numerous art galleries, home furnishings stores and real estate offices populating spaces previously oriented towards full -time residents. Successful components of Basalt's main street include the pedestrian - friendly feel, the integration of civic and cultural uses with the retail, recent mixed -use infill developments, and the emphasis on independently -owned businesses. Concerns with Basalt's main street include the disconnect from the highway, the recent re- orientation of the retail towards second home- serving businesses and the lack of critical mass to attract retail patrons from outside the area The community gathering function has been largely transferred to a strip commercial center adjoining a newly annexed part of Town. While some of the strip commercial is located within the Town boundaries, the majority of the space is located outside, which means that sales revenue from Town residents is increasingly being leaked outside of the Town. Basalt's main street has the smallest amount of retail square footage analyzed ill this report, and this area has demonstrated 'a lack of sufficient; critical mass that is sufficient to draNv visitors from outside the area. Civic and cultural uses can function as a main street anchor. Mixed -use infill can successfully be integrated into existing main street development patterns. DESIGNWORKSHOP 36 Many small businesses have relocated from Aspen as commercial lease rates there have increased, and as their employees have increasingly chosen to move to this area. Architects, lawyers, medical services and other professionals have made the switch. Independently -owned businesses give Basalt's main street a reputation for authenticity. Independent retailers on main street include restaurants, clothing and shoe stores and art galleries. The great restaurants on main street attract patrons from Aspen and have helped contribute to the success of main street. Redevelopment planning alone does not result in implementation. Political will is required to achieve the desired results. DESIGNWORKSHOP 37 Section Five: Retail Market Focus The retail market focus can be defined as the character taken by Town Center West in order to attract its target market. The retail focus is used to inform the range and mix of uses, the types of tenants, the amenities and activities that should be included in the program. The retail market focus for Town Center West is analyzed in this section through the following methods: • Identification of the target market's retail expectations, • Survey of existing conditions, • Examination of Comprehensive Plan goals for the area and the results of stakeholder interviews, • Evaluation of competitive and comparable retail areas, • Evaluation of a series of potential market focus alternatives. Target Market Expectations The retail preferences of the year -round residents, second homeowners and visitors that comprise the target markets for Town Center West are changing as a result of trends affecting the local and national marketplace. Trends include shopping efficiency and the ability to combine trips, extended hours, multiple options and emphasis on experience. Efficiency The ability to combine trips is an increasingly important priority in order to address the lack of time available for shopping. Retail areas should have a program mix that allows the target market to address multiple needs during one visit and the street circulation and parking networks should allow quick ingress and egress. Extended Hours Shopping times are extending. Longer working hours, alternate schedules and other lifestyle changes are extending the demand for hours of operation into the evening hours. Retail shopping and browsing comprises a component of the evening entertainment experience, so mixed -use areas with evening retail operation becomes more attractive evening destinations for patrons. Food is an important driver of retail, so stores benefit from being open in the evening if restaurants are also included in the mix and open for dinner business. Experience An increasingly important element in the expectations of the target markets for Town Center West is a desire for experiential retail opportunities. Experiential retail provides the customer with a surprise or a memory as part of the retail environment in addition to or as opposed to addressing a specific retail good need. People are increasingly looking DESIGNWORKSHOP 38 to retail centers to provide more than just goods and services. A trend in retail programming recognizes this emphasis on retail environments for their social and entertainment appeal, and a new concept based on lifestyles is emerging as a viable alternative to the traditional mall or downtown shopping district. As stated in Urban Land, "some of the most successful lifestyle developments are those that provide for social interaction and that connect with consumers' wants and needs, going beyond the simple act of the transaction....ultimately, when consumers shop nowadays, they seek an escape — an experience that is as much recreational as it is functional' 35 A lifestyle orientation includes a mix of uses that allow people to live, work, shop, socialize and play and correspondingly encompass a mix of uses that include retail, restaurant, services, residential and open space. Options Multiple options in a retail area, be it restaurants, retail stores, or services, attract a wider range of tastes, encourage repeat visits and encourage impulsive decision making, all of which are essential components of an experiential retail experience. Flexibility in the retail space and program should be built in to the development vision and design in order to allow for changing tastes, technologies and product types will support the provision of new and different options in the mix. Existing Conditions A survey of existing conditions at Town Center West reveals the following: • Town Center West's existing retail mix has no discernable identity or focus. Existing ground floor retail tenants include hair salons, a few restaurants, a cellular phone retailer and several real estate related offices. • Characterized by high vacancy rates and frequent turnover, Town Center West has never established itself as a viable retail destination that is attractive to visitors. The retail instead serves the local population and area employees. • There is approximately 50,000 sq. ft. of existing ground level retail space in Town Center West36 • While most of the buildings in Town Center West are mixed -use in nature, the lack of connections throughout the area result in a series of stand alone mixed -use buildings instead of a mixed -use district. The result is that each retail tenant operates as a stand -alone destination and does not benefit from any kind of agglomeration and further erodes any potential to provide a critical mass of uses that would attract customers from outside the immediate area. • The number of vacant storefronts, empty parcels and non - retail ground floor space contributes to Town Center West's failure to successfully sustain itself as a viable retail center. DESIGNWORKSHOP 39 • There is a very good array of civic and recreational amenities in the area. The recreation center, Nottingham Park and lake, the library, Town Hall, the regional trail system and the nearby kayak park all serve to draw people to the area already. But none of the retail present in Town Center West currently appears to capitalize on the adjacency of these civic and recreational amenities. Comprehensive Plan and Stakeholder Goals As described in the Comprehensive Plan, Town Center West is intended to be the heart of the community, and a place for interaction between full -time residents, second homeowners and visitors. It is envisioned as hosting events, recreational activities, intellectual and civic gatherings. It will be a central focus of the bedbase in Avon, hosting both residential units and short term accommodations. Retail and entertainment options will help to activate the area. Stakeholder interviews were conducted as part of the Comprehensive Plan process. Some of the stakeholder comments made with regard to the retail focus and mix that they would like to see include 37: • "Avon's retail inventory is stale. Avon needs to update its retail inventory with more authentic/ unique shops that would contribute to creating a unique sense of place." • "Avon needs to be a destination rather than a thoroughfare to Beaver Creek." • "The core commercial area is nothing more than a collection of strip centers." • "Avon has a distinct advantage over Edwards in its ability to put on large -scale special events and programs similar to Vail's Hot Summer Nights." • "Avon needs to program its public spaces within the commercial core for activities and entertainment that attracts visitors and brings vitality to the Town." • "While the area north of I -70 in the Village at Avon is projected to provide development geared towards visitors /second homeowners, the development on the valley floor should be more for full -time residents." • "Avon needs to build generational bonds to Avon by creating a great scene for young adults/ college kids which will in turn start personal traditions with these young people to not only come to the valley to ski, but to stay and play in Avon. • "Providing after -hours amenities for families such as restaurants that aren't oriented towards the "bar scene "." • "Avon and the rest of the valley lack affordable, quality, non - franchise clothing stores." • "Avon should identify and then entice some of the successful local entrepreneurs with stores and restaurants in Vail and Beaver Creek to open new businesses in Avon." • "What Avon needs are locally authentic restaurants that contribute to the experience of visiting a unique place. What are not needed are more franchise/ chain restaurants." DESIGNWORKSHOP 40 Competitive. Retail Areas The following table summarizes the major competitive areas analyzed in this report. Table 5.1: Assessment of Competitive Retail Areas The mixed -use retail districts in Riverwalk and Beaver Creek both contain sufficient critical mass by virtue of their ongoing success and ability to draw visitors. Each contains 120,000 square feet of street -level retail and commercial area. Lionshead is redeveloping to try and revitalize the area and is adding 25,000 square feet of retail to its existing inventory of 133,000 square feet, which will bring its retail base to 158,000 square feet. Beaver Creek, Lionshead and Avon Town Center East all have a lack of entertainment options in their retail mix, leaving a strong opportunity for Town Center West. This is particularly important in attracting evening business since outdoor recreation predominates the activity and entertainment preferences of residents and visitors. The dining options in Beaver Creek and Lionshead are oriented towards the visitor market and are not desirable to the resident market in Avon and the Vail Valley. Potential Focus Alternatives There are numerous retail market focus strategies that can be employed at Town Center West. Table 5.2 provides a comparative analysis of retail focus options. DESIGNWORKSHOP 41 Retail Market Size Major Elements Missing Elements Focus Avon Town Regional retail 340,000 sq. ft. Big box retailers — Entertainment, retail, Center East (Town Center Pier 1, Gart Sports, dining that is attractive East) Office Depot. to higher end visitors 650,000 sq. ft. Franchise and and second (Village at casual dining. City homeowners. Avon) Market. Wal -Mart Opportunities for and Home Depot at social interaction Village at Avon. Beaver Creek High end resort 120,000 sq ft Ski gear and Retail and dining that Village retail apparel, resort wear, is attractive to year - home furnishings round residents and art, high end restaurants Lionshead, Vail Resort retail 133,000 sq. ft. Ski gear and Retail and dining that (Lionshead) apparel, resort wear, is attractive to year - 244,000 sq. ft. home furnishings round residents (Vail Village) and art, visitor oriented restaurants Riverwalk, Second home 120,000 sq. ft. Sit down Civic uses, anchor Edwards services, locally- restaurants, movie tenants or franchise operated theatre, real estate operators, visitor restaurants, and remodeling oriented resort retail, entertainment services The mixed -use retail districts in Riverwalk and Beaver Creek both contain sufficient critical mass by virtue of their ongoing success and ability to draw visitors. Each contains 120,000 square feet of street -level retail and commercial area. Lionshead is redeveloping to try and revitalize the area and is adding 25,000 square feet of retail to its existing inventory of 133,000 square feet, which will bring its retail base to 158,000 square feet. Beaver Creek, Lionshead and Avon Town Center East all have a lack of entertainment options in their retail mix, leaving a strong opportunity for Town Center West. This is particularly important in attracting evening business since outdoor recreation predominates the activity and entertainment preferences of residents and visitors. The dining options in Beaver Creek and Lionshead are oriented towards the visitor market and are not desirable to the resident market in Avon and the Vail Valley. Potential Focus Alternatives There are numerous retail market focus strategies that can be employed at Town Center West. Table 5.2 provides a comparative analysis of retail focus options. DESIGNWORKSHOP 41 Table 5.2: Potential Focus Alternatives Potential Retailers Other Pros Cons Market Focus Complementary Uses Home Home furnishings, Interior decorators, Attractive to the Not affordable by Furnishing and art galleries, custom furniture growing second full -time resident Art Galleries imported furniture, makers, frame and home market population; doesn't (oriental, print shops, rug/ complement civic Scandinavian, etc), carpet sales, and community antique stores coffeeshops and amenities or provide cafes social interaction; direct competition with Beaver Creek, Lionshead and Edwards Outdoor Skiing and Health club, gym, Fits with the Competition with all Recreational snowboarding activity outfitters lifestyle activities other competitive Lifestyle equipment and and guide services, and discretionary areas (especially for clothing retailers, restaurants with income preferences skiing and bike stores, healthy options, of many full time snowboarding watersports, residents and retailers); not fishing outfitters, visitors; locational enough variety in outdoor lifestyle advantage from the focus to program clothing and shoe adjacent recreational an entire district; not stores, higher end facilities and kayak conducive to night outdoor chain park use retailers (REI, EMS), brand stores (Patagonia, North Face, Quicksilver Neighborhood Small grocery Real estate, Focus on year -round Amount of Retail store, convenience insurance or doctors residents provides supportable retail store, drugstore, offices, repair needed services and space is small given restaurants and services, health goods, encourages the focus on cafes, coffeeshop, club, ethnic non -auto retail trips, immediate area dry cleaner, orientation, small can provide population, doesn't gourmet stores nightclubs authenticity and capitalize on visitor identity to a market neighborhood and can potentially draw visitors from outside the area (32nd and Lowell in Denver), social interaction DESIGNWORKSHOP 42 Table 5.2: Potential Focus Alternatives (con't) Potential Retailers Other Pros Cons Market Focus Complementary Uses Resort Retail Men's and Day spa, health Attractive to high Neither desirable women's specialty club, coffeeshop, end visitors and nor affordable by clothing boutiques, cafes and lunch second full -time resident resort wear, restaurants, jewelry, homeowners, high population; doesn't cosmetics, shoes, furs, cosmetics, bath retail sales averages complement civic children's clothing products, home and community boutiques, high furnishings and art amenities; direct end chain retailers galleries competition with (Gucci, Polo, Beaver Creek, Banana Republic, Lionshead and American Eagle) Confluence; often operate seasonally Regional Big box retailers — Franchise fast food High sales volume, Competition with Retail Lowe's, Target, TJ and quick casual benefit from Town Center East, Maxx, Circuit restaurants, adjacency to requires extensive City, etc. Can specialty retailers interstate, draw space for surface operate (cd stores, sporting people from parking, signage independently or goods, home throughout area requirements, an agglomeration products) tenants typically can constitute a don't locate in regional retail mixed -use center. developments Entertainment Restaurants, bars, Impulse retail (gifts, Attractive to both Evening taverns, novelties), clothing, year -round residents entertainment and nightclubs, music music stores, street and visitors. dining can create venues, movie vendors, treats and Exciting conflicts with theatre, brewpub, snacks (chocolate, environment. Food residential uses live theatre or ice cream, street and beverage above in mixed -use cabaret, bowling, vendors) generate high sales (food smells, noise, dancehall, arcade tax revenues. Good parking). Tenants fit in pedestrian require year -round environments. traffic. Family Family - oriented treats and snacks Social interaction Lack of appeal (or restaurants, (chocolate, ice opportunities. conflict) with children's cream, street Attractive to younger, single and clothing, toy vendors), daycare, families across empty nest stores, craft and teen entertainment demographic component of hobby stores, do it and retail, events categories. Takes resident and visitor yourself arts and and festivals advantage of civic markets. Emphasis crafts centers, and recreational on daytime versus ESPN Zone uses — recreation evening use. (family arcade and center, open space restaurant) and parks. DESIGNWORKSHOP 43 Significance of Retail Focus Anal Town Center West currently has no discernable retail focus or identity, Which is caused in part by the fragmentation of the existing retail spaces and lack of connections. The retail that exists is primarily oriented to residents and employees. The numerous civic and recreational amenities provide a significant opportunity to establish an identity for the area but will require improved connections and cohesion in order to create a sense of place. Comprehensive Plan and stakeholder comments indicate a desire for a community - friendly place that is attractive to locals and that can host events and activities. A lack of family- friendly restaurants and entertainment options in Avon is cited by stakeholders, as is retail (clothing in particular) that is accessible and affordable by local residents. Target market expectations are increasingly oriented towards retail environments that support broader lifestyle objectives (interaction, recreation, learning) and provide the opportunities for new experiences. The provision of many options for restaurant, retail and entertainment is one means of meeting these expectations. Orienting the retail towards lifestyle and recreational lifestyles that are important in the local context will help to provide a desirable retail destination. In Avon, outdoor recreation and activity is a central lifestyle priority shared by residents and visitors alike. Review of competitive areas in the Vail Valley reveals that retail, dining and entertainment options that are accessible to local residents is a missing clement in most other competitive areas. The pros and cons of potential retail focus alternatives indicate that no singular retail focus can be implemented Without either facing competition from multiple other retail areas in the market or Without ignoring one or more potential target markets. The retail market focus that can best complement the intended niche for Town Center West may be one that integrates different components of the product or market- based retail focus alternatives discussed in Table 5.2 into a realigned focus towards lifestyle. This approach could serve to attract year - round residents, second homeowners and short - term visitors both from Within Avon and from surrounding areas. A lifestyle- oriented retail focus Will complement, and not cornpete. With Town Center East's regional retail focus. DESIGNWORKSHOP 44 Section Six: Retail Critical Mass and Mix Analysis The retail analysis section seeks to determine the optimal critical mass and mix of uses for Avon Town Center West. Elements of the analysis include: • Retail demand analysis. Evaluates supportable retail demand based on population, income, spending patterns and capture rates. • Review of comparable and competitive projects with respect to mix and tenants, • Identification of suitable and non-suitable street-level uses, • Critical mass recommendations from previous Town Center West reports, • Evaluation of the physical form and capacity of Town Center West's main street corridor. Retail Demand Anal A demand analysis is a useful means of determining the potential for overall supportable levels of retail for a retail center. Below is a description of the methodology used as well as the associated results. Findings and results from the retail demand analysis are utilized in turn to examine the size, mix and program that can be successfully supported at Town Center West. Methodology Full -time residents, second homeowners and visitors to an area are the primary drivers that form the basis of analysis with which to develop demand projections for retail development. For the analysis of retail development at Town Center West, two retail trade areas have been identified — the Town of Avon and the Vail Valley. For each of these trade areas, population, visitation and growth forecasts for a ten -year period have been determined (see Demographics section). By applying a median per capita income to these forecasts, a total personal income (TPI) for each of the two trade areas can be established. Consumer spending characteristics vary across four primary retail shopping categories including Convenience Goods, Shoppers Goods, Eating and Drinking Establishments, and Building Materials. Each of the four primary retail categories includes several subcategories of specific types of retail. Standard spending patterns based on a percentage of TPI are applied to the retail categories to determine the total potential retail revenue for each trade area. Capture rates are assigned to each retail category to represent Town Center West's ability to attract specific types of retail purchases based on the overall market. Generally conservative capture rates of between 1% and 10% are assigned to each subcategory based on the competitive environment in the area. Retail categories that already have a significant presence in the Avon market, including building materials and grocery stores, are assigned a lower capture rate. Categories with less representation in Avon are assigned a higher capture rate, including food and beverage (although less for fast food DESIGNWORKSHOP 45 given the existing presence iu the ureu\. Higher capture rates are assigned to Avon residents given their tendency to shop in the immediate area, and lower capture rates are assigned to Vail Valley residents since they have more options available to them. The total revenue is then translated to a square footage of supportable retail space by applying o capture rate for each retail type and an average sales-per-square-foot factor for each shopping category. The average ou|oo-per-aquaro-fbot information was developed using current Town o[ Avon retail aa|ca information generated 6vTown of Avon staff. The demand analysis includes nn assessment nf the existing retail demand using 2005 numbers, and projects futurcdeonuuduxiu&popu|a1ionundinoonneomtinuotemfbr2O|5. Ibroc scenarios are modeled using this methodology. A baseline scenario assumes conservative initial capture m1oo and projects that these rates will remain the oumc in the future. In other words, the baseline scenario models Town Center Wcot`a 'fair mbaro` of retail business and assumes that itiano more orless competitive than other existing retail areas. The second scenario assumes that as Town Center West develops over time it will become a popular attraction within the competitive retail environment and as a result Town Center West will d00000atnatc higher capture rates in 2015 than exist initially. The model assumes that capture rates will grow hy25%. The third scenario ix the most optimistic and assumes that Town Center West will be able to attract a greater number of retail patrons initially as well as in the future because of its high level ofanmcnity and enjoyable environment as well as itm attractive retail mix. Capture rates are adjusted by 2596 from the baseline scenario io both 2005 and 2U|5. The demand analysis tables are presented in Tables 0.i 6.2 and 0.3. 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S d S 0 Comparative and Comparable Areas Program Mix Table 6.4 compares the retail mix composition of the competitive and comparable areas analyzed for this investigation. Table 6.4: Comparable and Competitive Commercial Mix Area Total Street Level Commercial and Retail Mix* ' Food/ Beverage % (approx) Entertainment % (approx) Retail Goods % (approx) ', Services % (approx) Other Commercial % (approx) Town Center East 260,000 sq. ft. 20% 0% 50% 20% 10% Beaver Creek 120,000 sq. ft. 40% 10% 35% 15% 0% Lionshead 133,000 sq. ft. 50% 5% 30% 10% 5% Riverwalk 120,000 sq. ft. 30% 10% 35% 20% 5% Basalt 50,000 sq. ft. 25% 5% 40% 25% 5% Truckee 90,000 sq. ft. 30% 15% 30% 15% 10% Frisco 120,000 sq. ft. 25% 10% 30% 30% 5% * does not include office Suitable Street -Level Uses Differentiation between different commercial uses is an important consideration in programming the mix for Town Center West. From the perspective of activating the main street environment and creating an enjoyable shopping experience, some uses are ideally located on the street- level, while others are best positioned for upper floor locations. Street -level uses most suitable for a pedestrian retail environment include retail soft and hard goods, retail services, restaurants and entertainment uses. Uses that are not best suited for the street -level in a retail environment include professional offices (legal, medical, dental, design), real estate sales offices, professional services (travel agency, accounting). Real estate sales offices, in particular, are becoming a significant issue in many resort communities as they are able to support very high lease rates but do enhance the experience of the retail district for many patrons and do not directly contribute to sales tax revenue streams. Previous Recommendations Two previous reports were previously completed for Town Center West that include a critical mass recommendation: • The EPS Comprehensive Plan Update Market Conditions report states that the retail component of Town Center West should be augmented with an additional DESIGNWORKSHOP 50 15,000 to 25,000 square feet in order to achieve the critical mass needed for the community38. This would constitute a total range of between 65,000 and 75,000 total square feet of retail space. The Avon Town Center Implementation Plan prepared by RNL Design and BBC Research & Consulting states that "in order to create an attractive mix of retail and a necessary critical mass of attractions, the area should open with at least 50,000 square feet of new street front space. "39 This report also states a total potential for 90,000 square feet of retail based on the physical capacity for providing ground level space fronting on Main Street °. Town Center West physical conditions There already exists a significant retail inventory within Avon, and there is sufficient critical mass and mix to attract people to the area from throughout the region. There currently exists 310,000 total square feet of retail space within Avon (Town Center West and East)'. Better connections between the East and West Town Center districts can result in increased regional traffic to both of them and avoid creating competition between the two. The two areas will have to maintain separate market focus in order to differentiate themselves while creating synergies that allow for them to perform better as a result of each other's presence. There is approximately 50,000 square feet of existing retail space in Town Center West42. Approximately 112 of this space is located along the axis envisioned for Main Street. For purposes of this analysis it is assumed that the main street area will be entirely redeveloped and that all space and uses will be new to the area. The 25,000 square feet of existing retail space located outside of the boundaries of the main street project area will remain in place. Significance of Retail Mix Anal Although there is no definitive data available to determine how much retail is enough to provide a suitable critical mass, it is important to build enough retail /commercial space to service the target markets and to provide an engaging and enjoyable shopping experience worth repeating. The development must have a critical mass to make it appealing, visually engaging and economically viable. Review of the amount of retail space in the competitive and comparable areas indicates that a wide range of retail sizes can accommodate a viable critical mass. 120,000 to 130,000 square feet was most frequently observed! Previous recommendations for Town Center West have suggested that the suitable critical mass for the area ranges from 50,000 square feet to 90,000 square feet. DESIGNWORKSHOP 51 The existing conditions survey indicates that there currently exists in excess of 310,000 square feet of retail space in Avon. This suggests that the larger the retail area program area for Town Center West, the greater the likelihood that it may compete for, and take business away from, the other existing areas in the Town. The retail should instead be sized large enough to supply a critical mass of retail and ether uses that serves to draw people to the area, but not sized so large as to cannibalize the other areas. Focus differentiation will be the key, not mass. The physical nature of the main Street site leads itself to a; differentiated; lover -scale approach that can capitalize on the pedestrian - friendly character and opportunities for socialization and interaction. The results from the retail demand analysis indicate a range of retail demand between 65,000 and 192,000 Square feet based on time and the different capture rate scenarios. The baseline results indicate that there is demand to support a minimum of654000 square feet of retail across all categories in 2005, and that this amount will grow to 122,000 square feet by 2015. The more optimistic scenarios indicate the ability to support up to 82,000 square feet in 2005 and 192,000 Square feet in 2015. The product mix in the competitive and comparable areas reveals the fallowing range of uses: Food/ Beverage 0 — 15% of min Entertainment 30 — 60% of mix Retail Goads 30 — 60% of mix Retail Services 10 — 301% of mix. Other Commercial 0 — 101% of mix Some uses are best located on upper floors of mixed-use pedestrian retail environments. These uses are important traffic generators to the area but do not enhance the retail' experience on the street level and include real estate sales offices, professional offices (legal, medical, design), professional services (insurance, accounting) and travel agencies. DESIGNWORKSHOP 52 Section Seven: Residential Analysis The residential analysis used to arrive at the recommended amount and mix of housing is presented in this section and includes: • Review of existing and planned residential uses in the area, • Survey of applicable residential product types, • Review of residential factors for consideration, and • Review of residential component in competitive and comparable areas. Existing; and Planned Residential The initial developers of Avon intended that Town Center West would comprise the lodging and residential base for Avon, and the Comprehensive Plan reiterates that intent43. The existing development pattern contains a higher density of residential uses than exists elsewhere in Avon. There are currently 775 residential units in Town Center West, which comprises 90 percent of the residential inventory in Avon's commercial core 44. 290 of these units are hotel rooms located in the Comfort Inn and the Christie Lodge. Condominium units comprise the remainder of the residential mix and are located at the Lot C PUD (190 units), the Lodge at Avon Center (52 units) and the Seasons (103 units)45 There are over 1,000 additional condominium, condominium -hotel and hotel units in Town Center West that are currently approved or in the approval process. The major development projects include 456 units at the Confluence, 286 units in the Lot C PUD, 110 units in the Lot B PUD and 100 units on Lot 61. These units have been factored into the projected population figures used in the Context and Retail Analysis sections of this report. Residential Product Types There are three broad categories of residential product types that are relevant to the Town Center West project: hotel, condominium and affordable. Condominium A broad range of product offerings exists within the condominium category. Whole - ownership and fractional ownership categories (including interval, timeshare and fractional offerings) are the most prevalent options in resort communities. Condo - hotels are a more recent product offering that integrate hotel operations with condominium ownership (either together or separate within a development). Vacation clubs are a more recent form of condominium ownership. Each of these condominium products has different ownership structures, amenities requirements and developer financing issues, and there are many variations within each product offering. The two major distinguishing features of the major condominium product types for purposes of this DESIGNWORKSHOP 53 analysis are the occupancy rates and spending patterns of tenants and the ability of a developer to obtain financing. Spending patterns vary by condominium product type. The primary difference in spending patterns rests between hotel units (condo - hotel) and condominium units (fractional and interval), notably because of the lack of a kitchen in most hotel rooms and the higher resulting rate of expenditures for restaurants for these tenants. A report prepared by PricewaterhouseCoopers determined that hotel guests expend an average of $26 per day in Avon on items that are subject to the Town's four percent sales tax, and that interval (fractional) guests /owners spend an average of $22 per day on sales tax - applicable goods 46. The same report stated that average annual occupancy for hotels is 55 percent, and that interval (fractional) condominiums maintain average annual occupancy rates of 80 percent. Condo -hotel rooms are assumed to take the form of a hotel room (no kitchen), hence they exhibit the same spending patterns as hotels. A basic analysis indicates that the spending potential differences between the two major condominium categories as relates to Town Center West is $500 per year. Table 7.1: Condo -hotel versus Fractional Condominium Guest Spending Potential The finaneability of the different condominium product types is different based on market conditions, developer requirements, timing, project size and a host of other factors. The product type for a project is often determined by the ability of a developer to attract financing for that product type. The important point is that one product type may be more attractive from a financing standpoint to a developer, and is thus more likely to actually get constructed than other options. The difference between the condominium types with respect to tenant expenditures as relates to the overall success of the Town Center West project is negligible when compared to the fundamental question of whether or not something will get built. Consequently, the full range of condominium product types should be allowed within the Town Center West project. The amount of residential units provided will have a greater bearing on the retail viability than will the type of units. The market for residential condominium space in mixed -use and urban environments is particularly favorable among the growing number of empty -nest households without DESIGNWORKSHOP 54 Condo- Hotel Interval (Fractional) Condomimium Guest Spending Per Day in Avon $26 $22 Average Annual Occupancy 55% 80% Town Center West Capture Rate 40% 40% (assumed) Annual Expenditures per Guest at $2,087 $2,569 Town Center West The finaneability of the different condominium product types is different based on market conditions, developer requirements, timing, project size and a host of other factors. The product type for a project is often determined by the ability of a developer to attract financing for that product type. The important point is that one product type may be more attractive from a financing standpoint to a developer, and is thus more likely to actually get constructed than other options. The difference between the condominium types with respect to tenant expenditures as relates to the overall success of the Town Center West project is negligible when compared to the fundamental question of whether or not something will get built. Consequently, the full range of condominium product types should be allowed within the Town Center West project. The amount of residential units provided will have a greater bearing on the retail viability than will the type of units. The market for residential condominium space in mixed -use and urban environments is particularly favorable among the growing number of empty -nest households without DESIGNWORKSHOP 54 children, but is also popular with younger couples and singles. Both year -round residents and second homeowners are potential customers for condominium products. Condominium buildings can range in size from 5 to 50 units, with unit sizes ranging from 500 to 2,000 square feet. Hotel Hotels have a multi- faceted role in mixed -use developments: • Hotels with strong brands can enhance a project's image, create a special address, or provide name recognition for the project through an established naive and proven marketing program. • Hotel visitors in Avon are typically on vacation, and will constitute great users of the restaurant, retail and entertainment uses during their stay. • Hotels bring day and night activity to an area. • Hotels can provide dining, entertainment, recreation, spas, and other amenities that serve not only hotel guests but also retail customers, visitors, office employees and residential tenants. A hotels' viability, in turn, benefits from the site advantages of a mixed -use, pedestrian - oriented environment: • The retail mix, entertainment uses, pedestrian orientation, open space and recreation and community facilities will all enhance the guest experience • Hotel services including restaurants and retail benefit from the demand from employees, residents and main street retail traffic. • Second home - owners of condominiums will be the most frequent users of hotel services including restaurants and spas. • Area office tenants and small businesses will use hotel rooms and meeting space. An optimal hotel size is 120 rooms, with a range of between 100 and 150 rooms. With a typical unit size of 450 square feet, hotels range in size from 45,000 square feet to 72,500 square feet, exclusive of functional space and amenities. Hotels can occupy space within a mixed -use building or can function as stand -alone structures. Condominium - hotels and other emerging hotel concepts are appropriate for the Town Center West site - they maintain high occupancy levels relative to condominiums, they provide a visitor short -term stay option similar to that provided by a hotel, and they are increasingly proving easier to finance by developers than hotels. Affordable Housing The presence of year -round residents has already been established as an important element of activating the district and establishing a sense of genuine community for the area. Given the demand from prospective second -home owners for residential product in Avon, it is likely that year -round residents and employees earning at or around the median income might not be able to afford the price points that will likely be established DESIGNWORKSHOP 55 by the free market condominiums. Inclusion of an affordable housing component can provide residential opportunities for working residents and employees at Town Center West while also addressing larger community -wide affordable housing goals. Affordable housing at Town Center West will take the form of condominium units given the physical form and vertical mixed -use nature of the development, but specific unit types and sizes should be determined through a housing needs assessment to determine the types of affordable housing most lacking in the community. Affordable housing can be provided by either the public or the private sectors, or can be developed jointly. Affordable housing will ultimately be of benefit to private developments, as the residents provide an on -site employment source for retail tenants and businesses. Parking and transportation impacts from employees commuting in to the area will be smaller the greater the number of employee housing units provided. Competitive and Comparable Areas - Residential Lionshead, Beaver Creek, Riverwalk, Basalt and Frisco all have residential components in their mixed -use retail areas (Table 71). Each of the five has both hotel and condominium and hotel uses within the residential program. Lionshead, Riverwalk and Basalt also have an employee housing component. Table 7.2: Competitive and Comparable Residential Types Condominium Lionshead and Beaver Creek have a significant condominium component in their mixed - use centers. These condominium units are oriented towards the high -end second -home owner market. Both whole - ownership and fractional ownership structures exist in these two areas. Some of these condominium projects allow for owners to place their unit in a DESIGNWORKSHOP 56 Condominium Hotel Affordable Housing Avon Town Center East X X Riverwalk, Edwards X X X Lionshead, Vail X X X Beaver Creek X X Basalt X X X Frisco X Truckee X Condominium Lionshead and Beaver Creek have a significant condominium component in their mixed - use centers. These condominium units are oriented towards the high -end second -home owner market. Both whole - ownership and fractional ownership structures exist in these two areas. Some of these condominium projects allow for owners to place their unit in a DESIGNWORKSHOP 56 short -term rental pool which provides the owners with a cash flow stream while serving to increase occupancy levels. Riverwalk, Basalt and Frisco all have condominium projects either integrated vertically into mixed -use buildings on the main street or as stand -alone developments. The target market for these condominiums consists of both year -round residents and, increasingly, second -home owners that have either been priced out of the primary resort area or who desire more of a year -round community locale for their second home47. Hotel All of the areas studied for this investigation have a hotel component in their development program. Several, primarily the resort locales, have multiple hotels and condominium - hotels. The resort hotels tend towards the high price - point, while the resort portal towns of Basalt, Truckee, Frisco and Avon offer mid -level hotel products that provide an economical lodging alternative located slightly off of the ski area. Each of the areas has at least one hotel along the Main Street, with additional hotels located in the surrounding area. Affordable Housing Affordable housing is a component of the residential program at Riverwalk, Basalt and Lionshead. All three areas prioritized the placement of affordable housing within the mixed -use retail core as a means of providing year -round and day and night activity in the area, as well as to address larger community -wide affordable housing needs issues. Truckee is at the early stages of developing an affordable housing component. 85 percent of the housing stock in Truckee is currently single- family homes, which are appreciating at a more rapid rate than other types of housing. Truckee is concentrating its housing resources on the development of multi- family housing. No affordable housing is currently located along the Main Street corridor. Other Residential Considerations Residential considerations for the Town Center West project include the relationship of residential to retail, the role of residential in mixed -use developments, and an assessment off the desirability of Town Center West as a residential location. Relationship between Residential and Retail • Retail follows rooftops. Residents support retail areas with higher capture rates due to the proximity and convenience these businesses offer, especially with regards to restaurants, bars, convenience retail and grocery. With and with regards to the retail program, the more residential development in the area the better. DESIGNWORKSHOP 57 The residential residents will become the best users of some of the retail within Main Street. The residential component of the Main Street area will add to the resident bedbase that provides a year -round market supporting the Main Street retail businesses. Role of Residential in Mixed -Use Districts One of the roles of the residential space is to activate the district day and night across all four seasons of the year. This will help to create a vibrant, real community and reinforce the sense of place desired for Town Center West. Residential units can provide an employment base for the commercial tenants and businesses in the area. In the case of Avon, the market -rate residential units are not likely to be affordable to area residents, so employee housing will play an important role in providing on -site housing for employees. Town Center West's Residential Desirability The Town Center West location is very desirable for residential living. The adjacent amenities - Nottingham Park, the recreation center, the river, the future ski connection from Confluence - all serve to increase the desirability of living in this area, and increase the sales prices residential units will command. A broader trend towards urban living is being evidenced in resorts as well as in urban areas. The attributes of successful urban residential developments include walkability (to employment, services and recreation), access to transit, low - maintenance living and high levels of amenities including recreation facilities, business centers and common areas. Many redevelopments are underway in response to the demand for this type of residential use - the Confluence project, for example, as well as the redevelopment of Lionshead. Just as Town Center West's residents will support the retail component, the presence of the lifestyle and entertainment- focused retail component will become an amenity for the residential product that will help to differentiate the stimulate demand. The residential component will be the greatest inducement to stimulate development of the street level retail space on the ground floor. With the market demand for residential units remaining high, developers will be most interested in pursuing redevelopment of individual parcels in the project area if there is a significant residential component allowed. The transit center will be an attractive element to potential residents, and transit will be particularly well- utilized by residents that live and work year -round in the Vail Valley. DESIGNWORKSHOP 58 Significance of Residential Analysis arket Issues The 1,000 units of Town Center West condominium and lodging units in the planning process is indicative of the current high levels of demand for residential products in the Avon marketplace. Town Center West can capitalize on development interest in the condominium segment by allowing residential uses in the program mix in order to leverage redevelopment interest in the mixed -use parcels. With 1,775 existing and planned units (exclusive of the number that will be programmed for the Main Street redevelopment area), Town Center West is becoming a viable residential district large enough to support neighborhood-oriented retail uses including restaurants, bars; entertainment, specialty fried, liquor and wine stores, coffee shops and retail goods and services. These uses are in line With the lifestyle and entertainment focus recommended for the development. The existing and planned amenities in the area, including Nottingham Park, the recreation center, the river, the future ski connection from Confluence, all serve to enhance the attractiveness of the residential component (condominium; hotel and affordable housing) in Town Center West. The retail component also serves to enhance the desirability of the residential units. Residential tenants are a valuable means of support for the retail component, although they do not generate enough demand to carry the project, instead playing more of a. complementary role While the greater Avon resident and visitor market Will constitute the primary users in terms of sales volume. Residential Product Tapes The comparable and competitive areas studied for this investigation all have a residential component with a range of residential product types. The maiority of the ,areas include condominium, hotel and affordable housing components in the mix. Condominiums, in addition to being a development driver for the project, provide residential opportunities for second- owners and seasonal residents that will allow them to become vested in Town Center West as residents. Higher occupancy condominium types including condominium- hotels and fractional ownership products will provide better overall utilization and should be allowed as a use within the development. The spending, differential between condominium -hotel and fractional ownership products is not significant enough to carry the retail program, so all condominium product options DESIGNWORKSHOP 59 should be allowed in order to best attract development interest based oil market and financing factors. The amount of residential units provided will have a greater bearing on the retail viability than will the type of units: Hotels are an important component because they provide short -term lodging, accommodations for visitors, they activate an area day and night and they provide complimentary retail, restaurant and services that are open to the public and that enhance the retail district. Affordable housing should be included within the residential program. Residents of affordable housing units will form the backbone of a year-round population that will activate the main street area. Affordable housing will also provide a means for employees of the areas retail tenants and businesses to live in the area. C'ritic al Aft -is,s Residential use as a component of the Town Venter West Main Street redevelopment program is important in order to activate the area clay and night and year - round. riven the extensive amount of existing and planned residential development in the Town Center Nest area, however, this number sloes not have to be extensive in that other residential traffic will be generated by the adjacent developments. A minimum of 350 units should be programmed for the area, and should include condominium, hotel and affordable housing product types. At an average of 2.8 persons per unit this translates to a residential population just under 1,000 residents when all units are occupied. The functional maximum amount of residential space is determined by spatial considerations more so than by market or retail support factors. The demand in the residential market appears high enough that all units delivered to the marketplace will sell, and the vitality of the retail program will be enhanced by any and all residential units located in the area — in other words, the more the better. DESIGNWORKSHOP 60 Section Eillht: Development Recommendations This section makes development recommendations for Town Center West with respect to the three key questions of retail market focus, retail critical mass and mix, and residential critical mass and mix. Market Focus — "Lifestvle- Oriented" Avon Town Center West's retail and commercial market focus should be oriented towards supporting the lifestyle goals and objectives of Avon's residents and visitors. This "lifestyle- oriented focus" will establish a competitive niche that is currently missing in the market and will complement the community goal of transforming Town Center West into the community's gathering place and social hub. Elements of a lifestyle- oriented retail and commercial program include a mix of entertainment, restaurants, retail and service uses that are comprised of select national chains and locally -owned businesses and that are complemented with high quality public spaces, civic and recreational amenities and an active schedule of events and activities. By providing a retail market focus that is based on social interaction and enjoyable experiences, users will be repeatedly drawn to the area for the experience provided instead of for a transaction- specific retail or service need. The retail and entertainment uses should be selected on the basis of being able to provide enjoyable experiences for families and groups, for their ability to provide opportunities for social interaction, and for the ability to capitalize on the lifestyle preferences that draw people to the Vail Valley in the first place. This focus on lifestyle- supported offerings will prove attractive to the target market of year -round residents and will also strongly appeal to second home owners and visitors. The lifestyle focus, plus the primary orientation towards year -round residents, will help to distinguish Town Center West from the competing retail centers in the area. Other Retail Market Focus Recommendations Placemaking The place should have a recognizable and distinct name that helps to differentiate it from the other retail centers in Avon and the Vail Valley. Examples could include Avon Crossing, Avon Grove, Avon Main Street or The Hub. Strong destination anchors at either end of Main Street help to draw people through the area and to announce the beginning and the end of the district — a restaurant or retail anchor near Avon Road that is visible by passing cars will help to draw people in, while Nottingham Park at the other end provides a recreational, civic and open space anchor that can serve as the home for events and festivals. DESIGNWORKSHOP 61 • Franchise operators, both restaurants and retailers, should be programmed into the retail mix as they help to communicate and establish the image of the district to first time visitors. Franchises should be carefully selected to convey the desired lifestyle- orientation. • The entire district should be easy to navigate by providing good sightlines, signage for both vehicles and pedestrians, and maps. • Town Center West should be a safe place to be both day and night. This will enhance the reputation of the area, encourage families to visit, and increase the desirability of Town Center West's residential units. Lighting, clear visibility to and from outdoor public spaces, and day and night human activity are all important means of designing safe spaces. • An internet presence should be established for the district. This website should be designed to appeal to a sophisticated target market of residents and visitors and contain current information on tenants, events and activities. The website should be linked to both the Town and the Chamber's web sites and actively promoted. The Town of Avon's current website presence is not sufficiently sophisticated to appeal to prospective retail tenants or customers. Physical Design • Make strong pedestrian connections between existing and planned activity nodes within Town Center West including retail, entertainment, civic and recreational. Pedestrian friendly internal circulation encourages users to visit multiple locations within the district. • Provide pedestrian and automobile connections to adjacent districts and activity nodes including Town Center East, the Confluence and Beaver Creek. • The second and third stories of buildings make very viable space for service - oriented businesses including professional offices, medical clinics, travel agencies or repairs. Retail space on upper levels (2" d or higher) is not viable unless it is the second level of a ground level space that fronts on the main street. • Develop strict design guidelines so that individual developments undertaken by the private sector fit in with overall desired main street character, and so that the ultimate vision for the area is achieved even as it develops incrementally over time. • Provide high quality public spaces to encourage socialization and lingering. Fire pits and heat lamps help to make the open space more enjoyable during winters and evenings. • Ensure easy auto access from Avon Road and provide plenty of parking. Parking should be provided on the street and in parking garages as opposed to in surface lots in order to maintain the desired pedestrian friendly character. Design Main Street to accommodate auto traffic and on- street parking initially with the option of converting to pedestrian only if future circumstances warrant. • Create a strong gateway presence from Avon Road that proclaims Town Center West as an exciting and interesting area worth stopping at and visiting. DESIGNWORKSHOP 62 • Ensure a good pedestrian connection from the transit center, both to encourage use of transit within the community and to attract transit riders to walk through the area as part of their transit trip. Operations Day and night activity. Retail and entertainment users should include operators that are open during the day, at night, or both. Daytime and nighttime- focused uses should be distributed within the site so that the entire area has an active feel across the day and the evening, even if some tenants are only open during one period of the day. A residential bedbase also helps to activate the streets and the upper stories of buildings both day and night and while enhancing the vibrancy of the area. Year -round use. As opposed to seasonal operation, year- round use will reinforce that the district is oriented towards year Avon residents and provide for better long -term viability of the retail component. Town Center West should be a place where people know they can always go. Tenants and operators should be targeted that are not reliant on the seasonal visitor (i.e. fur stores and high end restaurants) and that can sustain operations year -round (family restaurants, entertainment and mid -tier retail including clothing, gifts and lifestyle retailers). Hours and days of operation should be regulated by covenant or by code. Coordinated marketing efforts on behalf of individual businesses will help to present a consistent image for the district and will help to draw visitors to the entire district instead of to individual stores. An active program of events, activities and festivals will provide numerous opportunities to visit Town Center East, particularly during off season and other slower periods. Events and activities also help to change the feel and look of the area on a regular basis in order to maintain interest and appeal, will provide opportunities for social interaction, and provide the unique experiences sought by second homeowners and visitors. Public art and changing seasonal displays will contribute to an ever - changing look and feel of the district. A free wireless internet connection should be provided in the outdoor public spaces. Retail Critical Mass — 125,000 sq ft Critical Mass The commercial program for Town Center West's Main Street should build out to 125,000 square feet in order to best address the market demand and to meet the goals of economic stability, suitable mix and desired character. The commercial space consists of 85,000 square feet of street -level retail space and 40,000 square feet of upper (2" d /3`d) story commercial space. The breakdown of uses within the overall commercial program is presented in Table 8.1. DESIGNWORKSHOP 63 Table 8.1: Recommended Town Center West Overall Commercial Program Program Location % of Total Size Main Street - 65% 85,000 sq. ft. Street Level Retail (food and beverage, entertainment, retail, retail services) Main Street - 35% 40,000 sq. ft. 2"a /3`a Level Commercial and Professional office, professional services) TOTAL 100% 125, 000 sq. ft. 85,000 square feet of commercial space should be programmed for street -level retail, restaurant and entertainment uses oriented along Main Street. This represents an increase of 35,000 square feet over the current inventory, but more importantly assumes a complete reconfiguration of the space around the retail uses. The Main Street retail area should consist of a specific mix of food and beverage, entertainment and retail uses that are further elaborated in the next section. Other commercial uses including professional offices and services (medical, office, design) should be allowed on the second and third floors of Main Street mixed -use buildings and occupy 40,000 square feet, or 35 percent, of the total commercial program. Program Mix The types of uses and tenants within each category of retail need to be carefully considered with respect to the market focus and the target market. For Town Center West, given the wide range of transaction -based retail options already in the market, the program emphasis should be on food and beverage and entertainment in addition to retail goods and services. Dining options drive traffic to retail areas, and will enhance the attractiveness of the district to patrons that might not otherwise visit. Town Center West's focus on lifestyle and socialization should emphasize food and beverage and entertainment options that appeal to year -round residents and visitors as well as providing a retail program of specialty goods and services that reinforce the lifestyle motivations behind living in a resort community. Table 8.2 presents the recommended street -level retail program and mix. DESIGNWORKSHOP 64 Table 8.2: Recommended Main Street Retail Program and Mix — Street Level Program Element % of Total Size Food and Beverage 40 % 34,000 sq. ft. Entertainment 20% 17,000 sq. ft. Retail Goods and Services 40% 34,000 sq. ft. Total 100% 85, 000 sq. ft. Anchors Anchors should be strategically selected to help reinforce the market focus and character envisioned for the area. Retail and restaurant anchors could include national or regional chains and will provide a known entity and experience to first -time visitors. Anchors do not have to be franchises, however, as local and unique operators can also assume this role. This approach will also capitalize on the emerging desire of higher -end franchise operations to enter in to new markets outside of their traditional downtown and mall locations. The lifestyle- oriented focus should be reinforced by the anchor tenant(s). Anchor selection requirements include: • No current presence in the Vail Valley market, • The ability to attract both the frill -time resident and visitor markets, • The ability to draw both first -time and repeat visitors. • Restaurants can function as anchor tenants as can retail stores. • Entertainment tenants can also function as anchors for a development. • Anchors should have priority placement within the site to maximize visibility from the interstate and the roadway network and to facilitate easy access from Avon Road. Restaurant Uses Food drives retail, and the presence of restaurant options will encourage people to visit the district that might not otherwise come. The restaurant component should provide a range of dining opportunities across breakfast, lunch and dinner, including fast - casual, sit -down, ethnic, family - friendly, franchise and local operators. At least one national chain restaurant should be included in the program mix, and carefully selected in order to establish the right tone for the development. Chains that could provide the desired tone include Spaghetti Factory, Noodles or Chipotle. These restaurants, often located in urban downtowns and higher -end suburban malls, are increasingly looking to locate in alternative areas as a means of entering new markets 48 and Avon's resort position may prove attractive given the market base. DESIGNWORKSHOP 65 While franchise restaurants can be an important means of setting the tone for the development for first time visitors, local and unique restaurants will provide the real character for the development and will become a central attraction that differentiates Town Center West form other retail areas. The restaurant program should include locally owned businesses that are unique to Town Center West or that are second locations of successful restaurants in the Vail Valley market area. Casual dining options and restaurants with bar service, including a brewpub, should also be included in the mix. Specialty restaurants and bars, including a wine and cheese bar or a dessert restaurant, would add variety to the mix. Restaurants and caf6s should have outdoor caf6 seating in the warmer seasons that spills out into the pedestrian area. The restaurants in Town Center West, in addition to serving retail visitors, will be able to draw additional business from Interstate travelers, commuters and Town Center West employees which will help to sustain the district's year -round viability. Entertainment Uses Entertainment uses should be emphasized in the commercial program in fitting with the social and lifestyle focuses for the development as well as to capitalize on an element that is missing in the rest of competitive market. The entertainment should be developed with teens and families, in particular, in mind. The entertainment uses and the food and beverage operations will be mutually self - supporting. These will be the program elements, along with residential uses and special events that activate the district at night. Suggested entertainment uses include: a live music venue, bowling alley, a video arcade with a wide range of teen and family- oriented games and activities (equivalent to ESPN Sports Zone), an all ages nightclub, and /or a small (1 -3 screen) movie theatre. The theatre would not attract a national chain due to its relatively small size but could be operated by a regional operator such as Carmike Cinemas. Retail Uses Retail businesses should include both specialty goods and service retailers that support the lifestyle- oriented focus as well as general merchandise retailers that provide complimentary retail products to visitors and to residents. A national or regional outdoor and recreation retailer could function as an anchor. A higher -end national outdoor retailer such as REI or EMS would draw regional traffic, while a regional operator such as Summit Canyon could expand its operations to a new market. Interactive elements such as climbing wails and product demonstrations will also serve as entertainment and education amenities for patrons and visitors. DESIGNWORKSHOP 66 Other retail uses that would be desirable for the lifestyle- focused orientation include a bookstore, specialty outdoor clothing stores (North Face, Title 9), ski and snowboard shops, specialty retail (cooking /kitchen, gadgets, electronics), an art gallery, children's toys, and travel stores. Interactive retailers that provide opportunities for patrons to become engaged in the retail product should be encouraged. Rocky Mountain Chocolate Factory allows people to watch the candy making process. Paint your own pottery stores and build your own bear retailers are proving to be very successful in other retail markets by turning shopping into an engaging activity for families and groups. Smaller spaces should be designed within the development that will serve to encourage start up and entrepenuerial retailers that help to differentiate the district and enhance the character of the retail area. Services Services that will help to achieve the desired project goals and attract the target markets include a day spa (could be part of a hotel operation), a yoga studio (could be operated as part of the day spa or the recreation center), optical shop, bicycle and ski repair services, flyfishing and kayaking outfitters and tour guides, and travel agencies. These services can all be located on the street level. 2 "d /3rd Level Commercial Uses The upper stories of the Main Street development should allow for either residential or commercial uses. Professional services firms, medical services and small businesses should be encouraged as tenants because they will generate daytime traffic to the area as well as providing a base of employees that will patronize the street level retail. Office tenants will be attracted to the area because of its amenities (recreation, civic) and good auto and mass transit connections. DESIGNWORKSHOP 67 Tenant Recommendations The recommended retail and commercial tenants for Town Center West are provided in the following tables. Table 8.3: Recommended Main Street Food and Beverage Restaurant Tenant Types Potential Operators Mid/ Upper Tier Restaurants 1 -2 suitable mid /upper tier franchise restaurants to (lunch, dinner) generate traffic and to reinforce the desired image for predictability (Spaghetti Factory, Black Angus, Tequilas, Old Chicago, Pizzeria Uno, II Fornio). Unique and /or 2nd locations of popular local restaurants. The local restaurant component should be emphasized within the overall program as it will best establish the sense of place and reputation that is unique to Town Center West. Restaurants that locals go to for special events (birthday parties, anniversaries, visitors) Casual dining restaurants (breakfast, Noodles, Chipotle, Panera Break franchises lunch, dinner) Local operator or second location of existing successful area business. Family pizza restaurant for after events and birthday parties (could be a chain or a local operator). Burrito or wrap place for quick casual. Breakfast (diner, bakery) Takeout service options. Health food restaurant with emphasis Aspen's vegetarian restaurant is located in a bookstore on local, organics. Potential retail grocery component integrated. Brewpub (lunch, apres ski, dinner) Flying Dog, Rock Bottom or local operator. A non - chain operator could become a distinguishing feature of the development. McMenniman's in Oregon incorporates movie theatres into their brewpubs. A brew pub could be a hotel tenant. Deli (plus specialty foods grocery) Will also appeal to residents, employees and office tenants Wine/ cheese/ desert restaurant Focus on one or more (desert only, wine /cheese or all) Liquor/ wine store Could specialize in good value wines (bottles $25 and under) to establish a niche attractive to the resident community. Ice Cream Interactive marble slab ice cream stores like Cold Stone and Maggie Moos are entertaining. Bakery with sit down dining Paradise Bakery, Panera Bread, Einstein Bros Bagels breakfast, lunch) or local operator Popcorn or crepe wagon, outside food Ethnic food vendors. Could be operated during warn vendors months only or ear - round. Coffeeshop Starbucks or local operator DESIGN WORKSHOP 68 Table 8.4: Recommended Main Street Retail Goods and Services Retail Tenant Types Potential Tenants Outdoor retailer — clothing, equipment, National higher-end outdoor retailer (REI, EMS) instruction across multiple sports and as anchor. Sierra Trading Post outlet. Could also seasons be operated by existing local operator (Summit Canyon in Glenwood). Interactive stores with climbing walls and product demonstrations will pull double duty as an entertainment use. Bookstore with coffeeshop and local Borders or local operator. Larger bookstores events (readings, music) become a defacto entertainment use. Clothing - men's, women's and Banana Republic, North Face, Eddie Bauer, J Jill, children's clothing stores (boutique or Obermeyer,Title 9. casual) Local operators should be encouraged. Kayak/ whitewater equipment Take advantage of the new whitewater park Ski and/or snowboard shops Equipment, clothing. Multiple shops could orient towards different age demographics — teen, adult, family Bicycle shop Bikes, service, clothing. Could be summer operator of a ski/snowboard shop. Specialty retail — cooking/kitchen, Williams Sonoma, Z gallery, The Company Store, gadgets, electronics, home furnishings Brookstone or local operators Baby store — clothes, gifts, classes, Baby Style, Janie and Jack or local operator social events (interactive focus) Art gallery Could specialize in local and regional artists. Jewelry. Events and openings. Cosmetics and bath products Lush, Body Shop or local operator Children's toys Build A Bear is an interactive children's store concept that is proving very successful. Arts and crafts supply Paint your own pottery Engaging interactive retail format that is popular with families and groups Chocolate shop Rocky Mountain Chocolate Factory or local operator Florist Luggage/ travel store Could include travel agent component Optical shop Day spa Could be associated with hotel Hair, nail salon Could be associated with hotel and/or day spa Dry cleaner For area and local residents, employees Mail Boxes, etc. For area residents and businesses Copy store and/or blueprint shop Serving the professional and design offices DESIGNWORKSHOP 69 Table 8.5: Recommended Main Street Entertainment Uses Entertainment Tenant Types Potential Tenants Video arcade Youth and adult oriented games (golf and ski Tenant Types simulators, car racing amen ) Similar to ESPN Zone. Pool hall Can be combined with video arcade, with appeal to both locals and second bar /restaurant or can be separate. Bars/ restaurants Listed separately under food and beverage, but this to the area during daytime hours use is an essential component to an entertainment Daycare mix. Dinner Theatre As part of a restaurant or stand alone (Aspen has a very popular dinner theatre operation) Club with live music venue (50+ To attract local and traveling music or comedy acts. person capacity) Can host special events — plays, fundraisers, speakers, etc. Internet cafd With food and beverage service or coffeeshop Bowling alley The Back Bowl in Eagle is proving popular with local residents and has a successful restaurant component 2 or 3 screen movie theatre Regional or local operator such as exists in Edwards and Aspen —scale is too small for a national chain. A brew pub could also feature a single-screen theatre. All ages nightclub Live and dj music, dancing Table 8.6: Recommended Main Street 2 "`l3'd Level Mix 2nd /3"' Level - Potential Tenants Commercial, Office and Professional Tenant Types Professional offices - services that dentist, doctor, optical, architecture and design, appeal to both locals and second legal, real estate, financial services, accounting, homeowners and that will draw people small businesses to the area during daytime hours Daycare For residents, employees, daytime visitors, hotels. Potential evening operations. Would require provision for outdoor space, which may relegate it to first floor. Yoga studio Stand alone or as part of recreation center or day spa Travel agency Can also be a street -level use Insurance agency DESIGNWORKSHOP 70 Retail and Commercial Keys to Success Other considerations inherent in the success of Town Center West's retail program mix include location of uses, flexibility, and phasing. Location o, f Uses The major elements of street -level retail and commercial_ space that are desirable for the Town Center West district include retail goods, retail services, restaurants and entertainment. These uses are best served by being located on the street level and are typically not viable when placed in upper story locations. Other uses are best located on upper floors of mixed -use pedestrian retail environments. These uses are important traffic generators to the area but do not enhance the retail experience on the street level. These uses include real estate sales offices, professional offices (lawyer, architect), professional services (insurance, accounting). Residential units should not be allowed on the street level, although reception, lobbies and other circulation elements for upper -level residential uses are appropriate. Flexibility While the vision and focus for Town Center West should be firmly established in order to best successfully implement the project with the desired results, flexibility should remain inherent in the implementation standards in order to allow the project to grow over time, to adapt to changing circumstances, and to allow for improvement and the integration of new ideas. The list of uses and tenants presented in these recommendations is not exclusive, and new ideas that support and enhance the overall lifestyle- oriented focus should be encouraged. Flexibility should be allowed in uses, particularly retail, to prevent vacancy while the district becomes established. As demand builds but to preserve ability to fulfill ultimate desired use. This could initially mean allowing commercial uses such as office or design firms to occupy street level retail space on Main Street, but controls should be in places that preserve the ability for the placement of the ultimately desired retail use in the space. Flexibility of use within types of retail (food and beverage, entertainment, retail) should also be integrated into the controls for the project to allow landlords and tenants to integrate new uses into the development in response to changing demographics, retail preferences and the introduction of new product types. Phasing The minimum opening conditions for the new retail district should include the majority of the streetscape improvements plus 50,000 square feet of overall commercial space, including one restaurant anchor. DESIGNWORKSHOP 71 The restaurant anchor could be a national or regional chain that becomes a signature restaurant for the district. This anchor should be secured early in the development process in order to establish the validity and the momentum of the project, to better attract other local tenants and to create a buzz for the development with the general public. Residential Critical Mass — 500 to 750 units Town Center West Main Street should be programmed with between 500 and 750 residential units consisting of all three recommended categories — condominium, hotel and affordable housing. This recommendation is based on an assessment of the suitability of this area as a residential location, the support that the residential tenants provide to the retail component, and the ability of the residential component to generate redevelopment interest for the infill parcels. The recommended composition of the residential program for Town Center West is presented in the following table. For size estimation purposes, unit sizes are assumed to be 450 square feet per hotel unit, 800 square feet per employee housing unit and 1,200 square feet per condominium unit. A net to gross factor of 20% is applied to account for circulation, common area and back of house space. Table 8.7: Recommended Residential Program Other Residential Program Recommendations A minimum of 350 residential units should be provided. This number can be considered the minimum amount needed to create a full -time year -round residential presence in the area and should include all three types of recommended housing. The mix should include condominium, hotel and affordable housing, as all three types of housing will contribute to the success of the area, and the combination of all three will provide the most interesting environment for residents and for visitors. DESIGNWORKSHOP 72 Mix Units Square Feet Hotel 20%-35% 125 — 200 units 67,500 — 108,000 sq ft Condominium 60%-70% 375 — 450 units 450,000 - 540,000 sq ft Affordable 10%-20% 60 — 125 units 32,400 — 67,500 sq ft TOTAL 500 — 750 units 540,000 — 720, 000 sq ft Other Residential Program Recommendations A minimum of 350 residential units should be provided. This number can be considered the minimum amount needed to create a full -time year -round residential presence in the area and should include all three types of recommended housing. The mix should include condominium, hotel and affordable housing, as all three types of housing will contribute to the success of the area, and the combination of all three will provide the most interesting environment for residents and for visitors. DESIGNWORKSHOP 72 Residential units should not be permitted on the street - level. Zoning should be flexible enough to let developers decide which residential products should be offered within the condominium zoning. Whole ownership, fractional ownership, condo - hotels and vacation clubs should all be permitted uses. Generally speaking, the more residential use that is programmed for the main street area the better. The viability of the retail district, the sense of place that is created by a having a resident population and the attractiveness of the area to developers will all be enhanced by a larger residential program. The Town Center West project should take advantage of the high levels of demand by providing as much residential product as is feasible. Feasibility should be based on the ability to maintain a high quality streetscape and a liveable environment. There does not appear to be a maximum amount of residential use based on either market considerations or retail viability. A form -based maximum amount of residential should instead be determined. DESIGNWORKSHOP 73 Next Steps The following steps have been identified as the logical next steps for the Town Center West project: 1. Economic analysis — analysis of public and private costs and benefits to asses public revenue streams and to gauge the financial feasibility of the redevelopment project. 2. Determine the optimal amount of residential space based on urban design criteria. 3. Design revisions. The plan may need to be revised based on findings from the market investigation and economic analysis. 4. Phasing strategy — a strategy should be developed to direct the redevelopment process and to establish how to evolve towards the desired development vision. 5. Political and implementation strategy — identification of leadership, financing, operations, public - private relationships, and implementation agency or vehicle (Community Development Corporation, Business Improvement District, etc). 6. Land use code revisions DESIGNWORKSHOP 74 1 Town of Avon Comprehensive Plan (October 2005) Land Use and Community Framework: Existing Land Use Patterns. Page 10. 2 Town of Avon Comprehensive Plan (October 2005) Land Use and Community Framework: High Priority Districts. Page 37. 3 Town of Avon Comprehensive Plan (October 2005) Land Use and Community Framework: High Priority Districts. Page 38 4 Economic and Planning Systems. Comprehensive Plan Update — Fiscal Impact Analysis of Future Development Scenarios. November 29, 2004. Table 2: Baseline Population and Employment 5 Table source and methodology: Economic and Planning Systems. Comprehensive Plan Update — Fiscal Impact Analysis of Future Development Scenarios. November 29, 2004. Table 2: Baseline Population and Employment 6 Income sources: ESRI (year -round resident), NWCCOG 2003 Mountain Resort Homeowner's Survey (second homes), Vail Resorts Marketing Research Department "Town of Vail Summer Survey Results 2005" (condotel and hotel residents) 7 Table source and methodology: Economic and Planning Systems. Comprehensive Plan Update — Fiscal Impact Analysis of Future Development Scenarios. November 29, 2004. Adapted from Table 1 A: Avon Population and Employment Existing Entitlements Scenario 8 Data source: ESRI Business Information Systems using U.S. Census data. Projections by ESRI. 9 These statistics exclude Avon to avoid double counting. 10 Housing sources: ESRI (year -round and second homes)._ Hill and Company Vail Valley total units available report: http: // vvww .visitvailvalley.com /commmnity (hotel and condotel units) 11 Persons per unit and occupancy estimates from Avon population calculations. Economic and Planning Systems. Comprehensive Plan Update — Fiscal Impact Analysis of Future Development Scenarios. November 29, 2004. Table 2: Baseline Population and Employment '2 Income sources: ESRI (year -round resident), NWCCOG 2003 Mountain Resort Homeowner's Survey (second homes, same figure used for condotel and hotel residents) 13 Source: Colorado State Demography Preliminary Population Forecasts by County 2000 -2030. November 2004. http:Hdola.colorado.gov /demos/ Population /PopulationTotals/Forecasts 14 NWCCOG 2003 Mountain Resort Homeowner's Survey 15 Town Center East Source: Town of Avon 16 http: /hti,,�wv.cily- data.com /city /Avon- Colorado.litml 17 Beaver Creek source: http: / /beavercreek.snow.com and Design Workshop 18 Image source: littp: / /beavercreek.snow.com t9 Riverwalk source: www.riverwalkonline.com 20 Image source: www.riverwalkonline.com 71 Image source: w,,vw.riverwalkonline.com 22 Lionshead source: hhtt : / /wwvv.vailresorts.com, http:,//vrwvv.iiewvail.com and Design Workshop 23 http: / /wtiv ,Nv.newvail.cotn /thenewlionshead /core.cfin 24 http: /hvww.newvaii.com /thenewlionshead /core.cfm 25 http: / /www.mapquest.com /directions 26 http: / /vrdc.com /portfolio.cfin 27 Frisco sources: http: / /www.townoffrisco.com/ and http: / /friscocolorado.org and Design Workshop 28 Comment made to Design Workshop staff during site visit October 2005. 29 Truckee sources: http: / /www.truckee.com/ and Design Workshop " Ski Magazine "The 18 Best Ski towns for..." http: / /www.skimag.com 31 Image source: http: / /www.truckee.com 32 http: / /www.truckee2025.org /econstrat /essumm.htm 33 Ski Magazine "The 18 Best Ski towns for..." http: / /www.skimag.com 34 http: / /www.truckee2025.org 35 Scholl, David and Williams, Robert. "A Choice of Lifestyles ", Urban Land, October 2005. 36 Economic and Planning Systems. Comprehensive Plan Update — Market Conditions. June 2004. Table DESIGNWORKSHOP 75 37 Source: Town of Avon Comprehensive Plan Community Interviews Summary (draft in progress) 38 Economic and Planning Systems. Comprehensive Plan Update — Market Conditions, June 2004. pg 31. 39 RNL Design. Avon Town Center Implementation Plan. November 6, 2001. pg 6. 40 RNL Design. Avon Town Center Implementation Plan. November 6, 2001. pg 6. 4' Economic and Planning Systems. Comprehensive Plan Update — Market Conditions. June 2004. pg 25. 42 Economic and Planning Systems. Comprehensive Plan Update — Market Conditions. June 2004. pg 25. 43 Town of Avon Comprehensive Plan (October 2005) Land Use and Community Framework: Existing Land Use Patterns. Page 10. 44 Economic and Planning Systems. Comprehensive Plan Update — Market Conditions. June 2004. Table 4s Economic and Planning Systems. Comprehensive Plan Update — Market Conditions. June 2004. Appendix Table A -3. Existing and Potential Development. 46 PricewaterhouseCoopers LLP. Analysis of Fiscal Impacts of Tivo Future Development Scenarios of the Sheraton Mountain Vista Resort in Avon, Colorado. March 24, 2005. Page 18. 47 Source: Design Workshop 48 Scholl, David and Williams, Robert. "A Choice of Lifestyles ", Urban Land, October 2005. DESIGNWORKSHOP 76