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03-16-09 Town Council PacketSNOWMASS VILLAGE TOWN COUNCILREGULARMEETINGAGENDAff MARCH 16, 2009 PLEASE NOTE THAT ALL TIMES ARE APPROXIMATE — ITEMS COULD START EARLIER OR LATER THAN THEIR STATED TIME CALL TO ORDER AT 4:00 P.M. Item No. 1: ROLL CALL Item No. 2: PUBLIC NON-AGENDA ITEMS 5-minute time limit) Item No. 3: COUNCIL UPDATES Item No. 4: RESOLUTION NO. 9. SERIES OF 2009—APPOINTING NEW MEMBER TO THE BOARD OF APPEALS Time: 10 minutes) ACTION REQUESTED OF COUNCIL: Interview applicant, then approve, modify or deny Resolution No. 9, Series of 2009 Donna Spaulding.................................................Page 1 (TAB A) Item No. 5: RESOLUTION NO. 10, SERIES OF 2009 - A RESOLUTION AUTHORIZING THE EXPENDITURE OF FUNDS BUDGETED FOR GRANT CONTRACTS TO THE CHARITABLE AND HUMAN SERVICE ORGANIZATIONS Time: 20 minutes) ACTION REQUESTED OF COUNCIL: Approve or modify recommendation by Citizen Grant Review Board Mary Lou Farrell................. ..............................Page 4 (TAB B) Item No. 6: COUNTRY CLUB TOWNHOMES MINOR PUD AMENDMENT Time: 60 minutes) ACTION REQUESTED OF COUNCIL: Direct Staff to prepare an Ordinance for consideration by Town Council at their next regular meeting. Bob Nevins........................................................Page 9 (TAB C) Item No. 7: RODEO PLACE PHASE II ALTERNATIVE(S) Time: 60 minutes) ACTION REQUESTED OF COUNCIL: Direct Staff to either move forward with Rodeo Place Phase II as approved or an alternative Mike O'Connor, Robert Kaufmann & Dan Rotner.......Page 28 (TAB D) 03-16-09 TC Page 2 of 2 Item No. 8: RESOLUTION NO. 06, SERIES OF 2009- SPECIFYING PERIODS DURING WHICH CONSTRUCTION ACTIVITY WILL BE LIMITED OR PROHIBITED Time: 15 minutes)' ACTION REQUESTED OF COUNCIL: Adopt Resolution No. 6, Series of 2009 Jason Haber.......................................................Page 54 (TAB E) Item No. 9: SECOND READING OF CARBON MONOXIDE DETECTOR ORDINANCE NO. 1. SERIES OF 2009 Time: 5 minutes) ACTION REQUESTED OF COUNCIL: To approve Ordinance No. 1, Series of 2009 on the second reading thereof Mark Kittle........................................................Page 59 (TAB F) Item No. 10: COMP PLAN REVIEW Time: 60 minutes) ACTION REQUESTED OF COUNCIL: Please provide direction as to next steps for review of plan Comp Plan Team (Russ Forrest, Chris Conrad, Lesley Compagnone, Jason Haber, David Peckler)..............................................................Page 66 (TAB G) Item No. 11: MANAGER'S REPORT Time: 10 minutes) Russell Forrest...................................................Page 157 (TAB H) Item No. 12: AGENDA FOR NEXT TOWN COUNCIL MEETING Page 161 (TAB 1) Item No. 13: APPROVAL OF MEETING MINUTES FOR: APRIL 21, 2008 Page 163 (TAB J) Item No. 14: COUNCIL COMMENTS/COMMITTEE REPORTS/CALENDARS Page 169 (TAB K) Item No. 15: ADJOURNMENT NOTE: Total time estimated for meeting: Approx 4.0 hours (excluding items 1-3 and 12-15) ALL ITEMS AND TIMES ARE TENTATIVE AND SUBJECT TO CHANGE WITHOUT FURTHER NOTICE. PLEASE CALL THE OFFICE OF THE TOWN CLERK AT 923-3777 ON THE DAY OF THE MEETING FOR ANY AGENDA CHANGES. MEMORANDUM TO: Snowmass Village Town Council FROM: Rhonda B. Coxon, Town Clerk DATE: March 16, 2009 SUBJECT: RESOLUTION NO. 09, SERIES OF 2009 A RESOLUTION APPOINTING A MEMBER TO FILL A VACANCY ON THE BOARDS OF APPEALS I. PURPOSE AND ACTIONS REQUESTED OF COUNCIL After advertising and appointing Board Members in Resolution No. 3, 2009 there was still one vacancy on the Boards of Appeals and Mr. Patrick J. Keelty submitted an application. Interview and then approve, modify or deny Resolution No. 09, Series of 2009 TOWN OF SNOWMASS VILLAGE TOWN COUNCIL RESOLUTION NO. 09 SERIES OF 2009 A RESOLUTION APPOINTING A MEMBER TO FILL A VACANCY ON THE BOARDS OF APPEALS. WHEREAS, Section 8.3 of the Home Rule Charter states that members of all boards and commissions shall be appointed by the Town Council; and WHEREAS, the terms of members on certain boards and commissions have expired and resignations have been submitted; and WHEREAS, vacancies have been publicly posted and published in accordance with the terms and conditions of the Home Rule Charter; and WHEREAS, the following citizen has submitted an application expressing a desire to be appointed: NOW, THEREFORE BE IT RESOLVED by the Town Council of the Town of Snowmass Village, Colorado: That the following citizens are hereby appointed to serve as follows: Section One: Appointments and Terms Patrick J Keelty 1, three year term INTRODUCED, READ AND ADOPTED by the Town Council of the Town of Snowmass Village, Colorado, on the 16th day of March 2009 with a motion made by Council Member and seconded by Council Member and by a vote of_ in favor to _opposed. TOWN OF SNOWMASS VILLAGE BILL BOINEAU, Mayor ATTEST: RHONDA B. COXON, Town Clerk APPROVED AS TO FORM: JOHN C.DRESSER, JR., Town Attorney TOWN OF SNOWMASS VILLAGE Application for Board/Commission Position Board of Appeals and Examiners Liquor Licensing Authority Financial Advisory Planning Commission Citizens Grant Review Arts Advisory Marketing, Group Sales & Special Events _ 2"o Homeowners Name: Home Phone: qa3 I g a j Email: y 62f cy, : Kt.t:C; Y KCC,C—)X I- S®PfZ Physical Home IOc, 13C21pt G-PHTH ln? Permanent Residence?: Address: Srr-t Co City: g; ST.&ZIP: Ye No Mailing Address:If No,place of Permanent Residence: Pc, 3cX 568E Business Mailing Address: Ito-1 Qol2rC nv c Office Phone: Email address: Employed With: Position: KEPI,,—i Y CO-JS i 1 •j e— Dw n) t::Z Are you Registered to Vote in Snowmass Village: Yes` or No List the Experience or Education which may qualify you for this position: Why do you wish to be appointed to this position?: 1 HpfvE IkTIEt62s f`X 6't_2,fn Gm OP 7iy S l3M62il 1 I acknowledge that I am familiar with the qualifications, duties and responsibilities of the position for which I am applying and, if appointed, I am ready, willing and able to take an oath as well as accepting the rensibilities and duties. Applicant' Signat re Date Return to: Town Clerk, Town of Snowmass Village, Box 5010, Snowmass Village, CO 81615 p:1s ho redklerktboa rdsta pp.b&c MEMORANDUM TO: Snowmass Village Town Council FROM: Donna J. Garcia-Spaulding, CMC CGRB Liaison FOR: Marylou Farrell, Chair & Citizen's Grant Review Board (CGRB) DATE: March 16, 2009 SUBJECT: RESOLUTION NO. 10, SERIES OF 2009 A RESOLUTION AUTHORIZING THE EXPENDITURE OF FUNDS FOR BUDGETED GRANT CONTRACTS TO CHARITABLE AND HUMAN SERVICE ORGANIZATIONS I.PURPOSE, ATTACHMENTS AND ACTIONS REQUESTED OF COUNCIL: This resolution authorizes expenditure of funds budgeted to the Charitable & Human Services organizations. II. ATTACHMENTS: a. Resolution No. 09, Series of 2009 b. Grants-At-A-Glance (Historical to current info. relevant to Council's historically approved funds and the CGRB's current recommenddtions) III. ACTION REQUESTED: Staff and the Citizen's Grant Review Board are respectfully requesting, that Council approve Resolutions No. 10, Series of 2009. TOWN OF SNOWMASS VILLAGE TOWN COUNCIL RESOLUTION NO. 10 SERIES OF 2009 A RESOLUTION AUTHORIZING THE EXPENDITURE OF FUNDS FOR BUDGETED FOR GRANT CONTRACTS TO THE CHARITABLE AND HUMAN SERVICE ORGANIZATIONS WHEREAS, the Town Council has allocated $61,000 to be distributed to charitable and human service organizations in 2009; and WHEREAS, the Town Council is committed to supporting community services that the Town is not staffed to provide; and WHEREAS, the Citizen's Grant Review Board has carefully reviewed the grant request submitted by charitable and human service organizations. NOW, THEREFORE, BE IT RESOLVED by the Town Council of the Town of Snowmass Village, Colorado that the following donations be made: Section One: Grant Awards Alpine Legal Services................................................................... 2,000 Aspen Camp of the Deaf & Hard of Hearing................................ 500 Aspen Counseling Center............................................................ 3,000 Aspen Youth Center..................................................................... 4,250 Catholic Charities......................................................................... 2,000 Columbine Home Health...............................................:.............. 1,000 Community Health Services......................................................... 15,000 Little Red Schoolhouse ................................................................12,500 Pathfinders................................................................................... 3,000 Pitkin County Senior Services...................................................... 5,000 Project Graduation ....................................................................... 1,000 Response..................................................................................... 3,250 Valley Partnership for Drug Prevention........................................ 5,000 YouthZone .................................................................................. 3.500 Total............................$61,000.00 Section Two: Disbursement The expenditure of funds will be made in full on or before March 31, 2009. Res. 09-09 Page 2 of 2 INTRODUCED, READ, AND ADOPTED, by the Town Council of the Town of Snowmass Village, Colorado on the 16`h day of March, 2009 with a motion made by Council Member ----- and seconded by Council Member ------ The motion was approved by a vote of----- in favor to ----- opposed. TOWN OF SNOWMASS VILLAGE BILL BOINEAU, Mayor ATTEST: Donna J. Garcia-Spaulding, CMC Deputy Town Clerk GRANTS- AT- A- GLANCE CHARITABLE & SERVICE ORANIZATIONS FOR: 200812009 BUDGET Page 1 of 3 CHARITABLE & 2009 2009 CGRB 2009 2008 2007 2006 2005 SERVICE Request Recommend Approved Approved Approved Approved Approved ORGANIZATIONS 1. Alpine Legal Services 3, 000. 00 2, 000. 00 2, 000. 00 2, 000. 00 1, 500. 00 1, 000. 00 FKA: Roaring Fork Legal Service Aspen Aspen Camp Aspen Camp Camp for for the Deaf for the Deaf the Deaf 5, 000. 00 3, 000. 00 5, 000. 00 Aspen Institute 1, 000. 00 Aspen Valley Community Foundation 1, 000. 00 3, 000. 00 2. Aspen Affiliate of 15, 000. 00 0- N/ A N/ A N/ A N/ A Susan G. Komen for the Cure 3. Aspen Camp of the 5, 000. 00 500. 00 N/ A 5, 000. 00 5, 000. 00 3, 000. 00 Deaf& Hard of Hearin 4. Aspen Counseling 3, 000. 00 3, 000. 00 3, 000. 00 N/ A 3, 000. 00 N/ A Center 5. Aspen Public Radio 5, 000. 00 0- 500. 00 N/ A N/ A 3, 500. 00 6. Aspen Youth Center 6, 000. 00 4, 250. 00 4, 500. 00 4, 500. 00 4, 500. 00 N/ A 7. Aspen Youth 4, 000. 00 0- 3, 000. 00 3, 000. 00 N/ A 1, 800. 00 Experience 8. Buddy Program 3, 500. 00 0- 2, 500. 00 2, 500. 00 2, 500. 00 G RANTS- AT- A- G LANCE CHARITABLE & SERVICE ORANIZATIONS FOR: 2008/ 2009 BUDGET Page 2 of 3 CHARITABLE & SERVICE 2009 2009 CGRB 2009 2008 2007 2006 2005 ORGANIZATIONS Request Recommend Approved ' Approved Approved Approved Approved 9. Catholic Charities 2, 500. 00 2, 000. 00 2, 000. 00 2, 500. 00 2, 500. 00 2, 000. 00 10. Challenge Aspen 6, 000. 00 0- 2, 000. 00 2, 000. 00 N/ A 3, 500. 00 11. Columbine Home 2, 000. 00 1, 000. 00 N/ A 2, 000. 00 2, 000. 00 2, 000. 00 Health 12. Community Health 7, 000. 00 0- N/ A N/ A N/ A N/ a Initiatives/ Pathways AdolescentTreatment 13. Community Health 20, 000. 00 15, 000. 00 15, 000. 00 15, 000. 00 15, 000. 00 10, 500. 00 Services C. H. I. L. C. O. R. E. C. H. I. L. 2, 000. 00 2, 500. 00 2, 000. 00 C. H. I. L. 2, 000. 00 14. Forest Conservancy 3, 500. 00 0- 2, 500. 00 2, 000. 00 N/ A N/ A 15. Independence Pass 2, 500. 00 0- 2, 000. 00 1, 500. 00 1, 750. 00 1, 500. 00 Foundation 16. Little Red 16, 120. 00 12, 500. 00 15, 345. 00 11, 000. 00 10, 000. 00 10, 000. 00 Schoolhouse ( Add' I Request- Bus Service) 17. Pathfinders 13, 000. 00 3, 000. 00 3, 000. 00 N/ A N/ A N/ A 18. Pitkin County Senior 5, 000. 00 5, 000. 00 4, 000. 00 4, 000. 00 3, 500. 00 3, 500. 00 Services 19. Project Graduation 1, 000. 00 1, 000. 00 1, 000. 00 1, 000. 00 1, 000. 00 N/ A MEMORANDUM TO: Mayor and Town Council FROM: Bob Nevins, Planner APPLICANT: Country Club Townhomes Corporation REPRESENTATIVES: Leslie Lamont, Lamont Planning Services, LLC Steve Novy, Green Line Architects David Myler, The Myler Law Firm SUBJECT:Country Club Townhomes Minor PUD Amendment & Rezoning DATE: 16 March 2009 1.PURPOSE: To initiate the public review process by having the Applicant's representatives give a presentation that outlines the scope of the project; and to provide Town Council with an opportunity to ask questions and identify any issues and/or concerns associated with the Minor PUD Amendment and Rezoning application. Included for review are the following: Minor Amendment to the Final PUD and Rezoning Application see attached folder) Planning Commission Resolution No. 09-6, Recommendations to Town Council (see Exhibit A) Table 5-3 Criteria for Classifying PUDs as Major or Minor and Municipal Code Section 16A-5-390(3) Review Standards (see Attachment 1) 1I. SUMMARY OF PROJECT DESCRIPTION The proposal seeks to provide a comprehensive, unified and orderly plan that will: a) provide specific opportunities for future floor area expansion within the existing townhome eave lines; b) permit loft areas to be converted into habitable space if they comply with building code, fire district and municipal code regulations; c) address the amount of allowable area for on and above grade decks; d) formalize and quantify the supply of on-site parking; and e) update the overall project development summary table. The application also requests that the parcel be rezoned to Multi-family Residential (MF) from Planned Unit Development (PUD) since PUD is no longer considered to be a zone district. This proposal does not affect the Buildout Chart or the amount and percentage of open space as no new units are being proposed. III. BACKGROUND The entire site contains approximately 27.4 acres and is currently zoned Planned Unit Development (PUD). Country Club Townhomes includes 90 townhomes with a mix of 2, 3, 4 and 5-bedroom units contained within eighteen (18), 2-story buildings with loft areas. Seventy-nine (79) townhomes are free-market and eleven (11) townhomes are deed-restricted employee units. There are a total 253 bedrooms with 323 on-site parking spaces or 1.28 parking spaces/bedroom. A maintenance building containing 1,487 square feet is located between Phases 3-4, north of Snowmass Club Circle. The project was approved as Parcel One of the Snowmass Club PUD in 1980. The townhomes were developed in four (4) phases with the last phase being completed in 1989. Since 1980, a number of PUD Amendments, modifications and expansions have occurred. An Administrative Modification was approved in 2007 that allowed minor architectural exterior changes/up-grades to all of the residential units within Phases 1-IV of the Country Club Townhomes. IV. APPLICABLE REGULATIONS This proposal is being processed as Minor PUD Application in accordance with Table 5-3 Criteria for Classifying PUDs as Major or Minor and Section 16A-5- 390(1)b, see Attachment 1. Minor amendment of the Municipal Code. Applicable Municipal Code Sections that apply to the review of this application include: 1) Section 16A-5-390(3) Review standards; 2) Section 16A-5-300(c) General Restrictions Preliminary Plan; 3) Section 16A-5-310 Review standards; and 4) Section 16A-5-220 Amendments to the Official Zone District Map. V. PLANNING COMMISSION RECOMMENDATIONS Planning Commission reviewed this application during regularly scheduled public meetings on January 21 and February 4, 2009. Planning Commission was unanimous (5-0) with two (2) members absent in their recommendations that Town Council approve this application with Conditions. Their findings and recommendations to Town Council are contained in Planning Commission Resolution No. 6, Series of 2009; their specific recommendations are delineated on pages 2-4 of the Resolution (see Exhibit A). VI. KEY ISSUES As an Amendment to the Final PUD for Parcel One of the Snowmass Club Subdivision/PUD, potential issues and impacts that Council may choose to consider include: a) Floor area expansion: Are the expansion areas (bump-outs)proposed for the various unit-types reasonable and minor in nature? Would there be a significant change in the overall neighborhood character or an adverse impact to adjacent properties, if at maximum buildout, the entire project expanded by a total of 14,843 square feet (+6%) while not increasing the existing building footprints and heights? b) Loft areas: Should it be permissible to convert the existing lofts into calculable, habitable floor area and allow them to be used as offices, dens, bedrooms or other uses if they comply with current building, fire and municipal code regulations and they do not increase the building height or substantially alter the architectural character? c) Deck areas: Are the proposed provisions regarding on and above grade deck areas adequate? Does increasing the sizes of the deck areas change the overall development character, adversely impact adjacent properties and/or become difficult to administer over time? d) Parking: Is the proposed parking plan adequate, functional and consistent with, or an enhancement of, the original PUD approval? e) Deed-restricted Units: Does this proposal provide any benefits to the eleven 11) deed-restricted units? Are there any potential difficulties and/or hardships that may arise for these owners, and possibly the Town; and if so, how can those impacts be minimized and/or eliminated? f) Crawl Spaces: Is the proposed Crawl Space Policy consistent with, or an enhancement of, the original PUD approval? g) Rezoning: Is the Multi-family Residential (MF) zone district appropriate for this development; are the particular uses and dimensional limitations consistent with the MF zone district and the general parameters that were set forth in the original PUD development? h) Other Issues: Are there any other issues or concerns that need to be addressed in the review of this Minor PUD Amendment and Rezoning proposal? VII. NEXT STEPS Based on the discussion, Planning Staff will prepare a Memo that addresses the applicable Review Standards; staff will also put together a Draft Ordinance that outlines Town Council's General Findings, Action and Conditions regarding the Country Club Townhomes Minor PUD Amendment and Rezoning application. At the next regular meeting on 6 April, Town Council may consider to approve, approve with conditions or deny first reading of the Ordinance. Enclosure: Minor PUD Amendment/Rezoning Application Exhibit: Exhibit A-PC Resolution No. 09-6 Attachment: Attachment 1: Table 5-3 and Section 16A-5-390(3) Review standards TOWN OF SNOWMASS VILLAGE PLANNING COMMISSION RESOLUTION NO. 06 SERIES OF 2009 A RESOLUTION TO THE SNOWMASS VILLAGE TOWN COUNCIL CONCERNING THE COUNTRY CLUB TOWNHOMES MINOR AMENDMENT TO THE FINAL PLANNED UNIT DEVELOPMENT (PUD) AND REZONING APPLICATION. WHEREAS, the Country Club Townhomes Corporation ("Applicant") submitted a Minor Amendment to the Final Planned Unit Development (PUD) and Rezoning application for the Country Club Townhomes, Parcel One of the Snowmass Club Subdivision/PUD to the Planning Department on December 24, 2008; and WHEREAS, Applicant submitted an Addendum to the application on December 31, 2008 to the Planning Department; and WHEREAS, the Planning Department deemed the application complete for review purposes pursuant to Town of Snowmass Village Municipal Code ("Municipal Code") Section 16A-5-50; and WHEREAS, Planning Department Staff prepared a Memorandum outlining the scope of the project and review process and distributed them to Planning Commission members; at a regular meeting on 'January 21, 2009, Applicant's representatives gave an overview presentation of the project; and WHEREAS, Planning Commission reviewed the land use application, considered direction by Town Staff and received public comment at a regular meeting on February 4, 2009. NOW, THEREFORE, BE IT RESOLVED, by the Planning Commission of the Town of Snowmass Village, as follows: Section One: General Findings. The Planning Commission finds that: 1) Submission: Applicant has submitted the Minor Amendment to the Final Planned Unit Development (PUD) and Rezoning application, in accordance with the provisions set forth in Section 16A-5-300(b)(1) Major or minor PUD and Section 16A-5-220(c) of the Municipal Code. Supplemental information and materials were provided during the review process to comply with application submission requirements and to respond to Planning Commission, and Town Staff comments, issues and concerns. Exhibit "A" PC Reso. No. 6, Series of 2009 PC Reso 09-06 2) Content: The application contained the Minimum Contents as required by Municipal Code Section 16A-5-40, Section 16A-5-390(2) Minor amendment of final PUD and included written and graphic materials of sufficient detail that the application was deemed complete for review. 3) Public Process: Planning Commission held two public meetings, January 21, and February 4, 2009, to review the land use application and to formulate its recommendations to Town Council in accordance with the responsibilities and procedures prescribed in the Municipal Code. 4) Municipal Code Requirements: Subject to the recommendations in Section Three of this Resolution,the Commissioners found that the land use application was in compliance with the Review Standards established in the following Sections of the Municipal Code: a) Table 5-3 Criteria for Classifying PUDs, meets criteria as a Minor PUD; b) Section 16A-5-300(c), General Restrictions, including Subsection 16A- 5-300 (c)(4)c. Maximum buildout-Fully developed parcels; c) Section 16A-5-390(3) Review standards; and d) Section 16A-5-220 Amendments to Official Zone District Map, 5) Previous Approvals: This Minor Amendment to Parcel One of the Snowmass Club Final Planned Unit Development(PUD)/Subdivision modifies the following Town Council Ordinances: a) Ordinance No. 8, Series of 1983, Final PUD Plan for the Snowmass Club Subdivision; b) Ordinance No. 31, Series of 1983, Amendment to the permitted uses for Parcel One, Snowmass Club Subdivision; and c) Ordinance No. 24, Series of 1989, Maintenance Facility Addition at Lot 12, Parcel One, Filing 4 of the Snowmass Club Subdivision Section Two: Action, In accordance with the findings stated in Section One of this Resolution,the Planning Commission recommends that Town Council approve with conditions the Minor Amendment to the Final Planned Unit Development PUD)/Subdivision and Rezoning application for the Country Club Townhomes, subject to the recommendations outlined below in Section Three of this Resolution. Section Three: Recommendations. Planning Commission makes the following recommendations Jo Town Council for consideration in their review and action concerning the Country Club Townhomes: A. Amendment to the Final PUD Subdivision 1. Overall development plan: Approval of proposed building expansions, use of loft areas, maximum deck areas and parking ratios(Exhibit A). The project may include a maximum total of 91 townhome units, of which 80 are free-market units and 11 are presently deed-restricted units, contained in 18 building clusters (Exhibit B), Unit 74-75 are presently 2 Exhibit "A" PC Reso. No. 6, Series of 2009 PC Reso 09-06 combined as one dwelling unit but may be reconstituted as separate free- market units, Unit 74 and Unit 75, as originally condominiumized. Units 82-83, 90-91 and 94-95 constitute three (3) single free-market condominium units with double unit numbers only and said individual units may not be further divided without the approval of the Town. Unit 56 and Unit 57 were never constructed and they are hereby extinguished as permitted uses/dwelling units within Parcel One of the Snowmass Club Subdivision/PUD. 2. Dimensional Limitations: Maintain the 32-foot height maximum, 6.15 acres of building coverage maximum and 13.22 acres of open space minimum as originally approved. 3. Required Parking: Approval of the parking layout and supply of 328 spaces. At project buildout, upon expansion of all the units and conversion of all the lofts, the minimum parking ratio shall be 1 space/bedroom. No additional parking spaces are required by this Amendment. 4. Character. Approval of the exterior floor area expansion in terms of the overall architectural character, building materials and construction details. See Exhibit D. B. Amendments to Floor Area 1. Fully Developed Parcel.Approval of up to a maximum of 91 townhome units, 80free-market units and 11 restricted units; no new residential units or structures are allowed per this Amendment. The parcel currently has a Unit Equivalency (UE) of 204.8 units, 194.75 free- market UEs and 10.05 restricted UEs, with a total residential area of 245,973 square feet, excluding lofts and garages. The maximum additional floor area allowed per this Amendment totals 14,844 square feet: 5,183 square feet of floor area expansion and 9,661 square feet of loft area. 2. Free-Market Expansions: Approval to expand 72 of the free-market units in Phases 1-4 a maximum of 5,183 square feet; the expansion area is contained within the existing eave lines and does not increase the building footprint, mass or height. See Exhibit C. 3. Free-Market Lofts: Approval to allow the 46 free-market units within Phases 1-2 to convert the existing loft areas into calculable/habitable floor area; this increases the total free-market floor area by a maximum of 8,207 square feet. See Exhibit C. 4. Restricted Lofts: Approval to allow the 11 restricted units in Phases 1- 2 the ability to convert a total of 1,454 square feet of existing loft area to calculable/habitable space (Exhibit C) in accordance with the Town's 3 Exhibit "A" PC Reso. No. 6, Series of 2009 PC Reso 09-06 Housing Guidelines and policies. No additional floor area expansion potential is permitted for these restricted units. 5. Decks: Approval to increase each unit's allowable deck and porch area on the first floor to a maximum of fifteen percent (15%) of all living space including garages, minor additions and legally converted loft areas. . 6. Crawl Spaces: Prohibit the conversion of crawl space into calculable/habitable floor area; the areas are general common elements GCE) are shall used solely for mechanical and utility equipment purposes. C. Amendment to Official Zone District Map: 1. Rezoning: Approval to re-zone the entire parcel from Planned Unit Development (PUD) to Multi-Family Residential (MF). 2. Processing: Rezoning may occur concurrently with the review and approval of the Amendment to the Final PUD Plan application or within ninety (90) days from the date of the Amendment approval. INTRODUCED, READ AND APPROVED AS AMENDED by the Planning Commission of the Town of Snowmass Village on February 4, 2009 upon a motion by Planning Commission Member Faurer, the second of Planning Commission Member Aiken, and a vote of 5 in favor and 0 against. Planning Commission Members Purvis and Yocum were absent. TOWN OF SNOWMASS VILLAGE PLANNING COMMISSION Don Crouch, Acting Chairman ATTEST: Kristi Holliday, Planning Commission Secretary Exhibits: Exhibit A-Final PUD Plan Amendment Exhibit B-Site Plans Exhibit C-Development Summaries Exhibit D-Expansion Plans/Elevations Exhibit "A" PC Reso. No. 6, Series of 2009 4 Exhibit "A" PC Reso. No. 6, Series of 2009 Page 1 of 2) it A Sit is 1. INC iui! 3 W, it I lfititI. I Him ti I tit H i is it• if ih i1.. . . 91 Ca'1!Utis q1 Ili• it ifi zii 1,3 fill ififI 2.1 if !a I i JIM 11 11 .1 1 I 11 1 yi 9 2 f I lit— I It:I ! IFilp Q R,TIMIJ it 1 11 p tit is if X.--Z N cd d Mii 1 —.5 ijqll-1 fi i• i xmr.I A-1-1 i Is t1i I if Jill I if!11. 2! IM ifIfifft:of I is' IT; Z-5 Z i M01 4 1 1111 11' I Awl cd . v Exhibit A-Final PUD Plan Amendment i Exhibit "A" PC Reso. No. 6, Series of 2009 Page 2 of 2) I 1 i 1 Pitkin County Clerk and Recorder Parcel One : AS AMVWPVJD UNRESTRICTED'AVERAGE UNIT SIZE : COUNTRY CLUB HOMES AVERAGE UNIT SIZE unrestricte con- RZXV717. "VP UNt?r dominiums) 18) 2 bedrooms 5) 2 1pmr-aorno. 1875 sq . ft - 57) 3 bedrooms 4) 3 beArlrrrn4 2599 -sq—€t-. p, bcolroomr.. Q 5 bm rQ-rr+n.y 79 Vma,697T&ty-tp vuf--;5 t( P-CsT"t-v WITS Gross Land Area: 27 . 22 acres Public Right of Way : 5 . 2 acres (approx. ) Net Land Area : 22 . 02 acres Minimum Open Space : 13 . 22 acres Maximum Building Ground Coverage : 6 . 15 acres Maximum Parking and Driveway Ground Coverage : 2 .65 acres MIN. Mnyea number of parking spaces : 1 space/bedroom Minimum number of parking spaces : 2 spaces/unit Maximum building height : Shall not exceed 32 feet above natural grade Permitted Uses : 1.89- Residential Units 44 Unrestricted-Wo 89- Restricted rl 9 e0:9 Maximum Number of Dwelling Units: a Vhll MA)fIMVI M b6r.!_ ACV* : 19% mktm"A•Noor F eAL TY : 1,491 s—r-r Parcel Two : Gross Land Area: 1. 02 acres Net Land Area: . 84 acres Exhibit "B" PC Reso. No. 6, Series of 2009 Page f of 5) Pif -it i a Y\ l I Y , i i w, • I i 1 In I 'i m m'~^ m0r0 lam._'`.•\ ,9 -., ./ a mm, T r ._..._.., moos ll N z qa4 E EI r'p Exhibit B-Site Plans Y.E FYI IFn C s Country Club Townhomes a i mill Snowmass Club Circle Snowmass Village,CO 81615 9 Exhibit "B" PC Reso. No. 6, Series of 2009 Page 2 of 5) 1 Ip Al 1 m I z I a 1 q,.• lip' vtrs`:. ry r I 1 1 I B Lz l s Y n 1 i C0 g Country Club Townhomes 5 1 S Snowmass Club Circle Snowmass Village,CO 81615 lift i Exhibit "B" PC Reso. No. 6, Series of 2009 Page 3 of 5) i 1 #Sgz I I czc, fe Im $cm a I 1 V 1 lr o a 41r cm 1 i p I z rMiuLI[R XT 5 CC Country Club Townhomes 6Asy I N @ Snowmass Club Circle Snowmass Village,CO 81615 EmF Exhibit "B" PC Reso. No. 6, Series of 2009 Page 4 of 5) P y z 9 41 1 1 1 \ I I L HIMm / m 1 ge em H®1 i 1 1 T i G d C 9 i Country Club Townhomes 0 Snowmass Club Circle Snowmass Village,CO 81615 1 Exhibit "B" PC Reso. No. 6, Series of 2009 Page 5 of 5) 1 1 i 1 I 1 t¢ \ v '\ e •m L+S. a 1 Q 1 S 1 'its` a5jt I i a i i j ED a yffryN i C Country Club Townhomes 9ges A Snow ass Club Cirde Snow ass Village.Co 61615 7 i00 a g, 1!111111 111111111 1111 1111111111111111111111111111 I 11 I11iiiiii111iliiii111iiiillliiiilllliiliiilNl 1 1 1 1 1.. 1 1111 1111 nu 01 n u , IIIIIIIIIILIIIIIIIIIIIIIIILIIIIIIIIIIIIIIIL;I1111161111111111111111111111111i1611111111111111111 11111111"111111111; a 11111I1I1Illllll lllllllllllllllllllllllllll 1111 IIIIImill 1IIII 1111111111 11111 ; m m Ina I n nll unn1;1111uu1111i111111111111111Hill 110111 nIIIII IIIII IIIIIIIIIIII111111111111111111111111111:1 MII111111111111111111111111111111111111111 11° 1j1I111 '1.111111"11""' 1111111111111 IIII 1111 II II 111111111 1 i i 111 1 i1n1 11nin1 a 1 will m1 1 1 11111n 1 nnIII 1 J 91IIIIIII111IIIIIIIIIIIIIIIIIIIIIIItl1111111IIIIlIlIIlIIIIIIIIIIIIIIIIIlIIIIIIIIIIIII!!II mII;IIIII.11NIIII..III.I.HIr...Ilr;;;;;;-1 IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII IIIIIIIIIIIIIIIII IIIIIIIIII YIlllllllllllllllI;I IIII1111111111II11111il11Yl11 Illll ll111111 I 111111111111111111111111111111CIIIIIII11111111111 I I '3,rc rrr llrlllr 011!"'11Pii"11111111iIP""IIII""1'I IINIIIIlIIIIIIIIICIIIIIIIIIIlIIIIllllllll Tl i1i11illllll1111 III 111 11111 11111 1 1 1 n 11111 111 11111 nn1 1111111111111111111111111111111111p111111111j1, 1111IIIIIn11111111111111111nu 111111111'1111111111111111111111IIIII11111711111111111111111111IIII 1 1 nnnu unn I al 1 nm 1 na1 ° IIIIIInII1111111it I! II II III1111111111111 111111111111111111111111111111111111111111111111111 it 1111" 111„1"'. 11WYII1InIIInulilliulJnulLlniiil 1116IIIIIIIII 11111 1111 11111111 III ° III = 111 mtIIm1111111IEW1111111111111111111161111111..1111111111111171 IiIYIYIII111I1RifIYlIIll I1dol111nnult IIIIIIIPIIIIIIIIILIIIIIIII IIIII ll f III III 1111111111°',°,'R IIa°°,11111111111` 11 l 111111111111111111111111 l ll 111111111111:1 If IfIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII11111111111I61111Ilii1111I0111III1 Ili 1 I Iililililiillli Niiililii l l ii l lhiii:l IIIIIIIIIIIIhIIIIF ;III 111111 IIII Ili lljl II„II; .II;;uWillI I 11111 I 11 1111 111m111wlllml' 1 IIIIIIIIIIIIIIIIIIIIII61Ilill-111 IIIIIIIIIIIIIIIlIIIIIIlII, Illlllllllllllllllli1i111111YYY11iii1illll hill1 71 II!„InI ,Inl,nul•11,1n111IIIIII (IIII IIIII 1 111111 11 ii 11 11"°I iiiiI I111111111111111111111111111111111111111111111111111l"'1111;111111°1'1'1°1111;1`1111111 111111111 1111111 1 i 11111111111111111111111111Hill lllli a li i""ll l 111111°1111°llu'1m°'PI'IIIII n u nn nu unn IIIIIIIIIIIIIIIII IIIIIIIIIIIIIIIIIIIIII;IIIIIIIII 111111"1111'°"u"""1' S .. . ,. . IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII f.,91111',,I'1I';,1„Iu IIII IIIII 1111111 I'I 11 11° °111°Il1°111°°111;1 q nl m nn4Illllllllllllllllllllllllliiii1IIFII1illill IIIIif I'IIIIIIIIIIIIIIIIII 11;1111,11111,111611111111111;1 11 111 111 '111r Till]A I I I. III 11IIIIIIIIIIIIIIIIIIIIIIIhillliill6illl611ii11111715IIif Ill 11111 111 11 1 1 111 1 IIIII ° lllllll.lail' Illllllllllllllllllllllil11111111111111I111H16111N1611661166111111. IIIIIIII llll;;l ;;11;;;11;;.1 'I111II11IIIIII ;1 mmnm111111111111111I1166111111111111111111111117IIIdIIII1111lillulllllllRii lIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII'lllll llllllll 111111111IIlll rl„1 fill cIll r;lll IIIIIIIIIIIIII Pl ll„1 I II 6111111111111111111111111111111111111111111111111111 Exhibit "C" PC Reso. No. 6, Series of 2009 Page 2 of 2) MI 1 i i I I I i 1 LlrOnm D=^ Alf i mmmmmmytiEAAAAA.IIm N AAAmti j wm 966I fpE y8 Q Ip AAAa. e dp 3 Cu Country Club Townhomes inSnowmassClubCircleSnowmassVillage,CO 81615 ca Th, 0i Exhibit app„ s- PC Reso. No. 6, Series of 2009 Page 1 of 1) I a o j ' a wi. 4 I 9 i 9 k q a a I I I a i t I•a. , , . I f n Timi i 9 ii q I w I i i 9 mxme arz.wen g q ti ti fia I T CC mg Country Club Townhomes asy Snowmass Club Circle Snowmass Village,CO 81615 t6gO3 F Exhibit D-Expansion Plans/Elevations TABLE 5-3 CRITERIA FOR CLASSIFYING PUDs AS MAJOR OR MINOR Major PUD Minor PUD A major PUD is a project A minor PUD is a project that meets any of the that meets all of the following criteria: following criteria: New Develo ment New Development Contains more than four Contains no more than 4) dwelling/hotel/lodge four (4) dwelling/hotel/ or other residential units. lodge or other Contains more than four residential units. thousand (4,000) sq. ft. Contains no more than of nonresidential space. four thousand (4,000) sq. ft. of nonresidential space. Additions/Re-Development Additions,/Re-Development Adds more than six (6) Adds no more than six dwelling/hoteUlodge or 6) dwelling/hotel/lodge other residential units. or other residential units. Increases the existing Increases the existing floor area or the footprint floor area or footprint of of a nonresidential a nonresidential building j building by more than by no than ten percent ten percent (10%). . 10%). Attachment 1- Table 5-3 PUD Criteria Art. V,Div.3,Planned Unit Development 16A-5-390(2) Development Code shall, as part of the The Planning Director shall review the application, propose any other amend- documents to ensure that they comply ments that are necessary to make the with the terms and conditions of approval, PUD conform with the provisions of shall obtain signatures for all of the appli- this Division 3, Planned Unit Develop- cable certificates on the amended plan and ment. shall return the documents to the appli- cant. The applicant shall record the c. Staff review. Staff review of the documents in the records of the County application shall be accomplished, as Clerk and Recorder, at the applicant's specified in Section 16A-5-50, Staff expense. The final amended plan maps Review of Application. shall also be submitted in a digital form acceptable to the Planning Director, for d. Action by Planning Commission. incorporation in' the Town's geographic A complete copy of the application shall information system(GIS). be forwarded to the Planning Commis- sion, together with a copy of the staff 3) Review standards. An application for review. The Planning Commission shall a minor amendment to a final PUD shall com- review the application, considering the ply with the following standards: standards of Subsection (3), Review Stan- dards, and shall make its recommenda- a. Consistent with original PUD. The tions to the Town Council. proposed amendment shall be consistent with, or an enhancement of, the original e. Public hearing. Public notice that PUD approval. the Town Council will consider the appli- cation shall be given by publication, b. No substantially adverse impact. posting and mailing of notice, pursuant to The proposed amendment shall not have a Section 16A-5-60(b), Manner and Timing substantially adverse effect on the of Notice. The Town Council shall hold a neighborhood surrounding the land where public hearing to consider the application. the amendment is proposed, or have a The public hearing shall be conducted substantially adverse impact on the pursuant to Section 16A-5-70(2), Conduct enjoyment of land abutting upon or across of Public Hearing. A complete copy of the street from the subject property. the application shall be forwarded to the Town Council, together with a copy of the c. Not change character. The pro- staff review. The Town Council shall posed amendment shall not change the consider all relevant materials and testi- basic character of the PUD or surrounding mony, shall consider the standards of areas. Section 16A-5-390(3), Review Standards, and shall, by ordinance, approve, approve d. Comply with other applicable stan-1 with conditions or deny the application. da^ rds. The proposed amendment shall comply with the other applicable stan- f. Recording of amended plan. dards of this Division 3, Planned Unit Within ninety (90) days of the date of Development, including but not limited to approval of the amendment, the applicant Section 16A-5-300(c), General Restric- shall submit three (3) Mylar copies, suit- tions, and Section 16A-5-310, Review able for recording, of the amended plan to Standards. (Ord. 4-1998 §l; Ord. 13-1998 the Planning Director, together with any 1; Ord: 1-1999 §1; Ord. 6-1999 §1; Ord. other documents that are to be recorded. 15-2000§1) 16A-152 Attachment 1- Supp.6 Review Standards MEMORANDUM TO: Snowmass Village Town Council FROM: Housing Department/ Russ Forrest DATE: March 16, 2009 SUBJECT: Rodeo Place - Phase II I.PURPOSE AND ACTIONS REQUESTED OF COUNCIL: The Town Council directed staff at the February 2, 2009 meeting to look further into the opportunity for additional residential units in Rodeo Place. The Town Council authorized $28,000, which would be applied towards the Exemption Plat Budget, for CDI, ROI, and RCI (Project Team) to proceed with the following steps; Revise the site plan per council direction to develop one revised site plan Develop building character sketches for the individual building designs shown in the Exemption Plat Matrix Develop one 3 dimensional computer massing model of the scheme Refine Project Budget Develop a project Pro forma (Unit Pricing) PowerPoint presentation of the above materials Review revised site plan and character sketches with Rodeo Place, and Crossings Owners In addition to the above tasks, the Entryway Housing Survey was updated and sent out to evaluate current demand. Council is requested to direct staff either to: Complete the design of Phase II as approved and request bids for the construction of Phase II or Complete the design of Phase II per the Revised Exempt Plan and request bids for the construction of Phase Il, to be presented to Council in the May. In either decision, ROI would like to review the GC Procurement Process (i.e. how to move forward with purchasing construction services), attached as Exhibit M. II.BACKGROUND The table below summarizes the existing approved project for Rodeo Place Single Duplex units Triplex Units Total dwelling Family units Units Phase 1 11 4 0 15 Phase 2 10 0 3 13 Square Footage 50,200 4,844 3,900 Total Square Footage 1,636 — 1,211 1,300 Range for unit 2,967 type The Town has paid for the design (soft) costs, land costs, and infrastructure costs for phase I. In addition, the Town has completed the infrastructure for phase II. It was originally contemplated that the perspective homeowners were to pay 100% of the hard costs. The Town discontinued its relationship with Roaring Fork Custom Homes after the completion of lots 5, 6,& 7, (the original General Contractor for Rodeo Place), and engaged Rudd Construction to complete phase I. The Town received new prices for lots 8 - 15, 2 (a & b), and 3 a & b)which reflected a higher price than the original lottery price. The Town agreed to pay a 90% of the increase price that occurred for phase I. Phase 2 utilizes many of the same house designs from Phase 1 and the infrastructure (roads and utilities) are in place to build phase 2. Coburn Development, Inc. (CDI) has been the architect for the project and Resort Opportunities and Investments, LLC (ROI) have been the Owner's Representative for the Town on Phase I. Rudd Construction, Inc. (RCI) is completing the construction of phase I. These three entities worked collaboratively to evaluate whether additional units could be added to phase II using the following criteria: Cost effectiveness in utilizing the current investment in both infrastructure and in the design of the homes. Maintaining a similar mass in scale to achieve a highly livable family oriented development. Maintain view corridors which were a consideration in the Rodeo Place project. Provide a variety of unit type and sizes. ROI has met with the Town's Planning and Building Departments, along with the Wildcat Fire Protection District, and Snowmass Water and Sanitation Since the February 2, 2009 Council meeting, the Project Team has refined the Exempt Site Plan, developed 3 new unit plans and exterior elevations, met with the two modular manufacturers involved in Phase !, refined Project Budgets, and held an open-house to review the project with the community. III. Alternatives to Approved Phase II Attached is the Current Plat for 13 units (approved) and an alternative design Exempt Plat)for 7 additional units, for a total 20 units. Preliminary Project Budgets, Build-out Matrix, and Project Schedule, for both schemes, are attached. Building character Sketches and Floor Plans, along with a 3D Computer Massing Model is included for the Exempt Plat. ROI will also review with Council feedback from a public meeting that was held the evening of March 9'h. Current Housing Inventory/ Sizes and an updated Entryway Housing Survey are attached. ROI has also prepared a memorandum outlining the GC Procurement Process, along with the pros and cons of each method. Attachments: Exhibit A: Current Plat- Site Plan Exhibit B: Current Plat - Build-out Matrix Exhibit C: Current Plat- Preliminary Project Budget Exhibit D: Exemption Plat - Site Plan Exhibit E: Exemption Plat - Build-out Matrix Exhibit F: Exempt Plat- Building Character Sketches and Floor Plans Exhibit G: Exempt Plat- 3D Computer Massing Model Exhibit H: Exempt Plat- Preliminary Project Budget Exhibit I: Preliminary Development Schedule — Bid vs. Negotiated Exhibit J: Current Housing Inventory/ Sizes Exhibit K: Updated Entryway Housing Survey Exhibit L: GC Procurement Process EXHIBIT A RODEO PLACE : CURRENT PLAT 03116109 r---- - PA- S eaxv ww® l- l HH IISTALLION CYR= N EXHIBIT B RODEO PLACE - Phase 2 Current Proposed Build Out Matrix March 16, 2008 PROPOSED PER SUBDIVISION APPLICATION O D imam BUV G D ` + BEfO G O -= 613- 2 SA 2 2 2 Triplex 1, 211 0 1, 211 1, 300 0 1, 300 1- Attached Requires Council action 1B 2 2 2 Triplex 1, 211 0 11211 1, 300 0 1, 300 1- Attached Requires Council action 1C 2 2 2 Triplex 1, 211 0 1, 211 1, 300 0 1, 300 1- Attached Requires Council action 4 SD- 1 2 1 Small House 900 200 1, 100 1, 436 200 1, 636 1- Attached Requires Council action 16 9 3 + 1 2.5+ 1 Medium House 1, 792 522 2, 314 1, 868 913 2, 781 2- Attached 17 11 2 + 1 2+ 1 Medium House 1, 486 1, 078 2, 564 1, 796 862 2, 658 2- Attached 18 9 3 + 1 2.5+ 1 Medium House 1, 792 522 2, 314 1, 5391 805 2, 344 2- Attached 19 11 2 + 1 2+ 1 Medium House 1, 486 1, 078 2, 564 1, 637 1, 203 2, 840 2- Attached 20 9 3 + 1 2.5+ 1 Medium House 1, 792 522 2, 314 1, 796 862 2, 658 2- Attached 21 DD- 2 3 2.5 5F 1, 700 0 1, 700 1, 796 862 2, 658 2- Attached 22 12 2 + 1 2+ 1 Small House 900 200 1, 100 1, 356 710 2, 066 1- Attached 23 DD- 2 3 2.5 SF 1, 700 0 1, 700 2, 031 936 2, 967 2- Attached 24 11 2 + 1 2+ 1 Medium House 2, 000 1, 000 3, 000 1, 637 1, 203 2, 840 2- Attached 13 Units 31 + 7 1 19, 181 5, 122 24, 303 20, 792 8, 556 29, 348 Total Bedrooms Exhibit C 3/9/2009 Rodeo Place - Phase 2 Current Plat - 13 Units Preliminary - Project Budget Cost to Cost to CONSULTANTS Estimated Budget Date Complete 1 Architect-Planning 5,000 0 5,000 2 Architectural Building Design -CDI 180,576 0 180,576 3 Structural Engineer-Maggert 47,500 0 47,500 4 Soil/Geotechnical Engineer-HP Geotech 21,850 0 21,850 5 Civil Engineer-SGM 3,680 0 3,680 6 Snow Shed Consultant 12,075 0 12,075 7 Specifications Consultant 5,000 0 5,000 8 Legal-HOA Documents- TBD 20,000 0 20,000 9 0 0 0 S'u6tot`als IO 129516811. DEVELOPMENT CHARGES 10 Building Permits 0 0 0 11 Water and Sewer-Tap Fees 132,000 0 132,000 12 Water and Sewer 0 0 0 13 Electric -Holy Cross Energy 0 0 0 14 Telephone -Qwest 0 0 0 15 Gas -Source Gas 0 0 0 16 Cable -Comcast 0 0 0 17 0 0 0 SUdt'ot`al"s! 10 1.32?000 SITE AND CONSTRUCTION 18 Sump Pumps(Lots 22&23) 0 9,850 19 Unsuitable Soils(Lots 4, 22,&23) 0 0 0 20 Fill Import/Export 0 0 0 21 Road Repair 0 0 0 22 Re-vegetation 0 7,600 23 Home Construction 6,030,393 0 6,030,393 24 Lot 1 -Storm Drain 25 Lot 1 -Retains a Wall& Foam Blocks 0 148,722 IMMMMMMMMMUMEMMMRqS-ubto-ral-s 1612;1119565 IO I6{1967565 OTHER 26 Builder's Risk Insurance 5,000 0 5,000 27 Warranty 13 19,500 0 19,500 28 0 0 0 MEN S°u6t5t7al7 I0illillillillilill[$124!50:0 Subtotals 6,663,746 0 6,648,746 29 Owners Representative 2.75% 0 183,253 CONTINGENCY 30 Contingency-Consultants&Dev.Charges 7.5% 45,820 0 45,820 31 Contingency-Site&Construction 7.5% 465,867 0 465,867 32 0 0 0 Subtotals 694,940 0 694,940 o als MMM0 3,3 S 686 Consultants, Development Charges , selected Site and Construction charges, Other charges, and Owner's 62,816 Per Unit File:Exhibit C and H-Preliminary Project Budgets 3-16-09.xis Resort Opportunities&Investments,LLC Rodeo Place - Phase 2 3/9/ 2009 Current- Hard Cost- Bldg & SF Upper Level 0 0 0 0 0 0 0 0 0 0 0 Lower Level 0 0 0 0 0 0 0 0 0 0 0 Finished 3, 633 900 1, 792 1, 486 1, 792 1, 486 1, 792 1, 700 1, 313 1, 700 1, 486 19, 080 Unfinished Basement 0 200 522 1, 078 522 1, 078 522 0 1, 226 0 1, 078 Gross Livible 3, 633 1, 100 2, 314 2, 564 2, 314 2, 564 2, 314 1, 700 2, 539 1, 700 2, 564 25, 306 Garage 1, 029 540 523 483 523 483 523 560 313 560 483 Gross Total 4, 662 1, 640 2, 837 3, 047 2, 837 3, 047 2, 837 2, 260 2, 852 2, 260 3, 047 31, 326 Hard Cost( Rudco 1, 023, 399 $ 279, 626 $ 572, 523 $ 512, 526 $ 572, 523 $ 512, 526 $ 572, 523 $ 506, 325 $ 459, 571 $ 506, 325 $ 512, 526 $ 6, 030, 393 Hard Cost/ Unit 341, 133 $ 279, 626 $ 572, 523 $ 512, 526 $ 572, 523 $ 512, 526 $ 572, 523 $ 506, 325 $ 459, 571 $ 506, 325 $ 512, 526 SF Gross Livible 281. 70 $ 254. 21 $ 247. 42 $ 199. 89 $ 247. 42 $ 199. 89 $ 247. 42 $ 297. 84 $ 181. 00 $ 297. 84 $ 199. 89 $ 238. 30 Avg. Price lavy., mSubsidy) 288, 580 $ 262, 129 $ 551, 424 $ 610, 998 $ 551, 424 $ 610, 998 $ 551, 424 $ 405, 108 $ 605, 041 $ 405, 108 $ 610, 998 Resort Opportunities 8 Investments, LLC EXHIBIT D RODEO PLACE : PHASE 2 EXEMPTION PLAT REVISED03116109 I BRONCO COURT yTA/, UON CIRCJd y PIL$ l 1\ STALLION Cfl? CW 7 1 PL N EXHIBIT E RODEO PLACE - Phase 2 Exemption Plat Matrix ( Revised) March 16, 20091111111LOAM NI P U U B O Q. LO AR A P A80V GRAD BELOW G AOE GRO GARAG GO NT IA New 5 2 2.5 2000 Duplex 1, 125 0 1, 125 1- Attached Requires council action 1B New 5 2 2.5 2000 Duplex 1, 125 0 1, 125 1- Attached Sc New 5 2 2.5 2000 Duplex 1, 125 0 1, 125 1- Attached 1D New 5 2 2.5 2000 Duplex 1, 125 0 1, 125 1- Attached LOT 3000 FLOORAREA TOTAL REQ. 11000 TOTAL 4, 500 0 4, 500 AVAILABLE 1 11531 ALLOWABLE Subject to council decision 4 SD- 1 2 1 SF 900 200 1, 100 1- Attached Requires council action 16A New 2 2 + 1 2.5+ 1 2500 Duplex 1, 050 450 1, 500 1- Attached Lots 16, 17, 18& 19 combined 16B New 2 2 + 1 2.5+ 1 2500 Duplex 1, 050 450 1, 500 1- Attached 17A New 2 2 + 1 25+ 1 2500 Duplex 1, 050 450 1, 500 1- Attached 178 Newt 2 + 1 2.5+ 1 2500 Duplex 1, 050 450 1, 500 I- Attached 18A New 2 2 + 1 25+ 1 2500 Duplex 1, 050 450 1, 500 1- Attached 18B New 2 2 + 1 25+ 1 2500 Duplex 1, 050 450 1, 500 1- Attached 19A New 2 2 + 1 2.5+ 1 2500 Duplex 1, 050 450 1, 500 1- Attached 19B New 2 2 1 2.5 2000 Duplex 1, 050 450 1, 500 1- Attached MIN. LOTAREA 3000 FLOOR AREA TOTALREQ. 22500 TOTAL 8, 400 3, 600 12, 000 AVAILABLE 22910 ALLOWABLE 8400 4800 12000 20A New 3 2 2.5 2000 Duplex 800 500 1, 300 1- Attached Lots 20& 21 combined 20B New 3 2 2.S 2000 Duplex 800 500 1, 300 1- Attached 21A New 3 2 2.S 2000 Duplex 800 500 1, 300 1- Attached 21B New 3 2 2.5 2000 Duplex 800 500 1, 300 1- Attached LOT 3000 FLOOR AREA TOTAL REQ. 11000 TOTAL 3, 200 2, 000 5, 200 AVAILABLE 11989 ALLOWABLE 4, 200 2, 400 6, 000 22 12( Sim./ 2+ 1 2- IFJ 1, 313 1, 226 2, 539 1- Attached 23 DD- 4 2.5 1, 080 1, 080 2, 160 2- Attached 24 11( Sim.) 2 + 1 2+ IF 4861 1!; 071 2, 564 2- Attached 20 Units 41 + 9 20, 879 9, 184 30, 063 Total Bedrooms Exhibit COBURN L Elevation Basement Main Second Rode. Phase Exhibit F2: Duplex 2, Lot 20, 21 COBURNuepin99sep1 plot< s' I 'Ir rl Elevation Basement Main ;- Rodeo Phase 11 03. 16. 09 Exhibit F2: Medium House, Lot 23 I . COBURNcreating great place Elevation — Basement Main o b Rodeo Phase 11 03. 16. 09 Exhibit COB U RN V Elevation I 1 i Basement Rodeo Phase R House, Exhibit F4: Small Lot - COBURN Elevation p a. IIIII L Basement M• Rodeo Phase 11 03. 16. 09 Exhibit Overall 1. 1i1 d r lye ' 91r te5. i`M" 1 .. r' 47 H( i - - y ., I t+` rig It Exhibit G2: Model Street View at Entry 4 JJ :, ulll ' I IIII , •,,' iIIJ' ii cd•- k_ 1 II ,: II I I '; Ai 11 II ' 11 Exhibit G3: Model Southwest View r Exhibit G4: Model View From Crossings iii Exhibit H 39'2009 Rodeo Place - Phase 2 Exemption Plat - 20 Units Preliminary - Project Budget Cost to Cost to CONSULTANTS Units Estimated Budget Date Complete 1 Planning&Entitlement-CDI 33,740 0 33,740 2 Architectural Building Design-CDI 238,752 0 238,752 3 Structural Engineer-Maggert 52,165 0 52,165 4 Soil/Geotechnical Engineer-HP Geotech 23,230 0 23,230 5 Civil Engineer-SGM 45,425 0 45,425 6 Snow Shed Consultant 12,075 0 12,075 7 Specifications Consultant- TBD 5,000 0 5,000 8 Legal-HOA Documents- TBD 25,000 0 25,000 9 Pre-construction Services-Rudd 26,000 0 26,000 I Subtotals x$10=$146;1¢387, DEVELOPMENT CHARGES 10 Building Permits 0 0 0 11 Water and Sewer Tap Fees 225,874 0 225,874 12 Water and Sewer Relocates 54,308 0 54,308 13 Electric Relocates-Holy Cross Energy 21,000 0 21,000 14 Telephone Relocates-Owest 3,000 0 3,000 15 Gas Relocates-Source Gas 7,100 0 7,100 16 Cable Relocates-Comcast 5,500 0 5,500 17 0 0 0 S'utitotal-s! t $10$13,1.64,7,82 SITE AND CONSTRUCTION 18 Sump Pumps(Lots 22&23)0 9,850 19 Unsuitable Soils(Lots 4,22,&23) 0 0 0 20 Fill Import/Export 0 88,000 21 Road Repair(Included in Water&Sewer) 0 0 0 22 Re-vegetation 0 7,600 23 Home Construction MME096 0 7,096,198 24 Lot 1 -Storm Drain 25 Lot 1 -Retains a Wall&Foam Blocks 0 198,296 ulitotal p/,4i19!9A4' x$10) t7A399?994 OTHER 26 Builder's Risk Insurance 7,500 0 7,500 27 Warranty 20 30,000 0 30,000 28 0 0 0 Subtotals, 10$1371500 Subtotals 8,235,613 0 8,215,613 29 Owner's Representative 3.00% 0 247,068 CONTINGENCY 30 Contingency-Consultants&Dev. Charges 7.5% 76,893 0 76,893 31 Contingency-Site&Construction 7.5% 556,496 0 556,496 32 0 0 0 Subtotals 880,457 0 880,457 t PLEA Low s Mt 11!1 2 s,o llllllllllllllllllll li0 s o9 6-,0 0 CURRENT PLAT- 13 Units 7,358,686 Delta 1,757,383 Consultants, Development Charges , selected Site and Construction charges, 69,324 Per Unit Other charges and Owner's Representative Delta 569,877 81,411 /Additional Unit File:Exhibit C and H-Preliminary Project Budgets 3-16-09.)ds Resort Opportunities&Investments,LLC Rodeo Place - Phase 2 3/9/ 2009 Exempt - Hard Cost- Bldg & SF Upper Level 0 0 0 0 0 0 0 1, 563 1, 563 1, 313 0 1, 486 Lower Level 0 0 0 0 0 0 0 989 989 0 0 0 Finished 2, 250 2, 250 900 2, 100 2, 100 2, 100 2, 100 2, 552 2, 552 1, 313 1, 080 1, 486 22, 783 Unfinished Basement 0 0 200 900 900 900 900 0 0 1, 226 1, 080 1, 078 Gross Livible 2, 250 2, 250 1, 100 3, 000 3, 000 3, 000 3, 000 2, 552 2, 552 2, 539 2, 160 2, 564 29, 967 Garage 622 622 540 294 294 294 294 574 574 312 560 483 Gross Total 2, 872 2, 872 1, 640 3, 294 3, 294 3, 294 3, 294 3, 126 3, 126 2, 851 2, 720 3, 047 35, 430 Hard Cost prvao 623, 191 $ 623, 191 $ 279, 626 $ 685, 101 $ 685, 101 $ 685, 101 $ 685, 101 $ 675, 682 $ 675, 682 $ 459, 571 $ 506, 325 $ 512, 526 $ 7, 096, 198 Hard Cost/ Unit 311, 596 $ 311, 596 $ 279, 626 $ 342, 551 $ 342, 551 $ 342, 551 $ 342, 551 $ 337, 841 $ 337, 841 $ 459, 571 $ 506, 325 $ 512, 526 SF Gross Livible 276. 97 $ 276. 97 $ 254. 21 _$ 228. 37 $ 228. 37 $ 228. 37 $ 228. 37 $ 264. 77 $ 264. 77 $ 181. 00 $ 234. 41 $ 199. 89 $ 236. 80 Avg. Price( avy., reSubsidy) $ 311, 595. 50 $ 311, 595. 50 $ 260, 480 $ 355, 201 $ 355, 201 $ 355, 201 $ 355, 201 $ 302, 157 $ 302, 157 $ 601, 236 $ 511, 489 $ 607, 156 $ 4, 628, 670 Resort Opportunities& Investments, LLC EXHIBIT I RODEOP" GE PHASE 2 PRELIMINARY DEVELOPMENT SCHEDULE( RID) Mach 16, 2009 Jam Fe morh Y Ma Jura Ju 0. usl ember Ocloher IN— ID ID Teak Nama WW10n Start Finish Pntlecrosars 12/20 1111 125 2/b 2/22 30 3?2 415 M19 Sg & 1) Sgt & 14 & 20 >/ 13 ] 26 B9 8123 9Ifi 9x20 1W4 IN10 1111 1 . Q . Pre, nt Phase 20p to Uounal 0on" Mon 2209 Mont 09' 2 ©-__ r Develop Revisaa PlaNCh la'der _--" ' ] l tleys Mon 311109- Man 11& 9911 3 Boll Co tP,, Xn la Caurcil — ' 16d K Wn& 2/09 Thu VI9/ 09 1 4 -- Ri Pol 16 dal Mon21109 Thu' 19M 1 5 © rSUpm lRevyed SMemebCaumil OdaK Mnyl6g9 Man& 16' 09234 16. b _ Reapordl GoumlCO nta SeaK Tu WWM Mm3Yd109 5 Cu I Decit, Znfo Preceee - _- - - --- - O tlaK Man 32& 09. Mon 32310916I e - - YPrspn EAlmpdon PMt 51pmI0M 240aK Tus 134/ FrI CRA/ 091 9 © Survey Graaes-- -- SdaK^ MOnu& w Fn N1ol09t` -- -- ---_ 10 -- - GAii 24 daK Tue= 4i — Fe4/ 2bV91] 11 Plat Dpnlmenl 26 EaK Tue 3/ 24109'_"_ Fh-< , V0 12 Prelimirery TawM me Plat 2I Tue 3/26/ 09"- Fri u24N9]-_ " 13 Lot1 Ge0leGl A4eaameM 10:1. 0 Tue 124109 Mon 4]6'09'] 14 "— SlA ' 1 Appl' ca[ DcEp Po424N9 - Fn 4124N9 910 11 13 YC IS - B16Rewew 9eoys Mon V27ro9 Thii Y/ 6114 16 -_ A., mdto comm. no, 10daK Fn& 8109 Thu- 5421109 I5 17 -, CO.., Px1ok _ 0tlaK ThV 921109 Thu& 21109 I6 X921y 1B Ea mPOm mrcl Pat to / Approval OeaK Fn 529/ 69- Fri Y29109 17FS. 6 days 19 -' Irn ratebwrti COrMIwo - - --_ 9tla, Mon SOMOO - Thu& 11M 19 4 RemN Plat r 0dys Thu& 11M - Thu& 1110919 21 Cownol, OOa . w Wch., Man 330109 Fa] l11N9 22 . Q SchtnnoIc Oasi9n( aM1er Cmm3 Plat ApM.) 20 days Man 380' 09 Fri 0) r -_ _ i 23 Owner Appmvy9Ea, Fn M2d09i Fn 42C/ 09t2Y- "- 24 26 - -_ SVUaW21 EflB npellrq -- _----- 40daW Man M2]/ 09^ Fn& 1& 09f23"----"- 25 Oaays- Mma/ 9109'-- Fn 731/ D9! 29'"- - 26 _-- Omp Final Apprp+ al 0 days Fn]/ 31109 Fn] 131/ 6925 nl r. 27 BItlMn0aM Cantncf 00days 1,1. 831hi Fe1051M, 2B brp BW 25do" MOn_& 909 Fn9 14M` 26 n. _ 9 Bye Review ally seieaio . . . - 10as - Moe 9ni09` Fn& 16ros Sze 30 ConLxt 26do, Man 921109 Fn 1023" 129 31 - EarllmtPermitS Wftl( atW) Oda, fn]/ 31/69 Ffi] 131/ 9 26 f 131 JZ tPonitt Review Wals Man 0r3N9' FHWIIb ' 31 33 " Eames, Cn,, utXon Sion Son, IDI2 Fn1( 3109130. 32 _ - Im Plot.: Phase 2 bwntot on Plat Revi; Task 0 Progress Summary Etlamel lacks Deadline Dale: Mm 3A9M Spit Milo, fl b Praleal Summ ary ^ EzlMrul Mllasbro Pape 1 EXHIBIT RODEO PLACE PHASE 2 PRELIMINARY DEVELOPMENT SDHEDME INEGOTIATEDI Month 16, D,00 Jaw Febu M« Ma June Ju un 11 September i Opober 114oveVober Oeoemb« J« M F ID O Task Name IMNion $ Iall FINN Pred« bwn 17rz I/11 125 2B L12 & 8 9^Cl ad a1f9 SO yl) 991 df1 d3B ]/ f2 > 26 89 B d8 W2J Ida ] d1811/ 11111 112911/ f3182) 1% 1/24 1 P.. Pt, ee 20pn 0Coundl oEari Mon 7209 Mon22991 2 Q ' D mw R« iaaE PIaNCM1aretl« 31G» Mon22' 09 Mon yt69s1' 1 B1FFFlljf 3 Soft coat PiaiWCounol 14 ditto, Mon211% 09 Thu 2/ 19109{. 1 - FA !/ 1 Repro POformn - - -- - la dari Mon ThU2/ 19M 1 5 Q 00ays Mon TIM9 Mom WI" S2. 3p - p 6 - * Despond b counca Comments 6dap Tua Yt) M Tua 32aMi5 k! Coundl Decryionb Proceed Doori T. WvoS, T. SoNaS S 5 Preen Ea« pd nPbt 9uohnno ---- - ` 20 Np WW 34! 1509 Men Ct! 7M mmmv 9 . 0 burvey Dudes 5dri Mon VWW Ed sl10g999 10 LIWI 26 dari Wed 32dD9 Mon M2] l09I7 01 lrlr/d! 11 —'— Pfw Document 24 ., WetlX2509 Mon 42) Ip9 ] 12 Pa 24 da9Mon Y] NSylJ— rI rnrx r fi^ llll77 1 13 w 1GeoteM ABMaun« p 10EaysW" 325' 09 T. 77109 7 ffl 14 SWmI AppKalnn Odari Mon a2) M Mm i/1) N9 9.10,~ 11,19 15 - ' St" Riem. - - '- - - ` 9dari Tue Y2flro9 Fd yBM 14 fY! 18 gespoM tO COmme is - 10 dap' . 11, 10. Fdd22109 15- 1) Ownol PeckN- - --- - ^ 0dap* Fn5" 11/09'- Fd 52 1 - 18 - ' EnenpOan PlMlo CaunWw/ APpnnAl olaya Mon d1M' Mon.= 1) 6Flloloys I 19 - Iwory« MeCwm1 G« tlitioro- - - - 9dari Tue 82/09 Fd d12M t8 F!/ 20 ReFaE Wt - 0dap' FnWt 2M F 1 y12 21 Cpnbaol DOavmanb 0days Wed VIM- Fd) 2lM 22 ` i-- 69Ea we Utlo© Son auc0esgn lCoruneniw/ Eutlmen0 Ffi! lJYfPfJ}/ yyplJOAI, B!/ fdlpCdf/.. 1 23 .__ r O« er Approwalt - - _ r Udan. . wed mdoS, Wed 24 ©. _ Over Aprwal2 Do., 7ue5JdD9' T. WW9 y5 0 O rApPrmM3 Odays PH6/ 12109' Ffi& l Mg W12 26 . Q- ' Sbuwnl Eigveeraq - - dayi TM1ua s F672« p9J23 r!L/ YfFlf./ iii/ iIJJLft£.? Itt" iYJil7 27 © GorMWnion Duoomerpa dari Thu Isw FA] Q0.ro9 28 Q O« erF. mal ApProyM t 0 dap' Thu a23M Thu M23109123 Oe nFinal Apgi2 - _- ._ r - 0 cap Mu d1N9' Mon W1109 -- - I 30 Over Final AFpOVal 3 _ - _ 000p Wool 711M Wad]/ 1M. 1 Jl BMElnp are COnDael t BS dap FIT CM( III Th07lA' 091 32 0 SWcawacla BEdee r 85 dap Fn UY09 Thu)( JON9 7J . R NNolous GoMaq 27- dsp Fn0/ 3/ 09 Mon 5111109f J/ lFfiF llJ N 0 ' EMix1 Permit Submittal tat Mdl - 0 Bari Mon FVGD9 Mon Wa l28 s 35 ® Vinvnl2 r- DoAyA Fnd12MS Frill 29 t2 0day Tue]/ taN9— T. T11aM, J) Cauawonf lFeurMaan Ppml Stay 1fOmya ' TUe. Y12U9 Mm 1N12N93J J1J, yII+ lfIl1.{!// rlXilddllfft J, IjjllfrFjJlfr 38 Caenuabnz IFaurldatm Pxmt 51st) 12o mys` Fn d19`99 TM1u 12AlW- tW5r5 aep IJ!/ 1JlF lfXltlfLflJ7!!/ ! l. 11iTtRJ!! /!////!!/ Jf 39 Grovucdan 3 - M - P«- ilS- an')-- im wp T. 7MlM d 0 dp Mon 1dM MoM oIn'd tl2luyt01o9` 33s] F5S.. S10dft, p!d!/2lp Own, DeWery3 Otlap Thu l lbftl, T 2 ' 42 rDeMry2 Odari Mon llldl9 Mon 111d10T39FS. lO dep 1y18 Rofacr: Pluae 2E. emptm Plel Fart Task J/ 1//// ff!{!( PnPeA, Suo" i ^ E+ demel Tasin peage Deb: Mm39A9 Sou winnioe Pm- Summary ^ EtlemelMbatwe Pape I Exhibit J Snowmass Village Housing Inventory- March 2009 RENTAL UNITS Brush Creek 1 490 Brush Creek 10 Brush Creek 12 Brush Creek 3 Creekside 15 Creekside 30 917 Mountain View 40 392 Mountain View 18 505 Mountain View 1 8 757 Mountain View 21 1, 008 Mountain View 5 1, 358 Mt. View Phase II 18 448 Mt. View Phase II 4 678 Mt. View Phase II 4 936 Palisades 16 352 Palisades 10 781 Villas North 10 400 Villas North 8 692 Villas North 8 816 Villas North 6 1, 080 247 95 1 12 48 1 51 0 1 36 0 5 0 1 0 0 0 0 Total Bedrooms 344 DEED- RESTRICTED Base Village 3 474- 619 Base Village 1 739 Base Village 1 1, 154 Club Villas 1 1, 100 Creekside 9 1 1 746 Creekside 18 917 Country Club 5 1, 208 Country Club 6 1, 530 Crossings 1, 500- 3, 000 Daly Townhome 10 1, 550 Daty. Townhomes 6 1, 250 Mountain View 8 505 Mountain View 5 1, 008 Mountain View 19 1, 008 Mountain View 5 1, 358 Rodeo Place- 1 1 1 1 4 5 6 2, 144- 2, 564 147 3 0 18 5 20 34 5 10 6 1 5 0 6 50 I 394 98 I 12 66 56 I 20 70 5 I 15 6 5 I 0 6 50 I Rodeo Place- 2C 1 3 1 2 1 4 3 _ 13 Rodeo Place- 2E I 1 2 7 20 I Resort opportunities 81westments, LLC Exhibit L Ross" Opportunitles Unvestments, LLC MEMORANDUM TOSV Council Hearing March 16, 2009 Re; Rodeo Place General Contractor Procurement Process TOSV Council Members, Please accept this memo as Resort Opportunities and Investments, LLC (ROI) recommendations for the General Contractor(GC) procurement process for phase 2 of Rodeo Place. ROI understands very clearly the nature of public work and the requirements and opportunities which need to be provided to the bidding public in projects of this nature. Therefore this memo is intended to outline your options as a public entity and to provide the pro's and con's associated with either a negotiated process or public bid process. Either process would lead to a Guaranteed Maximum Price contract agreement. Some of the variables that Council needs to keep in mind when reviewing this memo are time and cost factors. The sooner ROI and its team are allowed to secure a GC and their subcontractors, the better position we are in to take advantage of the current financial and economic situation and receive the best pricing possible. It is also important to note that being able to proceed quickly on phase 2 allows us again to take advantage of the current economic situation, but it also prevents a rather lengthy bid process which will add a minimum of 2 - 3 months to any schedules presented in this packet due to the time required to generate a full package of bid documents and Requests for Proposals, a minimum of one month for GC's to respond to the RFP, subsequent review and interviews of respondents and eventual selection and contracting of the selected GC. This is in comparison to a negotiated contract based on accurate and worse case budget numbers provided by a knowledgeable GC. It is also important to note that two modular contractors that we have engaged in the pricing exercises over the last month, and that have been involved in phase 1 are willing to take parts of phase 2 (some of the homes, if not all of them) and hold their individual costs per building regardless of how many homes they are contracted for. ROI feels this could be advantageous as we could have two factories working simultaneously on homes to try and make up some of the time lost due to the bidding process. For the sake of clarity and ease in which to review this memo, ROI is presenting both scenarios (bid vs. negotiated) in a pro/con format and look forward to your comments as it pertains to both. Again ROI understands the nature of public work and will proceed with the direction we are given. Bid Process Pros Satisfy the requirement of public entities to provide fair opportunity for public work (technically this process has been satisfied twice, first in the initial offering and again when current GC was selected). Generates competition between GC's which in many instances provides value to owners via reduced fees and general conditions in order to be awarded the project. In some instances will generate bids from greater pool of subcontractors as relationships of multiple GC's will be greater than a single GC. Allows a greater opportunity for ideas and alternate processes due to varied experiences with projects. Only qualified GC's with this type of project experience will be solicited. May tap into GC's with a significant need for work which could equate into very reasonable bid. Cons Time to bring the documents, for all the units, to a level in which they can be bid on will add at the very least 2.5 months to the proposed project schedule. This will lead to additional winter conditions costs for the project. Inability to proceed immediately will increase project duration costs such as consultant fees and GC general conditions. Securing or proceeding with a GC that is in dire need of work may generate issues that are unforeseeable in the selection process and lead to a phase 1 scenario. Unfamiliarity with site and site conditions will lead to larger number of change orders due to the simple fact that not every bit of knowledge from a previous phase can be documented so it is captured in the bid process. Unfamiliarity with modular product and preferred vendors can lead to larger number of change orders and time delays. Lose all relationship value from previous phase which could lead to risk of added costs and time delays. Costs associated with demobilization and remobilization of existing and new GC's will be borne by Town. Risk associated with a new project team that may or may not provide the level of success that has been provided and proven in the second half of phase 1. Will not be able to take advantage of proposed time slots for modular fabrication from April to August unless Town is willing to enter into scenario like phase 1 where Town purchased modules. ROI does not recommend this approach! Lose single source of contact for bulk of project warranty issues by changing GC's at this point (this could be argued that this is already the case, but worth mentioning as it could become more cumbersome to mange down the road). Negotiated Process Pros No loss of time on proposed schedule(s). Ability to start negotiations immediately with modular builders and secure fabrication slots (this is critical to minimize project duration and general conditions costs). Retain proven project team Retain project knowledge and familiarity with site and product providing accurate costing from the start minimizing change orders. Team and current GC have proven track record for success, risk is minimal moving forward. Current project costing is able to be maintained if not bettered. Examples of this are eliminating middle man for purchase of modules as current GC will purchase direct (also allows current GC to implement their required warranty language and procedures). Current GC will also reduce its labor and equipment rates 5% in order to maintain relationship on this project. Current GC has excellent relationships with Town entities. Minimize demobilization and remobilization costs. Provide"open book"process in which all costs are open and available for Town to see (this can be secured in either process via a GMP contract format). Maintain warranty presence for phase 1 owner's onsite which will provide better response time. Minimize warranty contacts down the road for TOSV Affordable Hosing Staff. Can eliminate need for new contract negotiations as phase 2 can be change ordered into current contract. Current GC will also waive fees for phase 2 pre construction pricing exercise. Cons May not provide Town with process required for bidding public work. However it is very important to note that in bidding to GC's, they are brokers of subcontractors and in many instances do not self perform work. Therefore this aspect can be eliminated via request or requirement of a minimum of 3 —6 subcontractor bids for any given aspect or phase of the work. May generate some reservations among other GC's when it comes time to bid future work for Town, although ROI does not see this as being the case. Perception of comfort level with current GC and ability for them to provide the very best costing available to the Town. In closing, it is the recommendation of ROI to pursue a negotiated contract process for phase 2 of Rodeo Place in order to take advantage of the time challenges as well as fiscal advantages associated with the negotiated process. ROI and Coburn Development look forward to discussing this issue with you further on March 16`h and appreciate the opportunity to present this information to you. MEMORANDUM TO: Snowmass Village Town Council FROM: Jason Haber, Economic Resource Director DATE: March 16, 2009 SUBJECT: Resolution No. 6, Series Of 2009, Specifying Periods During Which Construction Activity Will Be Limited Or Prohibited Pursuant To The Regulations Of Snowmass Village Municipal Code Section 18-3 And Section 18-10.2(D)2 I. PURPOSE AND ACTIONS REQUESTED OF COUNCIL Adopt Resolution No. 6, Series of 2009. 11. DISCUSSION This Resolution No. 6, Series of 2009, was first considered by Council at its meeting of March 2, 2009. It is presented in consideration of SVMC Section 18-10.2(d)2, which states that: The Town Council may choose to further prohibit, or otherwise limit excessive noise-producing construction and vehicle activity, including road and lane closures, or other construction-related activities from occurring during Peak Seasons (Winter and Summer), major special events and other holidays throughout the year. Council Resolution shall determine specific dates defining these periods and days on which such activities are prohibited or limited. In order to provide adequate notice and clear expectations to contractors and developers, such Resolution should be adopted prior to March 1"of each year. However, Council shall retain the right to alter or amend such Resolution at any time, as deemed necessary by the Council. (Note: emphasis added.) In response to Council comments received on March 2, 2009, the resolution has been amended as follows: 1. Spring Shoulder Season: April 13, 2009 through June 4, 2009. 2. Summer Peak Season: June 5, 2009 through September 20, 2009. 3.Fall Shoulder Season: September 21, 2009 through November 25, 2009. 4.Reference to Snowmass Independence Celebration has been deleted due to redundant restriction indicated for July 2, 2009, Thursday night concert. S.Restrictions for July 17 and 18, 2009, have been lifted and implemented for August 1, 2009, due to rescheduling of"Chef Rock Event". 6.Restrictions were added for September 18 through September 20, 2009, in order to accommodate the Snowmass Balloon Festival and Snowmass Wine Festival. 111. CONCLUSION Staff is recommending approval of Resolution No. 6, Series of 2009. INDEPENDENCE CELEBRATION Free concert wi! h national headliner and fireworks9TH ANNUAL BLAST THE MASS The prestigious Mountain States Cup Series launches bikers through extreme downhill, Cross County and mountain- cross terrain for regional champion titles. MOUNTAIN MASTERPIECES ARTS FAIR Over 40 artists gather on the Snowmass Mall with items from photographs and pottery ' 1'." 6" ' r ° fl JAZZ ASPEN SNOWMASS LABOR DAY FESTIVAL to clothes and jewelry. Attracting crowds of over 30. 000, this vibr2 IMP ASPEN SNOWMASS RIDE FOR THE CURE b festival is renowned for its coinbination mountain vistas and word class music Ii 6TH ANNUAL SNOWMASS CHILI PEPPER& A 100 mile bike ride( With flatter 26 mile Widespread Panic, Sheryl Crow, Willie N BREW FEST course option) and festivities celebrate fall Jack Johnson, and the Allman Brothers. and benefit the Susan G. Kamen Breast International Chili Society competitions C- Cancer foundation. The race is launched this year for the very first time from the a.. - resented by Becks and tastings, Microbrew Competitions and samplings, and live music from acts like the Snowmass Recreation Center! n beer, music a Neville Brothers, Johnny Lang and Michael dre" do n with street perfor Franti and Spearhead. fantastic m in A s....; SNOWMASS RODEO Authentic western fun for the entire family s"°' I'" titude balloon including bull riding, team roping, barrel in the country features pilot balloon ido racing and bronc riding. Mutton bustin' and ing Glow, barbcque d rt cowboy sing- a- long tool an cocD NE FESTIVAL SNOWMASS SUMMER OF FREE MUSIC SERIES SNOPresented by Snowmass Rotary - y i Bring along a blanket or low lawn chair Celebrate extraordinary wines from ov and ng is and enjoy some of the most A vintners from around the world and del ' • I performers.wished rock, R& B, soul and lain culsme from local chefs. Proceeds su performers. t 9,., 1 I .. chantabl' z, 1 2 3 Town of Snowmass Village 4 Town Council 5 6 Resolution No. 6 7 Series of 2009 8 9 10 SPECIFYING PERIODS DURING WHICH CONSTRUCTION ACTIVITY WILL II BE LIMITED OR PROHIBITED PURSUANT TO THE REGULATIONS OF 12 SVMC SECTION 18-10.2(d)2 13 14 15 WHEREAS, the Town of Snowmass Village has the authority to 16 implement regulations for new and existing construction within the limits of the 17 Town, and 18 19 WHEREAS, the days and hours of construction activity within the Town 20 are regulated pursuant to Section 18-3 of the Snowmass Village Municipal Code, 21 and 22 23 WHEREAS, Section 18-3(a) states that no noise producing construction or 24 excessive vehicle activity shall be permitted during the hours on Sunday or legal 25 holidays, and 26 27 WHEREAS, on November 5, 2007, the Town Council adopted Ordinance 28 No. 12, Series of 2007, An Ordinance to be Implemented into Chapter 18 of he 29 Town of Snowmass Village Municipal Code to Establish Standards and 30 Regulations for Construction Management, and 31 32 WHEREAS, Section 18-10.2(d)2 of Ordinance No. 12, Series of 2007 33 authorizes the Town Council to prohibit, or otherwise limit excessive noise- 34 producing construction and vehicle activity, including road and lane closures, or 35 other construction-related activities from occurring during Peak Seasons (Winter 36 and Summer), major special events and other holidays throughout the year, and 37 38 WHEREAS, Section 18-10.2(d)2 of Ordinance No. 12, Series of 2007 39 states that a Council Resolution shall determine specific dates defining the 40 periods and days on which such activities are prohibited or limited, and 41 42 NOW, THEREFORE, BE IT RESOLVED by the Town Council of the Town of 43 Snowmass Village, as follows: 44 45 Section One: 46 47 1. "Legal Holidays" for the remainder of 2009 shall include the following: 1 48 a. Monday, May 25 — Memorial Day 49 b. Friday, July 3 — Independence Day 50 c. Monday, September 7— Labor Day 51 d. Thursday, November 26 — Thanksgiving Day 52 e. Friday, December 25 — Christmas Day 53 54 2. The 2008/2009 Winter Peak Season shall run through the Aspen Skiing 55 Company's scheduled closing day of the Snowmass Ski Area on April 12, 56 2009. 57 58 3. The 2009 Spring Shoulder Season shall commence on April 13, 2008, and 59 shall conclude on June 4, 2009. 60 61 4. The 2009 Summer Peak Season shall commence on June 5, 2009, and 62 shall conclude on September 20, 2009. 63 64 5. The 2009 Fall Shoulder Season shall commence on September 21, 2009, 65 and shall conclude on November 25, 2009, one day prior to the Aspen 66 Skiing Company's scheduled 2009 opening of the Snowmass Ski Area. 67 68 6. For the period beginning at 12:00 p.m. on June 5, 2009, and running 69 through June 6, 2009, no lane closures or construction activity shall be 70 permitted to occur on any of the Town's public roadways, sidewalks, or 71 trails. These limitations are imposed to ensure and enable safe and 72 convenient access and transit service to the Snowmass Chili Pepper and 73 Brew Fest. 74 75 7. No lane closures or construction activity shall be permitted to occur on any 76 of the Town's public roadways, sidewalks, or trails after 12:00 p.m. on 77 each of the seven (7) Thursdays between July 2, 2009 and August 13, 78 2009 (July 2, July 9, July 16, July 23, July 30, August 6, August 13). This 79 limitation is designed to ensure safe and convenient access to the 80 Snowmass Summer of Free Music Series. 81 82 8. No construction-related lane closures or construction activity shall be 83 permitted to occur on any of the Town's public roadways, sidewalks, or 84 trails after 12:00 p.m. on August 1, 2009. These limitations are imposed 85 to ensure and enable safe and convenient access and transit service to 86 the Chef Rock Event. 87 88 9. No lane closures or construction activity shall be permitted to occur on a 89 portion of Brush Creek Road and Highline Road (between the Snowmass 90 Village Recreation Center and Owl Creek Road) on August 22, 2009. This 91 limitation is imposed to ensure safe and convenient access to the 92 Aspen/Snowmass Ride for the Cure. 93 2 94 10.No lane closures or construction activity shall be permitted to occur on any 95 of the Town's public roadways, .sidewalks, or trails during the period of 96 September 4, 2009 through September 6, 2009. This limitation is imposed 97 to ensure safe and convenient access to the Jazz Aspen Snowmass 98 Labor Day Festival. 99 100 11 .No lane closures or construction activity shall be permitted to occur on any 101 of the Town's public roadways, sidewalks, or trails during the period of 102 September 18, 2009 through September 20, 2009. This limitation is 103 imposed to ensure safe and convenient access to the Snowmass Balloon 104 Festival and Snowmass Wine Festival. 105 106 Section Two: Effective Date. This Resolution shall become effective on March 107 16, 2009. 108 109 Section Three: Severability. If any provision of this Resolution or application 110 hereof to any person or circumstance is held invalid, the invalidity shall not affect III any other provision or application of this Resolution which can be given effect 112 without the invalid provision or application, and, to this end, the provisions of this 113 Resolution are severable. 114 115 READ, APPROVED AND ADOPTED, by the Town Council of the Town of 116 Snowmass Village on March 16, 2009 upon a motion by Council 117 Member I the second of Council 118 Member and upon a vote of in favor 119 and opposed. 120 121 TOWN OF SNOWMASS VILLAGE 122 123 124 125 126 Bill Boineau, Mayor 127 ATTEST: 128 129 130 131 132 Rhonda Coxon, Town Clerk 133 134 APPROVED AS TO FORM: 135 136 137 138 139 John Dresser, Town Attorney 3 MEMORANDUM TO: Snowmass Village Town Council FROM: Mark Kittle, Chief Building Official DATE: March 16, 2009 SUBJECT: Second Reading of Carbon Monoxide Detector Ordinance No. 1, Series of 2009 I.BACKGROUND The Building Department has submitted Ordinance 1, Series of 2009, Carbon Monoxide Detectors for review by the Town of Snowmass Village Town Council. On March 2, 2009 the Town Council approved the first reading. The following changes have been made to Ordinance # 1 Series of 2009 as per the Town Council's request at the first reading: Line item 18; the word nationally was added Line item 21; "serious health" was replaced with potential Line item 94; "with" was replaced with by the owner of the structure Line item 106; "with" was replaced with by the owner of the structure Line item 211; "misdemeanor" was replaced with municipal violation No other changes were made. Il. ACTIONS REQUESTED OF COUNCIL Staff requests that Council approve Ordinance No. 1, Series 2009 at the second reading thereof. I 2 TOWN OF SNOWMASS VILLAGE 3 TOWN COUNCIL 4 5 ORDINANCE # 1 6 SERIES OF 2009 7 8 AN ORDINANCE AMENDING THE TOWN OF SNOWMASS VILLAGE 9 MUNICIPAL CODE, SPECIFICALLY, CHAPTER 18, ARTICLE VIII, 10 EMERGENCY ALARMS, TO INCLUDE PROVISIONS FOR CARBON 11 MONOXIDE ALARM REQUIREMENTS WITHIN ALL DWELLING UNITS 12 EQUIPPED WITH ANY FUEL-BURNING APPLIANCE OR HEATING 13 SYSTEM. 14 15 WHEREAS, carbon monoxide poisoning is the leading cause of accidental poisoning 16 fatalities in America; and 17 18 WHEREAS,nationally, hundreds of people are killed annually and thousands of people 19 receive emergency treatment annually as a result of carbon monoxide gas; and 20 21 WHEREAS, carbon monoxide poisoning constitutes a potential, hazard in the Town of 22 Snowmass Village and adults and children may die or become seriously ill as a result of 23 its toxic effect; and 24 25 WHEREAS, carbon monoxide gas is often the result of faulty or poorly maintained 26 heating systems; and 27 28 WHEREAS,Chapter 18, Article VIII of the Town of Snowmass Village Municipal Code 29 provides standards for Emergency Alarms and their regulations; and 30 31 WHEREAS, the Municipal Code for the Town of Snowmass Village does not provide 32 for mandatory installation of carbon monoxide detectors and does not otherwise provide 33 for protection from the dangers of carbon monoxide poisoning; and 34 35 WHEREAS, recognizing that exposure to carbon monoxide, a colorless, odorless gas, 36 can cause headaches, dizziness, nausea, faintness and, at high levels, death, the following 37 regulations are enacted for the purposes of protecting the public health and safety of the 38 residents of the Town of Snowmass Village by requiring operable carbon monoxide 39 alarms in certain structures, thereby hopefully reducing the number of injuries and 40 fatalities resulting from carbon monoxide poisoning. 41 42 NOW THEREFORE BE IT ORDAINED that Chapter 18, Article VIII of the Town of 43 Snowmass Village Municipal Code hereby is, amended to include carbon monoxide 44 detectors, by the addition of Section 18-143.1 as follows: 1 45 46 47 18-143.1 Carbon Monoxide Alarms 48 49 18-143.1.1 Purpose and Scope 50 51 a) To establish minimum life safety requirements for the installation of carbon 52 monoxide detectors in all applicable residential occupancies within the Town of 53 Snowmass Village. 54 55 18-143.1.2 Definitions 56 57 a) Dwelling Unit--For the purpose of this Section, one or more rooms or areas, 58 arranged for the use of one or more individuals, on a permanent or transient basis, 59 for living or sleeping. 60 61 b) Multi-Family Dwelling Unit--A building containing three or more dwelling 62 units. 63 64 c) Fuel Burning Equipment--Equipment that bums solid, liquid or gaseous fuel or 65 a combination thereof. 66 67 d) Enclosed Parking Area--For the purpose of this Section, a building or portion 68 thereof, utilized for the parking of motor vehicles, which is less than 50%open to 69 the outside air. 70 71 e) Listed--A device that carves the listing of a nationally recognized testing 72 laboratory approved by the Town of Snowmass Village Building Department. 73 74 f) Adjacent--Those spaces that are directly above, below or next to: 75 76 1) Rooms or spaces containing fuel burning equipment or attached 77 appurtenances, or 78 2) Enclosed parking areas. 79 80 g) NFPA 720--Where referenced in this Section, NFPA 720, Standard for the 81 Installation of Carbon Monoxide Warning Equipment in Dwelling Units. 82 83 h) Smoke Barrier--A continuous membrane, or a membrane with discontinuities 84 created by protected openings, where such membrane is designed and constructed 85 to restrict the movement of smoke. 86 87 i) UL 2034--Where referenced in this Section, UL 2034, Standard for Single and 88 Multiple Station Carbon Monoxide Alarms. 89 90 2 91 92 18-143.1.3 One and Two Family Dwellings 93 94 a) All new and existing one and two family dwellings shall be provided, by the 95 owner of the structure, listed carbon monoxide detectors where any of the 96 following conditions exists: 97 98 1) Dwellings where fuel-burning equipment is installed or operated. 99 100 2) Enclosed parking areas attached to a dwelling unit. 101 102 3) Dwellings deemed necessary by the Building Official. 103 104 18-143.1.4 Multi-Family Dwelling Units 105 106 a) All new and existing multi-family dwelling units shall be provided, by the 107 owner of the structure, listed carbon monoxide detectors where any one of the 108 following conditions exists: 109 110 1) Dwellings where fuel-burning equipment is installed or operated. 111 112 2) Enclosed parking areas attached to a dwelling unit. 113 114 3) Dwelling units located adjacent to enclosed parking areas or rooms or 115 spaces where fuel-burning equipment is installed or operated. 116 117 4) Dwellings deemed necessary by the Building Official. 118 119 EXCEPTION: Dwelling units which are separated from enclosed parking 120 areas or rooms or spaces where fuel-burning equipment is installed or 121 operated by a complete and continuous smoke barrier. 122 123 18-143.1.5 Installation Requirements 124 125 a) Carbon monoxide detectors required by this Section shall be installed in 126 accordance with NFPA 720 and the manufacturer's recommendations. 127 128 b) At least one carbon monoxide detector shall be installed on every level of a 129 dwelling unit and in the immediate vicinity to, and be audible in, all sleeping 130 areas located within the dwelling unit. If a fuel burning appliance is located 131 within the sleeping room, a carbon monoxide detector shall be required within the 132 sleeping room. 133 134 c) At least one carbon monoxide detector shall be installed in all rooms or spaces 135 where the fuel-burning equipment is installed or operated within the dwelling 136 unit. Where the room or space containing the fuel-burning equipment is less than 3 137 50 square feet in area, such detectors shall be installed in the immediate vicinity 138 of the room or space. 139 140 141 142 d) In new multi-family dwellings, where the building is provided with a fire 143 alarm system, carbon monoxide detectors located within rooms or spaces that are 144 not part of the dwelling unit space shall be connected to the building fire alarm 145 system. Such carbon monoxide detectors shall initiate a supervisory signal at the 146 fire alarm panel and provide an audible alarm at the device upon detection of 147 carbon monoxide. 148 149 e) All multi-family dwellings, regardless of the number of units, where carbon 150 monoxide detectors are required by this Section, shall make available upon 151 request a carbon monoxide detector for the hearing impaired. In hotels and 152 lodges, a sign indicating the available carbon monoxide detector shall be 153 conspicuously located at the front desk. 154 155 f) In new one and two family dwellings, new multi-family dwellings and new 156 additions or renovated areas, carbon monoxide detectors shall be required to be 157 provided with primary and secondary power. Multiple carbon monoxide 158 detectors installed as per this Sub-section shall be required to be interconnected. 159 160 g) Existing one and two family dwellings and multi-family dwellings affected by 161 this Section shall be permitted to provide cord&plug connected or battery 162 operated carbon monoxide detectors. Such detectors shall not be required to be 163 interconnected or interfaced with the building fire alarm system. 164 165 h) Existing one and two family and existing multi-family dwellings affected by 166 this Section shall have six (6) months from the effective date of this Ordinance to 167 comply with the requirements of this section for carbon monoxide detectors. An 168 approved Certificate of Compliance shall be submitted to the Building 169 Department by a pre-approved, authorized installer. Owner installed devices 170 battery or plug-in devices)will not require a permit but a completion inspection 171 will be required from the Building Department. 172 173 i) In every building that utilizes one main central location for the placement of 174 fossil fuel power equipment, that is not exempted, one approved carbon monoxide 175 detector must be installed in the room containing such equipment. Alarms shall 176 be initiated to a monitoring agency or to an audible/visual alarm located in a 177 conspicuous place on the exterior. 178 179 18-143.1.6 Inspection and Maintenance of Carbon Monoxide Detectors 180 181 a) The owner of a building shall be responsible for the installation, repair and/or 182 replacement of required carbon monoxide detectors. 4 183 184 b) Carbon monoxide detectors shall be tested and maintained in accordance with 185 NFPA 720. 186 187 188 189 18-143.1.7 Exemptions 190 191 a) A dwelling unit in a building that does not rely on combustion of fossil fuel for 192 heat, cooking, ventilation or hot water and is not in close proximity to a source of 193 ventilated carbon monoxide. 194 195 b) A dwelling unit that: 196 197 1) Is heated by electric resistance heating elements; and 198 199 2) Is not connected by duct work or ventilation shafts to any room or 200 space containing fossil-fuel utilization equipment; and 201 202 3) Is not in close proximity to any ventilated source of carbon monoxide. 203 204 18-143.1.8 Violations / Penalties 205 206 It shall be unlawful for the owner, manager or agent of a structure to not comply 207 with this Section. It shall be unlawful for any person to remove batteries from a 208 carbon monoxide detector required under this Section or in any way to make 209 inoperable a carbon monoxide detector. Any person(s) who shall violate a 210 provision of this Ordinance, or shall fail to comply with any of the requirements 211 thereof, shall be guilty of a municipal violation, punishable as provided in the 212 Town of Snowmass Village Municipal Code. 213 214 18-143.1.9 Effective Date 215 216 This Ordinance shall become effective on April 1, 2009. 217 218 18-143.1.10 Severability 219 220 If any provision of this Ordinance or application hereof to any person or 221 circumstance is held invalid, the invalidity shall not affect any other provision or 222 application of this Ordinance which can be given effect without the invalid 223 provision or application, and, to this end, the provisions of this Ordinance are 224 severable. 225 226 227 228 5 229 230 231 232 233 234 235 READ, APPROVED AND ADOPTED, by the Town Council of Snowmass 236 Village on First Reading on upon a motion by Council 237 Member the second of Council Member and 238 upon a vote of in favor and opposed. 239 240 TOWN OF SNOWMASS VILLAGE 241 242 243 244 245 Bill Boineau, Mayor 246 247 ATTEST: 248 249 250 251 252 Rhonda Coxon, Town Clerk 253 254 255 APPROVED AS TO FORM: 256 257 258 259 260 John Dresser, Town Attorney 261 262 263 264 6 1 MEMO To: Town Council From: Russ Forrest, David Peckler, Susan Hamley, Lesley Compagnone,Jason Haber, Chris Conrad Date: March 16, 2009 Re: Content and Format Changes to The Comprehensive Plan Update 1.PURPOSE On February 181h the Planning Commission recommended unanimously to approve the Comprehensive Plan Update. The purpose of the discussion today is to review the major substantive and format changes made by the Commission. In addition, staff is asking for the Council's input on how they would like to review the document. 2.FORMAT CHANGES Per the request and approval of the Planning Commission and the Town Council in the fall of 2008, here are the content and formatting changes that occurred in the Comprehensive Plan Update: 1. The Community Culture, Arts, Services, Facilities and Amenities chapter was broken out into two separate chapters: Community Art s: This newly created chapter will contain subject matter relating the arts (performing and visual) and the special events that contribute to the arts in Snowmass Village. Community Services. Facilities and Amenities: The newly created chapter will contain subject matter relating to services (Snowmass Wildcat Fire Protection District, Water and Sanitation, etc.) facilities Little Red Schoolhouse, Town Hall, etc.) and amenities (Town Park, Snowmass Ski Area, etc.). 2. Each chapter was stripped of excessive technical content and made into a tighter document: Actions was taken out of each chapter and put into a separate Actions and Implementation chapter—Chapter 10. Synopsis of Public Input and any excessive technical content, charts/graphs and verbiage was taken out of each chapter and put into the appropriate chapter Appendix. The Community Values, Character and Vision chapter was broadened to be the large "vision" umbrella under which all other chapters must live. Remaining as the "meat' of each chapter is: a Strategic Objectives statement, Background, Existing Conditions/Guiding Principles and Policies sections. 3. Per these recommendations, staff experts on each subject matter worked closely with members of the Planning Commission for several months, took the existing chapters of the Comprehensive Plan and re-wrote them to the specifications outlined above. 4. After the formatting and content changes were made, Planning Commission began its formal review of the Update in late fall/early winter of 2008. In February of 2009, the Commission recommended approval of the Plan. 5. During this re-write and review, Winston and Associates services were "put on hold" with staff and Planning Commission assuming the bulk of the responsibility." Winston and Associates will be re-engaged once Town Council approves the Plan and a formal print and electronic copy must be made. 3.REQUEST OF COUNCIL Council is requested to provide feedback on how they would like to review the document. It will take a bit of time for review, particularly the policy statements in the substantive chapters of the document. Options include: 1) Special meetings to focus on Comprehensive Plan Update 2) Add time to regularly scheduled Council meetings ojupdfIuu 3AISUOT13J 6 inn mous joumoZ 2009 Comprehensive Plan Update Table of Contents Chapter 1 Introduction to the Comprehensive Planning Process Chapter 2 Community Character and Vision Chapter 3 Community Arts Chapter 4 Regional and Community Economics Chapter 5 Community Services, Facilities and Amenities Chapter 6 Environmental Resources Chapter 7 Built Environment Chapter 8 Transportation Chapter 9 Housing Chapter 10 Actions and Implementation 1 Chapter 1 Introduction: The Comprehensive Planning Process 2 3 4 December, 2008) 5 6 The Town of Snowmass Village Comprehensive Plan articulates a common vision for the 7 future of the Town. The Plan balances community values and vision with policies for 8 land use, economics, environment, housing, transportation and the arts. Both short-term 9 and long-term actions are required to implement the Plan. The residents of, and visitors 10 to, the Town of Snowmass Village are integral in planning the future of the community. 11 Our collective and individual responsibility is to work together to identify common issues 12 and needs and to pool resources in order to improve the community. 13 14 The Process 15 Just as with past planning documents, the ideas, concepts and input gained from planning 16 experts, technical professionals, the general public and others, contributed to this update 17 of the Comprehensive Plan. Public officials and citizens were interviewed and a series of 18 public meetings were held to gather the best information and most current ideas about the 19 Town's present condition and future opportunities. 20 21 The process began with stakeholder interviews with the following groups: 22 TOSV Planning Commission 23 Citizens for Snowmass Village & Citizens for Responsible Growth 24 community focus groups 25 M Related Westpac and Chaffin Light 26 lodges and merchants 27 marketing/sales 28 The Aspen Skiing Company 29 Infrastructure and utility providers 30 Part-Time Residents Advisory Board 31 32 Topics discussed included: 33 Housing 34 Employment 35 Transportation 36 Services and infrastructure 37 Carrying capacity 38 Economics 39 Vitality 40 Community, character and culture 41 Growth and development 42 The Base Village, West Village and Village Center nodes 43 The environment 44 Process 45 Town of Snowmass Village Comprehensive Plan Chapter 1: Process December, 2008 Page 1 1 Town staff initiated the process with a presentation of the State of the Comprehensive 2 Plan to the Planning. Commission. The report identified specific areas of concern to 3 address in the update. 4 5 Public meetings then followed: 6 Public Meeting#1 —Vision 7 Public Meeting#2—Values 8 Public Meeting#3 —Validate Vision and Values 9 Workshops—Specific to the redevelopment of the West Village 10 11 Common categories formed after these public meetings, they were assigned a chapter: 12 The Built Environment 13 The Natural Environment 14 Regional and Community Economics 15 Transportation 16 Housing 17 Arts and Culture 18 Facilities and Amenities 19 20 Policies 21 The Tbwn of Snowmass Village shall: 22 23 Use the Comprehensive Plan as a regulatory document to guide Town elected 24 and appointed officials, staff, businesses, developers, property owners, and 25 other entities in implementing our goals and objectives. 26 27 Ensure that the Comprehensive Plan remains current and reflective of our 28 community values. 29 30 Ensure that implementation and updating of the Plan continues to be a 31 community-wide effort. 32 33 Provide opportunities for continued citizen involvement in implementation 34 decisions and in the land use planning process. The Plan will continue to 35 designate appropriate future land uses, activities and services, the protection 36 of the environment and the enhancement of the economy based on the 37 community's preferences. 38 39 Communicate and work with counties and municipalities in the region to 40 implement shared regional goals. 41 42 Authority 43 All municipal governments in the State of Colorado derive authority to enact land use 44 control measures from the general municipal authority granted in the Colorado 45 Constitution and by State Legislation. The specific authority for a statutory municipality Town of Snowmass Village Comprehensive Plan Chapter 1: Process December, 2008 Page 2 1 to plan and zone is contained in Title 31, Article 23, Colorado Revised Statutes (C.R.S.). 2 These statutes clearly specify the provisions.pertaining to planning and zoning activities 3 for municipal governments and also extend to home rule municipalities. In addition, the 4 jurisdiction of the Comprehensive Plan, pursuant to §31-23-212, C.R.S., includes land 5 within three miles of the boundaries of the Town located in unincorporated areas of 6 Pitkin County. 7 8 As a Home Rule Municipality, the Town may enact legislation that conflicts with state 9 legislation provided that the Town's legislation is of a purely local concern. The 10 authority of the Snowmass Village Town Council to adopt a Master Plan arises 11 specifically from Section 1.7 of the Town of Snowmass Village Municipal Charter, which 12 states, "The council shall adopt and maintain a comprehensive master plan of the Town." 13 In addition, the Planning Commission is charged with conducting a review of the Plan 14 according to Code. Town of Snowmass Village Comprehensive Plan Chapter 1: Process December, 2008 Page 3 1 Chapter 2 Community Character and Vision 2 3 December, 2008) 4 5 6 Introduction 7 Tucked high in the Brush Creek Valley, Snowmass Village is an extraordinary place to 8 live, work and visit. While creating this resort, the founders of the Town Snowmass 9 Village also created a strong community. The community's Comprehensive Plan, and the 10 land use code adopted to implement that plan, helps define parameters for decision 11 making and articulates a future vision. The characteristics described below are essential 12 to create and maintain the character of the community and provide for the quality of life 13 enjoyed by residents and guests alike. The principles embodied in these characteristics 14 were derived from direct public input, and are the foundation of this Comprehensive 15 Plan. 16 17 Aspiration Statement 18 "We aspire to be the leading multi-season, family-oriented inclusive mountain resort 19 community. We will do this by creating, marketing, and delivering distinctive choices for 20 fun, excitement, challenge, learning, and togetherness. All this is done amidst our 21 unique, natural splendor...as part of a memorable Aspen/Snowmass experience. 22 Further, we wish to be seen by others as welcoming, dynamic, convenient, and 23 successful. We will always be responsible stewards of our environment, economy, and 24 society. When successful, Snowmass Village will have achieved the quality of life and 25 economic vitality that will assure our future as a sustainable resort community." 26 27 Vision: Snowmass Village in 2025 28 If we are successful in reaching our Aspiration, in the year 2025 the Town of Snowmass 29 Village will be characterized as follows: 30 31 The Town of Snowmass Village possesses a high quality of life with an intimate village 32 atmosphere. The Snowmass resort community is one of the premier, multi-seasonal 33 family- oriented resorts in the world. First class programs and public facilities have been 34 developed to broaden the seasons, provide a high level of customer service, strengthen 35 business activity, provide community and visitor amenities, and increase employment 36 opportunities. It has done this while maintaining a full-time residential community without 37 exceeding its carrying capacity. 38 39 The completion of Base Village has successfully linked activity areas with pedestrian 40 trails and transit, and enhanced pedestrian connections to the Mall and the Snowmass 41 Center. The Center has expanded its role in meeting the convenience needs of the 42 community and guests. Development over the past 20 years has complemented and 43 even improved the resort and community, helped existing business, provided beneficial 44 recreational and cultural facilities, and added needed infrastructure. With the addition of 45 new, diverse commercial uses, more of the residential and visitor retail sales have been 46 captured in Snowmass Village. 47 48 Improved transit services and parking facilities has reduced dependence on the car and 49 maintained adequate Levels of Service (LOS) on our roads. Our road system is safe and 50 efficient while remaining mostly rural in character. On entering and leaving Snowmass 51 Village, the understated, open feeling of the Brush Creek Valley continues to be Town of Snowmass Village Comprehensive Plan Chapter 2: Community, Character and Vision December, 2008 Page 1 1 preserved and enhanced. At the entrance to Snowmass Village, packing facilities, new 2 housing, the recreation center and the rodeo grounds have been sensitively integrated 3 into the natural environment. 4 5 The Town aspires to provide housing to all full-time employees — as defined in the Land 6 Use and Development Code (LUDC) — who desire to live in here with requirements that 7 can be reasonably met. The proximity of housing to jobs allows employees to 8 conveniently walk or use transit to commute to work. By providing an aggressive 9 housing program, there is adequate housing to support a high level of customer service 10 throughout the community without exceeding the Town and region's transportation 11 carrying capacity. 12 13 Snowmass Village embraces sports and athletics which provide substance for the soul 14 of a community. Snowmass Village offers multiple sporting activities for all ages and 15 abilities and takes pride in its array offerings. The Village provides facilities that 16 encourage athletic programs of all types and hosts several world class athletic events on 17 a yearly basis. 18 19 Snowmass Village is attractive to those seeking to enhance their education. The visual 20 and performing arts continue to draw guests from around the world. Our expanded year- 21 round development of arts programs promotes cultural consciousness, stimulates 22 economic viability, and fosters a sense of community pride. Easy access to a diversity of 23 cultural offerings and institutions exemplify our arts programming. Our public art 24 program is an ongoing vehicle for expression of the Village's character. 25 26 27 Challenges 28 The community is approaching buildout. This places a high priority on ensuring the 29 remaining development and redevelopment complement the existing conditions to 30 solidify the Town's sustainability and competitiveness far into the future. Carrying 31 capacity is limited by the transportation infrastructure which is also approaching 32 capacity. This challenge is magnified by the fact that a significant portion of our 33 workforce commutes from down valley. With increasing costs of commuting and 34 competition from down valley employers, we must provide workforce housing in, or 35 closer to, Town. Another challenge is the fact that the Town captures only 38 percent of 36 potential expenditures of guests, many of whom stay in Aspen or down valley at night. 37 Maximizing the Town's economic capture rate (making the economic engine more 38 efficient)will help the community financially thrive within its carrying capacity for growth. 39 40 41 Character and Goals 42 In response to these challenges, our key goals are to: 43 44 Live within the constraints of natural and man-made systems (environment and 45 traffic) 46 Maintain or create a multi-faceted workforce that is essential to sustain the resort 47 and community economy 48 Capture a greater share of guest expenditures, 49 Attract more guests/visitors, especially by broadening summer and strengthening 50 winter seasons Town of Snowmass Village Comprehensive Plan Chapter 2: Community, Character and Vision December, 2008 Page 2 1 2 If we are successful in reaching our Aspiration and goals, by the year 2025 the Town 3 of Snowmass Village will be characterized as follows: 4 5 A premier winter sports mountain with a wide variety of terrain that attracts all 6 levels of sports enthusiasts 7 A resort that benefits from its proximity to Aspen, but has its own individual 8 identity 9 A strong connection to the natural environment 10 Clean air, clear skies and a healthy, invigorating atmosphere 11 Significant opportunities for a variety of recreational and cultural activities 12 A clustered, low density development pattern that allows the openness and 13 connection to the mountains to dominate valley views 14 A town core that has an intimate, village feel 15 A traffic system that allows convenient circulation and mobility 16 Physical separation from other communities that allows Snowmass to be isolated 17 in a dramatic valley setting 18 Friendly interactions with fellow community members and guests 19 The presence of a vital, permanent community of residents that take an active 20 role in governance 21 A casual lifestyle 22 Town of Snowmass Village Comprehensive Plan Chapter 2: Community, Character and Vision December, 2008 Page 3 I Chapter 3 Community Arts 2 3 February, 2009) 4 Strategic Objectives 5 6 The Town of Snowmass Village values the richness and diversity of its cultural 7 resources. The community seeks to be a place where individuals and families can enjoy 8 the visual and performing arts and learn more about the integral role they play in our 9 society. Snowmass shall have a unique cultural identity based on the belief that the arts 10 contribute to the resort's transformative nature and its strong economic base. 11 12 Background 13 There are three main categories that comprise community arts in the Town of 14 Snowmass Village: Visual Arts, Performing Arts and Other Events, Entertainment and 15 Festivals. 16 17 Visual Arts 18 The visual arts are a key ingredient of Snowmass' cultural life. The beauty and 19 sweep of the natural environment provide a compelling backdrop for the exploration 20 of these tangible elements of our artistic community, which is served by several key 21 resources. 22 23 Anderson Ranch Arts Center. In 1966, the historic property known as Anderson 24 Ranch was earmarked for use as an arts center. In 1972, the Snowmass 25 Corporation, which owned the site, turned over its operation to a board of 26 community leaders charged with developing a nationally prominent summer art 27 school. The Snowmass Corporation conveyed ownership to the non-profit 28 Anderson Ranch Arts Center in the early 1980s. Now, the Ranch "is a learning 29 community dedicated to creativity and growth through the making and 30 understanding of the visual arts." Its vision is to be a world leader in the growth 31 and development of the visual arts, in the international dialogue that inspires 32 common humanity through art making, and in the creation of a campus imbued 33 with a spirit of community, challenge, support, exploration, innovation and 34 discovery. 35 36 Public art program. When the Snowmass Arts Advisory Board (SAAB)was first 37 established in 1993, its initial charge was to manage the solicitation and 38 placement of public art, funded by a small appropriation from the Town's 39 budget. Although the'SAAB's mission has grown, the public art program 40 remains a key element of the Board's work and of the community's cultural life. 41 42 Art Walk. Snowmass Village's Art Walk also falls under the auspices of the 43 SAAB, and is a specific subset of the Town's public art program. An Art Walk 44 Master Plan was adopted in 2002. The Walk's purpose is to showcase local 45 and national artists and their work; to establish places of beauty, stimulation 46 and reflection throughout the Village; and to provide connectivity between 47 existing and proposed physical amenities. 48 49 50 Town of Snowmass Village Comprehensive Plan Chapter 3: Community Arts and Culture February, 2009 Pagel 1 Performing Arts 2 Snowmass also enjoys a rich menu of cultural events produced by several local arts 3 organizations. The Town supports such efforts, both philosophically, and in specific 4 cases, through the generous deployment of its resources. Through the SAAB, the 5 Town continues to seek opportunities to host such events to aid in the realization of 6 its vision as a vibrant community and successful resort. 7 8 Jazz Aspen Snowmass (JAS). This internationally renowned producer holds its 9 annual Labor Day Festival in Snowmass. The Village also plays host to the 10 Thelonius Monk Institute of Jazz, which is run by JAS. 11 12 Fanny Hill Concert Series. Programmed with the help of JAS and run by the 13 Town's Marketing and Special Events Department, this weekly series of concerts 14 has become a mainstay of the Roaring Fork Valley's summer schedule of events. 15 16 Community Cultural Series. New to the Town's offerings is the Community 17 Cultural Series, sponsored by the SAAB and the Snowmass Chapel. The Series 18 incorporates both music and theater and includes performances throughout the 19 winter months. 20 21 Aspen Film. Aspen Film produces the annual Aspen Filmfest and Shortsfest in 22 Aspen. The organization has also offered several Snowmass-based programs 23 and has expressed an interest in exploring additional, similar activities in the 24 future. These encompass both educational programs (i.e., animation workshops 25 produced in cooperation with Anderson Ranch), and a short series of films 26 screened in the Cabaret Room of The Silvertree Hotel. 27 28 Theatre Aspen. Theatre Aspen is an organization that offers professional, equity- 29 based theatrical performances in Aspen's Rio Grande Park during the summer 30 season. In 2008, one of its family-friendly productions traveled to Snowmass with 31 the help of underwriters and was shown on the Fanny Hill stage. This non-profit 32 has also expressed interest in additional activity in Snowmass if the appropriate 33 facilities could be found. 34 35 Other Entertainment, Events and Festivals 36 In addition to the Fanny Hill Concert Series, the Town's Marketing and Special 37 Events Department produces a comprehensive series of programs throughout the 38 calendar year. Such events are intended to attract visitors to Snowmass and to 39 augment activities for local residents as well. 40 41 Existing Conditions 42 43 Snowmass Arts Advisory Board (SAAB): The SAAB was established in 1993 by a town 44 ordinance. Its mission is to demonstrate how the arts can contribute to the unique 45 cultural identity of Snowmass Village. It is the Board's belief that the arts are intrinsic to 46 the values, culture and heritage of the community. It is the Board's hope that enhanced 47 arts programming will promote a cultural consciousness, stimulate economic viability and 48 foster a sense of community pride. 49 50 51 Town of Snowmass Village Comprehensive Plan Chapter 3: Community Arts and Culture February, 2009 Page 2 1 The Snowmass Arts Advisory Board's objectives are to: 2 3 Provide direction and leadership for arts initiatives, particularly as they impact the 4 Town's funding 5 :Act as an arts advocate in promoting awareness and education 6 Provide information and expertise on arts-related issues 7 Function as the primary arts liaison between the Town Council and the 8 community 9 Make recommendations to Council on arts-related issues, propositions and 10 funding proposals 11 Review and evaluate progress of the arts strategic plan 12 Oversee the Town's public art program 13 Work in cooperation with the Town's Marketing and Special Events Department 14 and other arts organizations that present cultural events in Snowmass to meet 15 the goals of the strategic plan 16 Seek and evaluate methods of providing stable funding for the arts 17 Assist in developing a user-friendly cultural information source for local citizens 18 and visitors 19 Support and assess proposals for a year-round facility with appropriate 20 performance, exhibit and teaching space 21 22 Policies 23 The Town of Snowmass Village shall: 24 25 Improve and maintain a successful resort in balance with the cultural and artistic 26 needs of the community. 27 28 Plan for and support development of the visual and performing arts within the 29 community. 30 31 Seek to provide the necessary facilities to support the community arts. 32 33 Seek to provide sustainable, dedicated funding for arts programs and associated 34 facilities. 35 36 Examine each development proposal for inclusion of proposed cultural elements 37 during development review of all new projects, and propose commitments to 38 support these elements. 39 Town of Snowmass Village Comprehensive Plan Chapter 3: Community Arts and Culture February, 2009 Page 3 1 Chapter 4 Regional and Community Economics 2 3 December, 2008) 4 Strategic Objectives 5 The fundamental economic structure of the resort community of Snowmass Village is a 6 bi-nodal resort commercial core which achieves "critical mass." A third "local needs 7 serving" node is required at the Snowmass Center. "Critical mass" is defined as that 8 commercial space which, when effectively tenanted and programmed, is sufficient to . 9 create the vibrancy necessary to meet and exceed the expectations of our guests. 10 Sufficient revenues would be generated by guests of the appropriately sized lodging 11 properties, day visitors, non-resident employees and full/ part-time residents. 12 13 Background 14 (Note – An extensive 11-page document addresses the background conditions in 15 greater depth, with accompanying charts, graphs, statistics and research findings. It can 16 be found in Appendix IV. The following is a synopsis of the Background information.) 17 18 While many of the issues from the 1998 Comprehensive Plan are still relevant, as the 19 community evolves, so have the concerns. From a market perspective, the critical land 20 use issues for this update surround the changing role and function of Snowmass's three 21 commercial nodes —where both retail and nonretail amenities will play a significant role. 22 How these three mixed-use development nodes can be oriented and integrated in a way 23 that is both economically sustainable and reflective of the Town and stakeholders' 24 desired vision is one of the primary goals of the Comprehensive Plan update. 25 26 The strengths of the Town of Snowmass Village economy include the following: 27 Surrounded by unparalleled scenery and offers access to world class hiking, 28 mountain biking, fly fishing and other outdoor adventures 29 Among the largest ski resort in Colorado in terms of acreage 30 The largest share of skier days in the Roaring Fork Valley 31 Consistently ranked in the top 5 in skiing publications 32 Benefits from its prestige, image and national recognition, particularly as a 33 family-oriented resort 34 Offers a variety of accommodations and activities which appeal to a wide 35 range of visitors 36 Strong potential markets for restaurant, retail and commercial/lodge spending 37 Proximity to internationally known Aspen (9 miles) 38 Closest airport to a destination resort in the country(6 miles) 39 High level of real estate activity and value on a per capita basis 40 High sales tax per capita 41 Well known for its relaxed and intimate atmosphere 42 43 The potential and relative weaknesses of Town of Snowmass Village economy include 44 the following (The majority of which have been addressed in the planning of Base 45 Village): 46 47 A lack of an up-to-date critically massed resort commercial core 48 A sufficient amount of competitive lodging as necessary to support the 49 economic sustainability of our commercial core Chapter 4: Economics Town of Snowmass Village Comprehensive Plan Pagel December, 2008 1 a A somewhat underperformance in occupancy rates, accompanied by a more 2 significant underperformance in retail capture 3 Heavy dependence on the four-month winter season 4 Opportunities to improve less than optimum facilities and amenities for the 5 skier, visitor and resident 6 7 The Town has the potential to grow into a stronger year-round resort and to provide a 8 broader range of public facilities and services. Snowmass Village could also 9 substantially increase summer and fall visitors by providing more attractive infrastructure 10 and amenities. 11 12 Existing Conditions and Guiding Principles 13 The visitor oriented nodes (West and Base Villages) are agreed to provide the 14 necessary "critical mass" when each contains 65-75,000 sq. ft. of primary Food, 15 Beverage, Retail and Entertainment offer (FIBRE). The roles and offers of each of the 16 commercial nodes were addressed in the Town's Marketing Strategic Plan 2008 (MSP) 17 as influenced by the analysis of RRC 2008 and Thomas Associates International 18 2002/2007 (TCI). These nodes complement, rather than replicate each other, for a total 19 of 130-150,000 sq. ft. The Base Village modeling work (Economic Planning Systems 20 [EPS] 2003) assumed this sizing with another 50,000 sq. ft. at the Center. Diversity of 21 FIBRE offer and price points, as well as the significant presence of "locally 22 owned/operated" businesses, creates a resort "personality" favored by locals and visitors 23 alike. As such, it is a point of competitive differentiation which should be assured by the 24 Town in support of economic vitality. 25 26 As expressed in the Town's community forums (2007-8), most still see this sizing as a 27 maximum, recalling the "just big enough" mantra of the earlier Base Village discussions. 28 The MSP found this "minimizing" approach preferred for both the commercial nodes and 29 appropriately diverse lodging. This was seen as more likely to provide the desired quality 30 of life for the community while creating a differentiated, more welcoming and convenient, 31 guest experience. 32 33 Connectivity, providing a level of highly convenient mobility between the nodes, has 34 been, and continues to be seen, as critical within a bi/multi-nodal system. TCI, as well as 35 the MSP, introduced and re-enforced this necessity. 36 37 Diversity of offer and price point across the Lodging and FIBRE product should be 38 required. While "legitimate" high-end lodging product, larger units (3+ bedrooms) and 39 fractional ownership should play a role, each should be limited. Such limitation would 40 avoid the negative impacts of over-supply, diminishing rental pool participation below our 41 80 percent goal and/or undermining our strategic intent to be an inclusive resort 42 community. 43 44 Seasonality is consistently an opportunity as well as a problem for mountain resort 45 communities. The MSP, as well as RRC 2008 and TCI, conclude that we should 46 continue to strengthen winter, significantly grow summer and push the edges of the 47 shoulder seasons. However, the "off-season" is seen by many locals to be a necessary 48 period of renewal, especially in the spring. 49 Chapter 4: Economics Town of Snowmass Village Comprehensive Plan Page 2 December, 2008 I Group and conference business has been, and is expected to be, an essential element 2 within the resort. Over time, the group share of total overnight visitation might be 3 somewhat lower than the historical estimate of 40-45 percent (MSP). However, ADR 4 might well be strengthened by such a transition as somewhat smaller groups and higher- 5 value incentive group targets are pursued. Appropriate conference facilities and 6 associated amenities will be increasingly important as will smaller, non-fractional lodging 7 required by such guests. The MSP elaborates as to the quantity of this 8 "conference/group attendee' friendly lodging. It foresees not less 45-50 percent of total 9 "hot bed" units should be conference and group attendee as required, or approximately 10 1000 of the "hot bed" units anticipated in EPS Economic Modeling 2003. 11 12 The West Village Re-Development Plan should assure the continuity of necessary 13 conference facilities and associated lodging. The MSP concludes that a combined 14 Conference/Performing Arts Center design may present opportunities for programming 15 synergy and operating efficiency. However, a design study needs to precede any final 16 decisions. Its location is seen as most likely in the West Village, associated with the 17 anticipated condominium hotel as provided by the Hotel Development Agreement 18 between Related WestPac (RWP) and the Town. As to lodging, a significant portion of 19 the "conference/group attendee" friendly units mentioned above should be conveniently 20 located to the conference facilities, preferably providing interior access. 21 22 The growth in overnight visitation resulting from the Town's Comparative Demand 23 Analysis (CDA) 2004 and the later RRC 2008 work were consistent with one another at 24 an annual rate of 3.7 percent. In accordance with comments above regarding future 25 seasonality, it is expected that the winter growth will be somewhat less than this and the 26 summer/shoulder will be somewhat higher. Skier days will likely track the winter growth 27 but may be higher given the robust forecast for local and regional population growth as 28 well as the inclusion of additional segments of the populace as "new" skiers. The 29 international market continues to be seen as a strong element in our winter 30 programming, especially given our proximity to Aspen. Market, competitive and regional 31 perspectives were provided by Winston & Associates, supported by TCI and others, 32 during 2008. This work is included in the 2008 Comprehensive Plan Archive for use and 33 reference. The perspective of municipal impact is included within the archived Winston & 34 Associates work. 35 36 Economic Performance Indicators were agreed during the Base Village 37 analyses/approval process as primarily represented in the 2001 Town Baseline 38 Economic Indicators, EPS Economic Model, the EPS Fiscal Impact Analyses and the 39 CDA. Later RRC 2008 economic analysis employed essentially the same measures. The 40 MSP agreed that these indicators remained valid. The following table presents the 41 Economic Performance Indicators accompanied by their historical/current values as well 42 as the targets anticipated by the EPS Economic Model for the Town as a whole. It also 43 includes subsequent Planning Commission consensus views (2008 Minor PUD Amend. 44 Bldgs. 13B/12 Resolution): 45 46 47 48 49 50 51 Chapter 4: Economics Town of Snowmass Village Comprehensive Plan Page 3 December, 2008 1 ECONOMIC PERFORMANCE INDICATORS 2 Performance Historical Historical Goal/Taraet Goal/Taraet Indicator Hotel/Core Fractional Hotel/Core Fractional Condo/ 3BR/4+BR Condo/ 3BR/4+BR Overall Overall Occupancy Frequency 48/39/44 6 55 ° tbd/tbd/46 7 576 Occ. Intensity Persons/Occ./ BR 1.5 2.6 1.0— 1.1 " 1.5 2.5 1.3/1.2 6 Rental Pool Participation % 99.6/75/83 ' na tbd/75 6/802,TBD Capture Rate % 382 na 55 2.3 55 Spend/Day/Overnight Visitor $ 1002 na 1102.3 1104 ADR/Unit ($) 161'- 228 0 300 TBD 5 sq. ft. Mall/Core Primary FBRE 313 ' na 4002.1 na 3 4 Sources (refer to superscripts): 5 6 1. 2001 Baseline Economic Indicators 7 2. EPS Economic Model and studies 2003 8 3. EPS Base Village Fiscal impact Analyses (FIA) 2003, 2004 9 4. EPS Snowmass Center FIA, 2006 10 5. RRC 2007 data 11 6. Planning Commission Parameter Consensus Minor PUD Amend. Bldg. 12 2008 12 7. Derived from BV FIA as adjusted per CDA 13 8. TOSV Comparative Demand Analysis (CDA) 2004 14 15 The forecasted capture rate change to 55 percent, from 38 percent, is the single largest 16 contributor to improved economic performance in the post-Base Village era. Increases in 17 occupancy frequency and ADR will also contribute, but to a lesser extent. The most 18 significant "downside" risk is the potential failure to sustain the 80 percent rental pool 19 participation levels. 20 21 22 Policies 23 The Town of Snowmass Village shall: 24 Decrease our dependence on a four-plus winter season by broadening visitor 25 seasons, focusing on the expansion of the summer season into the shoulder 26 seasons. 27 28 Increase the diversification of commercial offerings (types of retail as well as 29 price points) to reach a broader segment of visitors. 30 31 Balance resort and community interests when considering future projects and 32 budget operations. Chapter 4: Economics Town of Snowmass Village Comprehensive Plan Page 4 December, 2008 1 2 Encourage appropriate critical mass to ensure economic sustainability, but 3 not build in excess of that critical mass. 4 5 In the commercial nodes, preserve and increase facilities, businesses, 6 employee housing, amenities and events that will attract and retain guests 7 and give everyone more reasons to stay in Snowmass Village. Ensure vitality 8 by: 9 o Strongly encouraging employee housing 10 o Concentrating high-occupancy lodging 11 o Enhancing employment opportunities for local employees 12 13 Target an 80 percent rental pool of wholly-owned condominiums 14 15 Encourage an appropriate presence of locally-owned and operated 16 businesses which provide a unique and differentiated offer. -do we need to 17 define local? TOSV and/or RFV? What actions are appropriate to defend this 18 statement? 19 20 Maintain an appropriate presence of community-serving businesses oriented 21 to providing for the daily or regular needs of residents. 22 23 Strengthen the Town's commercial base through differentiating the identity of 24 three nodes, and then uniting them through cooperative strategies, and 25 convenient physical connections. 26 27 Support expanded conference facilities and services. 28 29 30 In Summary 31 32 While many of the stakeholders (community, resort, developer, and rental guest and 33 property owner) may share significant commonality of objectives, there will inherently be 34 conflicting interests, differing opportunities and varying rewards potential amongst and 35 between them. In order to assure economic sustainability of the resort and thus, the 36 quality of life desired by the community, this chapter of the Comp. Plan is intended to 37 provide an economic framework for decision making which appreciates the various 38 views, recognizes the rights of private property and fully represents the interests of the 39 Snowmass Village Community. 40 Chapter 4: Economics Town of Snowmass Village Comprehensive Plan Page 5 December, 2008 1 Chapter 5 Community Services, Facilities and Amenities 2 3 February, 2009) 4 Strategic Objectives 5 6 The Town of Snowmass Village community values the services, amenities and facilities 7 provided by both the public and private sectors. The community also values the 8 amenities and facilities provided by the natural environment and the ski mountain. In 9 order to complement commercial and business enterprise with the appropriate 10 community services, facilities and amenities, a solid understanding of community values 11 and service deficiencies in the Town of Snowmass Village is important. The Town must 12 evaluate future growth in relationship to whether adequate public services, amenities 13 and facilities always exist. 14 15 Background 16 17 Carrying Capacity of Services, Facilities and Amenities 18 Snowmass Village residents recognize that the Town must live within the Town's 19 carrying capacity which applies to community services, facilities and amenities. The town 20 should function within its ability to adequately and properly service its population without 21 exceeding water supplies, overuse of roads and compromising education and health 22 facilities. 23 24 The Role of Aspen and the Roaring Fork Valley 25 The City of Aspen and the Roaring Fork Valley (RFV) provide complementary lodging, 26 dining and shopping opportunities to the Town of Snowmass Village. Snowmass' sense 27 of community extends into Aspen and RFV with schools, recreational facilities, cultural 28 , amenities and sources of employment. Many Snowmass residents enjoy the relative 29 small town feel of Snowmass Village while having the option to also enjoy Aspen and 30 RFV amenities. Community facilities are divided into three categories in relationship to 31 Aspen and RFV: 32 33 Unnecessary Duplication: There may be no need to duplicate Aspen 34 facilities in Snowmass Village. For example, the Aspen Valley Hospital and 35 the Aspen and Roaring Fork School Districts service Snowmass Village. 36 37 Required Duplication: Some facilities continue to be necessary in 38 Snowmass Village regardless of whether Aspen has similar facilities, such as 39 childcare facilities, post office, grocery store, gas station, etc. 40 41 Optional Duplication: Aspen has some facilities that Snowmass Village may 42 want to duplicate. For example, Aspen emphasizes its summer performing 43 arts facilities. Snowmass Village may want to develop its own performing arts 44 facilities which could have year-round use. 45 46 Existing Conditions and Guiding Principles 47 The Town of Snowmass Village provides trash collection, road maintenance, police 48 protection, public transportation, affordable housing and administrative services to the Town of Snowmass Village Comprehensive Plan Chapter 5: Services, Facilities and Amenities February, 2009 Page 1 1 community. Other agencies provide fire and emergency medical services, water and 2 sewer services, electricity, telephone, cable and natural gas. 3 4 Community Amenities 5 The community yearns for areas where there can be repeated spontaneous encounters 6 with neighbors. The ability to do this not only creates a sense of community and a safe, 7 small town feel, it creates vitality and energy. Non-retail amenities are vital in generating 8 added drawing power and a more well-rounded year-round Snowmass community. For 9 the Town's three commercial nodes to be truly complementary, the inclusion of desirable 10 non-retail amenities should be planned. 11 12 Snowmass Ski Area 13 The Snowmass Ski Area is owned and operated by the Aspen Skiing Company 14 and includes 3,100 acres of terrain. In addition to skiing, snowboarding and 15 other traditional winter sports, the ski area offers year-round recreational 16 opportunities. The Snowmass Ski Area is the main economic driver in the 17 community providing jobs, generating revenue and contributing to the viability of 18 other businesses linked to the ski resort and tourism. 19 20 Parks, Trails & Open Space 21 Parks and trails are significant community assets and provide passive and active 22 recreation opportunities for residents and visitors. Snowmass -Village has an 23 extensive trail system with 5.9 miles of paved trails and 46.5 miles of unpaved 24 trails. Open space areas secure wildlife habitat and preserve visual character. 25 Including the Snowmass Ski Area, over 8,700 acres are dedicated to public open 26 space/conservation and recreation. 27 28 Town Park 29 The Snowmass Village Town Park offers year-round recreational opportunities 30 and consists of: the recreation center and indoor gym, tennis courts, soccer field, 31 softball field, playground, skate park, sand volleyball courts, basketball court, 32 active wetlands area and the Rodeo events arena. 33 34 Community Services 35 Community services play an important role in determining carrying capacity and 36 development should not cause a decrease in the level of service provided. These 37 services and capacities need to be evaluated periodically to establish carrying 38 capacity, and then addressed at the time of land use or development application 39 submittal. To expand and best leverage services with surrounding districts and 40 government entities the Town should work with local and regional districts and utility 41 providers. 42 43 Current List of District Service Providers (for a more detailed description of 44 services provided, see Chapter 5 appendix.) 45 Snowmass Water and Sanitation District 46 Snowmass-Wildcat Fire Protection District 47 Aspen Publics School District 48 Roaring Fork School District 49 Aspen Valley Hospital District 50 Colorado River Conservation District Town of Snowmass Village Comprehensive Plan Chapter 5: Services, Facilities and Amenities February, 2009 Page 2 1 Colorado Mountain College 2 Telecommunication and Transmission Services 3 4 Community Facilities 5 Community facilities are also crucial in regard to carrying capacity. New development 6 should not result in a strain to our facilities. 7 8 Current List of Facilities in the Town of Snowmass Village(for a more detailed 9 description of all facilities and the services provided, see Chapter 5 appendix.) 10 Such as: 11 The Little Red Schoolhouse 12 The Snowmass Village Recreation Center and Gym 13 Town Hall 14 Snowmass Village Conference Center 15 The Snowmass Chapel and Community Center 16 Anderson Ranch 17 18 Policies 19 The Town of Snowmass Village shall: 20 21 Provide for a variety of parks, trails and recreational facilities that meet resident 22 and visitor needs, and that enhance the community's quality of life. 23 24 Provide public services in an efficient, responsible and financially viable manner. 25 26 Create incentives for the provision and / or development of essential community 27 services and facilities, such as professional community-based service office 28 space and public space. 29 30 Ensure that land use decisions maintain and enhance the.Town's ability to 31 provide services, facilities and amenities for the community and the resort. New 32 development shall assist in providing these in a fair and equitable manner and 33 adequately compensate for its impact on public services and infrastructure. 34 35 Provide incentives for providing community-wide cellular coverage, wireless or 36 other technology. 37 38 To evaluate future growth to the Town's carrying capacities in relation to facilities, 39 services and amenities. 40 41 Examine each development proposal for opportunities to create, enhance and/or 42 maintain the Town's facilities, parks and trails infrastructure. 43 Town of Snowmass Village Comprehensive Plan Chapter 5: Services, Facilities and Amenities February, 2009 Page 3 I ' Chapter 6 Environmental Resources' 2 3 December, 2008) 4 . Strategic Objectives 5 The natural environment is a primary asset to the community and positively influences the 6 continued success of the resort. The environmental resources of the Town of Snowmass Village 7 have played a significant role in attracting people to the area, as well as in stimulating and 8 regulating the Town's growth and development. The community supports the conservation and 9 preservation of unique lands, wildlife habitat, stream corridors, sensitive hillsides, important view 10 corridors, and other significant natural features. The Town promotes long-term stewardship of 11 clean water and air, energy efficiency, and ongoing opportunities for residents and visitors to 12 explore, learn and enjoy the natural beauty of the area. 13 14 Background 15 Recognizing that the quality of our environmental resources are directly tied to the health of our 16 citizens, our resort competitiveness, and our economy, the community initiated a number of 17 efforts aimed at improving environmental sustainability during 2008. 18 19 The concept of environmental sustainability speaks to the preservation of an ecological system in 20 its naturally occurring state, that it may continue providing life-supporting resources such as food, 21 water and oxygen over a very long period of time. •Ecological sustainability is integrally linked to 22 our resort economy by virtue of global warming's predicted impact on winter recreational 23 activities. It has been predicted that in the next 25 years, winters will become shorter and there 24 will be a 3 to 4 degree increase of average temperature, resulting in more rain and less snow. 25 (Source: Aspen Global Change Institute). Preserving the quality of our natural environment and 26 taking action to minimize local contributions toward global climate change is expected to 27 positively affect our resort competitiveness and long-term economic stability. 28 29 Land development, and its associated energy consumption, can negatively impact the natural 30 environment by consuming resources faster than they are able to be regenerated. Consideration of 31 impacts to ecological sustainability can be applied to several aspects of development review. By 32 considering the characteristics of a site in its natural condition (soils, drainage ways, slope, solar 33 access, etc) and those of a proposed development's impacts to the surrounding environment (view 34 sheds,air quality, wildlife, etc)environmental quality can be preserved. 35 36 Protection of wildlife has long been a value in the Town of Snowmass Village. Development 37 should be located and designed so as not to diminish wildlife habitat or the existence and diversity 38 of species. Wetland and riparian communities are especially significant in this regard because 39 they have the highest density and diversity of wildlife species. 40 41 Scenic views and air quality are also highly important. Air quality is an environmental resource 42 that has been periodically and narrowly measured (primarily during periods of heavy 43 development activity) through PM-10 monitoring, designed to measure particulate matter 44 important to public health and safety. Air Quality Monitoring Plans are required on a project-by- 45 project basis, in order to ensure that the quality of our air is protected. Quality public views 46 contribute greatly to the uniqueness and attractiveness of this valley, and significantly contribute 47 to the desirability of our resort, and the value of local real estate. While the quality of public Town of Snowmass Village Comprehensive Plan Chapter 6: Environmental Resources December, 2008 Page 1 I views has no direct impact on environmental carrying capacity, it is highly valued from a quality- 2 of-life perspective. 3 4 The Snowmass Water and Sanitation District recently conducted a review of its water rights 5 inventory and its ability to serve future development and service requirements generally in the 6 Snowmass Village area. The review considered the treatment capacity of the Water Treatment 7 Plant, the priority and diversion availability of its water rights, raw water and potable water 8 storage capacities, peak demand requirements, projected growth and raw water storage for system 9 reliability. The limiting factor to the ability of the District to provide potable water service was 10 determined to be the legal and physical availability of raw water of satisfactory quality for I1 treatment at peak demand times. The District currently is serving a demand of approximately 12 4,900 equivalent residential units (EQRs). The District's analysis estimates that approximately 13 1,100 EQRs will be added upon completion of Base Village, Sinclair Meadows, Entryway, 14 Snowmass Center (assuming a project similar to the 3rd Amendment), and West Village 15 (assuming a 20 percent increase in EQRs, i.e. bedrooms & bathrooms). This falls within the 16 District's anticipated ability to reliably serve 6,200 EQRs. On the basis of the planning the 17 District determined that a reasonable estimate of its ability to reliably serve potable water is 6,200 18 EQR. The District determined that treatment capacity of the Waste Water Treatment Plant is 19 adequate and can treat the anticipated associated influent from 6200 EQR potable water usage. 20 21 Existing Environmental Conditions 22 Defailed descriptions and discussions on the following environmental resources are included in 23 the Chapter 6 Appendix: 24 25 Elevation 26 Slope 27 Aspect 28 Geology/Soils 29 Vegetation 30 Hydrology 31 Wildlife 32 Water 33 Open space 34 Environmental sensitivity 35 36 Policies 37 The Town of Snowmass Village shall: 38 39 1. Promote renewable energy generation, conservation of natural resources, and energy 40 efficiency. 41 42 2. Employ smart growth strategies and land use policies that limit development to the 43 minimum amount deemed necessary for the community to achieve economic 44 sustainability. 45 46 3. Provide essential community-oriented goods, services and housing with an aim to 47 reducing our dependency on other communities. 48 Town of Snowmass Village Comprehensive Plan Chapter 6: Environmental Resources December, 2008 Page 2 1 4. Promote community stewardship for the Town's natural resources, and for those of the 2 Brush Creek and Owl Creek Valleys, by supporting land use policies and regulatory 3 processes that acknowledge an understanding of our environmental carrying capacity. 4 5 5. Ensure that development review processes include consideration of the community's 6 environmental values and an understanding of potential impacts to environmental 7 resources. 8 9 6. Protect significant public views and view corridors, and enhance the visual quality of 10 open space, national forest, wilderness and agricultural lands of the Town, Brush Creek 11 and Owl Creek Valleys. 12 13 7. Protect riparian habitat and ensure that riparian vegetation and streambeds are maintained 14 in a naturally functioning state. 15 16 8. Prohibit development in critical wildlife habitat areas, including but not limited to elk 17 calving, severe winter range and migration corridors mapped by the Colorado 18 Department of Wildlife (CDOW), in order to maintain ecosystem integrity, and preserve 19 the existence and diversity of species within the Town. 20 21 9. Require new development to incorporate appropriate mitigation measures and 22 ecologically sound design principles that protect wildlife and wildlife habitat in 23 Snowmass Village. 24 25 10. Update, adopt and reference the following reports , as such reports may be deemed 26 pertinent to the specific project under development review: 27 a. Greenway Master Plan, (2000). 28 b. Two Creeks and the Pines Wildlife Enhancement and Management Plan (1994) 29 c. Snowmass Ski Area Wildlife Enhancement and Management Plan (1994) 30 d. Snowmass Ski Area 1994 FEIS Mitigation and Monitoring Plan 31 e. Snowmass Wildlife Committee Report (1991) 32 ' f. Pitkin County Wildlife Taskforce and Report (1989) 33 34 11. Evaluate all proposed development and redevelopment against the Town of Snowmass 35 Village Environmental Sensitivity Map, 36 37 12. Require a site-specific review for any proposed development that appears to penetrate 38 any part of designated sensitive lands. 39 40 13. Prohibit construction on slopes greater than 30%, unless approved by a supermajority 41 vote of the Town Council, and subject to specific findings, exceptions and/or 42 circumstantial criteria. 43 44 14. Encourage new development to restore degraded reaches of Brush Creek located adjacent 45 to, and/or within their projects. 46 47 15. Encourage new development to help fund bridges and culverts necessary to preserve the 48 Town's waterways located adjacent to, and/or within their projects. 49 Town of Snowmass Village Comprehensive Plan Chapter 6: Environmental Resources December, 2008 Page 3 1 16. Prohibit any new development that is determined to cause an exceedence of the 2 Snowmass Water and Sanitation District's stated maximum treatment capacity (currently 3 defined as 6,200 EQR's). 4 5 6 Town of Snowmass Village Comprehensive Plan Chapter 6: Environmental Resources December, 2008 Page 4 1 Chapter 7 Built Environment 2 3 February, 2009) 4 Strategic Objectives 5 The Snowmass Village community values the open, natural and rural character of the 6 Brush Creek and Owl Creek Valleys. The Town seeks to preserve the beauty of the 7 landscape by ensuring that the image, scale and development patterns of the Town are 8 harmonious with its natural setting. The Town values the separation afforded by the 9 undeveloped open space along Brush Creek and Owl Creek Roads; and wants to preserve 10 the sequence of open views that unfold along Brush Creek Road. The Town is committed 11 to creating a vital, distinctive town core with a Rocky Mountain flavor and a defined 12 center of activity (`sense of place') that reflects the appropriateness of its intended 13 setting. 14 15 Background 16 The Built Environment incorporates key concepts from other sections of the 17 Comprehensive Plan, particularly those related to land use and built form, and describes 18 in an inclusive way how land should be developed, or not developed, and preserved; and 19 what actions must be taken to achieve the community's Aspiration. 20 21 The Built Environment inter-relates with all of the elements of this plan from how 22 something is built (energy efficiency, character, footprint), to what is built (housing, 23 infrastructure, amenities, businesses) to the impacts of what is built (traffic and parking 24 demand, and services). The community understands these inter-relations and realizes that 25 criteria and guidance applied at the time of development application review truly shapes 26 the community and can be used to reach several of our goals. 27 28 A major expansion is underway at the Base Village that departs from the 1998 29 Comprehensive Plan vision for the site. However, in 2004, the community, through a 30 referendum, upheld the approval of a Planned Unit Development for Base Village. It 31 consists of a mixed-use (commercial and residential) resort development. It will 32 significantly increase the mass, and scale of the Base Area, as well as increase the 33 commercial and residential offerings of Snowmass Village. Its architectural style will 34 also change the character of Snowmass Village. And yet, not being completed, the full 35 impact of the development has not been experienced. 36 37 Influence Areas 38 39 There are three influence areas adjacent to the Town: Lower Brush Creek Valley, Owl 40 Creek Valley and Divide. 41 42 i. Lower Brush Creek Valley Influence Area 43 Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Pagel 44 The Lower Brush Creek Valley is located along Brush Creek Road between 45 Highway 82 and the Rodeo Grounds. . It is the main entrance into Snowmass 46 Village and is a critically important scenic resource to the Town. Lower Brush 47 Creek provides the first significant view of the Village's ranching heritage. 48 Approaching the Town, ranch lands and stables introduce the Town's heritage. 49 The open character of undeveloped lands emphasizes Snowmass Village as a 50 separate community, distinct from other communities in the Roaring Fork Valley. 51 The Lower Brush Creek Valley is a picturesque, high quality visual and wildlife 52 resource. Existing development is low residential density and does not add 53 significantly to the traffic on Lower Brush Creek Road. Preserving the area's 54 open character is a priority in the lower Brush Creek Valley. The Highway 82 55 Intercept Lot is under Pitkin County jurisdiction and managed by the City of 56 Aspen. It provides a strategic parking and transit site for both Aspen and 57 Snowmass. This site may provide the opportunity to increase remote parking in a 58 location that is already a major transit and intermodal transfer stop. Furthermore, 59 the Town may explore opportunities for creating transit oriented development, 60 particularly affordable housing at this location with Pitkin County. 61 62 The key objectives for the Lower Brush Creek Valley Influence Area are: 63 64 A natural entry approach including a gateway sign at the Brush Creek Road/ 65 Highway 82 intersection, 66 67 Preservation of open space which typifies rural character of the natural and 68 agrarian landscape of the Lower Brush Creek Valley, 69 70 Limit future development to no higher use than allowed by the Estate 71 Residential land use category, 72 73 ii. Owl Creek Valley Influence Area 74 75 Owl Creek Road serves as an alternative access to Snowmass Village. The Owl 76 Creek Valley's rural character provides an important separation between 77 Snowmass Village and Aspen. It also supplements the Lower Brush Creek's goal 78 of emphasizing Snowmass Village as a distinct and separate community. 79 Maintaining the Nordic skiing easements is an important goal in the winter. 80 81 iii. Divide Influence Area 82 83 The Divide Influence Area lies at the far west end of Snowmass Village, in the 84 vicinity of the upper Brush Creek drainage area. It is accessed on Town roads. 85 86 Comprehensively Planned Areas 87 88 There are seven Comprehensively Planned Areas (CPA's) in the Town of Snowmass 89 Village, and specific land uses and objectives are designated for each of those areas. The 90 main purpose of CPA's is to discourage piecemeal consideration of individual parcels and Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Page 2 91 projects and give Town officials the ability to'require applicants to plan comprehensively. 92 The Comprehensively Planned Areas are created to make sure that any development 93 proposed for these areas is consistent with the goals, objectives, uses and circulation patterns 94 in the Comprehensive Plan. A Comprehensively Planned Area does not imply rezoning nor 95 does it preclude rezoning. Site specific studies were conducted of the potential land uses, 96 relationships with surrounding land uses and circulation patterns in these areas. Maps of 97 each of the CPA's are included at the end of this chapter. 98 99 Underlying land uses can be expanded within the CPA boundary if a determination is 100 made that a specific community benefit will result. CPAs include: 101 102 In the lower valley: 103 104 Rodeo Grounds/Entryway CPA, 105 Faraway Ranch South CPA, 106 Faraway Ranch North CPA; 107 108 In the Town Core: 109 110 Faraway Ranch North CPA (including the Snowmass Center) 111 West Village-Mixed Use CPA, and 112 Base Village, and the 113 a Multi-family Residential CPA. 114 115 Lower valley 116 117 a. Rodeo Grounds/Entryway 118 119 The Rodeo area is the gateway to the Town of Snowmass Village and is located at the 120 intersection of Brush Creek and Highline Road. The rustic, western appearance of 121 the Rodeo Grounds and surrounding open land is a significant element of the 122 community's rural character. This area currently is a primary summer recreational 123 activity area and includes*the community park, skateboard and basketball facilities, 124 the rodeo grounds, the golf course and softball field. The Town "welcome" 125 information booths and the major vehicle intercept parking facility are located just 126 west of Brush Creek/Highline intersection. Northwest of the Town Park there is a 127 site referred to as the School Site. This site with proximity to the Town Park Bus 128 Depot has also the potential for public amenities such as a school and affordable 129 housing. 130 131 b. Faraway Ranch South (Parcel K &N) 132 133 Faraway Ranch South straddles Faraway Road south of and immediately adjacent to 134 Brush Creek Road. This property has employee housing and a condominium project 135 The Timbers at Snowmass) with ski-in/ski-out access to the Snowmass Ski Area. Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Page 3 136 Though development of this CPA has been completed, the key objectives for the area 137 should be preserved in the future. 138 139 c. Faraway Ranch North (Parcels IA, A, B, C, D, F, G, H, H-1, I) 140 141 Faraway Ranch North includes the areas north of the Snowmass Center and a number 142 of parcels north of the Woodbridge Condominiums. (Note: The Snowmass Center 143 itself is located in the Snowmass Center CPA below). This area has spectacular 144 views of the ski area and Mount Daly. 145 146 The preferred plan for this area recommends low-density, multi-family development 147 would be considered in the base of the draws as part of a Comprehensive Plan, to take 148 advantage of the area's proximity to public transportation, the ski area and shopping. 149 150 The Town Core 151 152 The Town Core area includes the West Village-Mixed Use CPA (including the Mall 153 commercial area and surrounding residential properties), Base Village CPA and the 154 Snowmass Center (a portion of Faraway Ranch North CPA). Prior to the 155 development of the Base Village, the West Village commercial area was historically 156 the primary resort-commercial area in the Town—with an intimate, small village 157 character. Base Village is a larger scale center, with a tourism focus and an intensely 158 developed mixed-use area, intended to add vitality to the Town Core throughout the 159 year. The Snowmass Center, including grocery store, gas station, post office and 160 office functions, serves many of the local, functional needs of the community. The 161 mix of uses in the new Base Village has added a new dynamic to the Town Core, 162 creating three nodes with different characters and roles. (Chapter 4 and the 2008 163 Strategic Marketing Plan outline broad directions for the amount and type of 164 development and redevelopment to be targeted for each node). 165 166 Integrating the two resort commercial nodes and community commercial node, while 167 retaining their distinctive character and roles can strengthen Snowmass Village's 168 sense of place' as well as add many positive features to the Town Core. Effectively 169 connecting Base Village, the Snowmass Center and West Village will create a 170 functional Town Core serving the community and its visitors. 171 172 The preferred plan for the Town Core represents a cohesive plan for linking the three 173 sites together. Important to the effective integration of these three nodes is the 174 circulation and access to, through and from the area for mass transit, private vehicles, 175 pedestrians and skiers. 176 177 a. Town Core: Snowmass Center CPA 178 179 The Snowmass Center includes offices, grocery store, post office, gas station, 180 restaurants and other community-oriented commercial uses. This area has 181 spectacular views of the ski area and Mount Daly. The preferred plan for the Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Page 4 182 Snowmass Center CPA include: redevelopment of the site to include mixed use 183 community commercial uses, parking, and strong transit connections to the other 184 two resort commercial nodes. "Community Commercial" includes uses such as 185 the post office, grocery store, pharmacy & general store, professional medical 186 facilities, locksmith, laundry, restaurants, banks, and local apparel shops. 187 188 b. Town Core: West Village–Mixed Use CPA 189 190 West Village includes the West Village commercial area (the "Mall") as well as 191 the surrounding residential and other properties located between Fanny Hill and 192 the Numbered Parking Lots, between Fall and Campground Lanes. The West 193 Village includes a high concentration of short-term accommodations, commercial 194 retail, and restaurant uses. 195 196 In the West Village, revitalization and redevelopment are encouraged—so long as 197 the intimate character of the place is preserved, and transportation and other 198 carrying capacity limits are not exceeded. 199 200 The design of the West Village should distinguish itself as a unique commercial 201 center. Design guidelines to allow design review will be an important component 202 of this achieving this character and assuring it is complementary to the overall 203 Town Core character of reflecting our mountain setting. (For general design 204 objectives, see Preserving Community Character and Sense of Place below.) 205 206 c. Town Core: Base Village CPA 207 208 Upon buildout in 2011, the Base Village will compliment and be in balance with 209 the existing Mall as part of the bi-nodal resort commercial plan. A transit facility 210 and courtyard are also located in the development. The transit facility was sized 211 assuming that the primary transit facility would remain at the West Village. 212 213 d. Multi-family- Residential CPA 214 215 Multi-Family - Residential CPA includes the older (25 years and older) multi- 216 family residential properties held in condominium ownership that are located 217 within the Town. 218 219 The preferred plan for the Multi-Family - Residential CPA area encourages and 220 facilitates the revitalization and reinvestment of multi-family properties that are 221 aging enough to require capital reserve expenditures. The plan's intent is to 222 remove regulatory obstacles that have acted as barriers to condominium 223 associations seeking revitalization upgrades. 224 Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Page 5 225 226 The Future Land Use Plan 227 228 The community continues to deal with the need to balance the aspects of resort and 229 community, transportation and housing, and creating a `sense of place.' The 230 strengthening and completion of a vital and vibrant Town Core is still an issue for the 231 community. At the same time, we need to ensure that we live within the Town's carrying 232 capacity. It is important not to exceed resources or strain the abilities to serve the 233 community adquately and in a responsible manner. We wish to be sensitve to the natural 234 environment and not force negative impacts. An important question for our future is the 235 level of development that is "just big enough" to keep the economy stable but not exceed 236 the community's carrying capacity. For the remaining areas subject to development, our 237 intension is to find an appropriate balance between the impact of growth and quality of 238 life and community character; protect the integrity and character of the community while 239 accommodating some level of growth but within our carrying capacity. The Future Land 240 Use Plan was created around our community thresholds and expresses our expectations 241 for new development and redevelopment 242 243 Several factors were identified during the Comprehensive Plan process and analyzed to 244 determine their limitation to growth. These factors include: 245 Transportation Sewer Education/ Childcare Public Safety Environment Emergency Services Housing Public Health Water Utilities and Infrastructure 246 247 The key limitations to growth for Snowmass Village are: 248 Roads (discussed in Chapter 8), a net increase in vehicular traffic can not 249 be accommodated without a decline in the level of service. 250 Water -especially raw water availability & storage (discussed in Chapter 251 6), and 252 Affordable Housing for the Employee Base (discussed in Chapter 9). 253 Just Big Enough" Philosophy 254 255 Development within the Town has caused us to quickly approach the thresholds levels for 256 these elements. Physical limitations and policy parameters influence how quickly we 257 reach the threshold for each. The community acknowledges that we need to understand 258 the limits for growth as the remaining areas subject to change are developed or 259 redeveloped. When reviewing any future development or land use proposal, our elected 260 and appointed officials must consider the limitations to growth before a decision is made. 261 262 Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Page 6 263 Existing Conditions and Guiding Principles 264 Commercial Nodes 265 The Town of Snowmass Village will have three interconnected commercial nodes (two 266 resort oriented commercial nodes and one community oriented commercial node) that 267 jointly have a small "mountain town" feel characterized by: 268 269 a Public gathering places that allow personal interaction & "people- 270 watching," 271 Sunlight to public areas, 272 Easy pedestrian or mechanical connections between nodes, and 273 a Building placement that preserves long views from key public areas. 274 275 Comprehensively Planned Areas 276 277 The key objectives for the Rodeo Grounds/Entryway include: 278 279 a Visitor Welcome Facility 280 a Enhancement of the rodeo grounds and arena, 281 a Preservation of the open pastures/open setting, 282 a Increased recreational use including playing fields, pedestrian and bike trails and 283 a recreation center, 284 Expansion of public parking, 285 a Enhancement of the pond and Brush Creek, 286 287 The key objectives for the Faraway Ranch South include these elements: 288 289 Employee housing, 290 a Low-density, high occupancy, multi-family residential housing, 291 A mixed-use ski recreation and community center at the base of Assay Hill, 292 Enhancement of skier and pedestrian trails, 293 a Faraway Road/ Brush Creek Road intersection improvements, 294 Clustered development coupled with maximum preservation of open space, and 295 a Connections to the Town Core, specifically the Snowmass Center and the Base 296 Village area. 297 298 The key objectives for the Faraway Ranch North (outside of the Snowmass 299 Center) include: 300 301 a Employee housing, 302 Preservation of open space in the draws behind the Snowmass Center, 303 a Clustered residential at the base of the draws, and 304 Preservation of trails and other recreation areas. 305 306 The three key objectives for the Town Core include: 307 Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Page 7 308 Effectively integrating the two resort commercial nodes and community 309 commercial node (Base Village, West Village and Snowmass Center) through 310 improved transit and pedestrian connectivity and mobility; 311 Maintaining the individual, yet complimentary and mutually enhancing, 312 character and roles of the two resort commercial nodes and community 313 commercial node to provide diversity of amenities and services for guests and 314 residents. 315 Provide "just enough" critical mass at a pace that doesn't exceed the 316 absorption rate of the community with regard to construction impacts and 317 possible interruption of construction due to outside circumstances. NOTE: 318 Restated in Policy section. 319 320 Key objectives of the Snowmass Center CPA include these elements: 321 322 Improved mass transportation/pedestrian connectivity and mobility to Base 323 Village and the Mall as well as surrounding properties, 324 Continued community-oriented commercial, office, public uses (post office, 325 grocery, Town Hall) and residential, 326 Employee housing, 327 Maintain local owned/locally serving businesses in the Snowmass Center, 328 Redevelopment of the Snowmass Center buildings, 329 Creating informal gathering places for community, and 330 Future commercial development should strive to retain existing business 331 owners in the Center and to minimize, to the extent possible, the impact to 332 these businesses during construction. 333 334 Key objectives of West Village—Mixed Use CPA include these elements: 335 336 In the commercial areas maintain an intimate "small village" character by 337 generally maintaining a 2 to 3 story average height, while preserving 338 flexibility to consider taller elements in site specific plans. 339 340 Provide a diversity of commercial (retail/restaurant) experiences (and prices) 341 that complement (not compete) with the other nodes. 342 343 Integrating with Base Village and the Snowmass Center via seamless 344 pedestrian and transit connections. 345 346 Improved transit. 347 348 Improve the entry or `sense of arrival' to Base Village and West Village. 349 350 More efficient use of existing surface parking and consider reconfiguration 351 and increase in capacity through parking structures. 352 Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Page 8 353 Promotion of Town greenway and riparian enhancement goals through 354 completion of Benedict Park and Trail system and further enhancement of the 355 Brush Creek corridor 356 357 Incorporation of sustainable and "green"building. 358 359 Creation of public spaces and amenities that expand the winter and summer 360 seasons, such as: 361 Plazas, 362 Ice rink, 363 Movie theater, 364 Water features, 365 Performance space, 366 Public spaces for festivals 367 368 Special attention should be given to features attractive to children that will 369 augment Snowmass' appeal as a family-friendly destination. 370 371 Ensure that conference/convention capabilities and functions continue to exist 372 in West Village, by: 373 o Providing an appropriately sized conference center accessible to the 374 entire community 375 o In addition, provide a "conference hotel" 376 o The ability of these two facilities to function together in a 377 complementary fashion 378 379 Ensure that there is not a net loss of"hotel-like" or high occupancy turn over 380 rooms (H.O.T. Beds) in West Village. 381 382 Buildings, spaces and activities that will expand both the summer and winter 383 seasons. 384 385 Maintain a strong mix of uses—commercial, office, food and 386 beverage/retail/entertainment, residential, and public uses. 387 388 Residential uses can include a variety of unit types but should focus on 389 maintaining high-occupancy uses. 390 391 Encourage locally-owned, "non-chain" types of businesses that preserve 392 unique shopping experiences. 393 394 Recognize and encourage timeless "Mountain Architecture". 395 396 Organize service and delivery to minimize conflicts with transit and 397 pedestrians in order to function effectively. 398 Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Page 9 399 Encourage revitalization and reinvestment in existing properties. 400 401 402 Key objectives of the Base Village CPA include these elements: 403 404 Tourism oriented commercial uses, 405 Resort oriented uses, 406 Resort administration, 407 Adequate parking for short-term, commercial and residential, 408 Adequate transit facilities 409 Restaurants, bars, cafes and 410 Overnight accommodations 41.1 412 Key objectives of the Multi-Family- Residential CPA include: 413 414 o Encourage revitalization and reinvestment in properties, including 415 general upkeep and maintenance, remodels and minor redevelopment 416 oriented commercial uses, 417 418 o Encourage revitalization and reinvestment in properties, including 419 general upkeep and maintenance, remodels and minor redevelopment. 420 421 o Facilitate the improvement and/or addition of amenities, including 422 meeting spaces, fitness and/or spa facilities, lobby, outdoor gathering 423 spaces, pools and/or hot tubs, landscaped areas, and fire pits and/or 424 barbeques. 425 426 o Facilitate the improvement and/or addition of building improvements, 427 including exterior cladding, window and/or door upgrades, roof 428 replacement, entry and arrival features, decks and/or porches. 429 430 o Provide the ability to offset revitalization and reinvestment costs by 431 adding a nominal increase in floor area. 432 433 Future Land Use Plan 434 435 Lower Brush Creek Valley is to remain in its natural, open condition. Only a minimal 436 amount of residential development may occur. A new informational center should be 437 built at the Rodeo/Entryway. In addition alternatives should be explored to expand 438 public parking. In addition, a master plan should be completed for the rodeo site to 439 complete the planning for the entryway. Preserve the Brush Creek Corridor's open 440 pasture and ranching land uses. Horse stables and the newly renovated rodeo arena 441 enhance the ranching heritage of the Town. Maintain the primary intercept parking 442 lot at the Rodeo/entryway. Encourage visitors to use public transit in the Village. The 443 Town Core should create a "sense of place" by developing a concentration of 444 recreation, shopping, dining, entertainment, living and working opportunities. Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Page 10 445 Development of the Town Core should include an easy and effective way for people 446 .to move to, from and within the area. The.Plan will be updated continually by the 447 Planning Commission and Town Council and implemented over a twenty year time 448 period. 449 450 Annexation Policy 451 452 Existing and future land use in the Influence Areas could have significant impacts on 453 Snowmass Village. Governing jurisdictions should evaluate land use decisions and 454 mitigate their impacts in a way that is consistent with this plan. The goal is to 455 establish a cooperative process for review of future land uses in the Influence Areas. 456 457 Portions of the Influence Areas may be considered for annexation. In the Divide 458 Influence area there are pocket parcels that could be considered for annexation, 459 however the land lying west of the ridgeline (as determined by the Town), between 460 the Snowmass Creek drainage and the Brush Creek drainage, shall not be considered 461 for annexation. Should it be determined that a public benefit could result from 462 annexation, annexation may be considered. At this time, there does not appear to be 463 any public benefit to the annexation of land in the Lower Brush Creek Valley 464 Influence Area below the Seven Star Property, nor the Owl Creek Valley Influence 465 Area. Consideration for annexation in these areas should require a determination of 466 public benefit for Snowmass Village. Annexation outside of the influence boundaries 467 should not be considered. Annexation limits should be consistent with property 468 boundaries whenever possible. 469 470 471 Telecommunication and Transmission Devices 472 473 As technology advances, there will be greater demand for locating new 474 telecommunication reception devices. These devices must be carefully sited to 475 mitigate visual impacts and impacts to environmentally sensitive areas. 476 477 Guidelines for Preserving West Village's Character & Sense of Place 478 Note from Winston & Assoc. - graphics will be inserted to illustrate concepts) 479 480 There are a number of urban form characteristics that are present in Snowmass 481 Village, and are typical of successful, enjoyable pedestrian villages universally, 482 that we wish to perpetuate in West Village. The following is a preliminary list of 483 parameters for future development review. 484 485 Village Scale 486 487 Pedestrian areas are "outdoor rooms" whose walls are formed by the surrounding 488 buildings. The shape and feel of these rooms is created by the height, character and 489 variety of the facades that enclose them. Very general rules about the perception of Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Page 11 490 exterior spaces have been derived from evaluating many different public spaces: how 491 much and how long they are used (the lingering factor), people expressed reaction to 492 spaces, and general observations. 493 494 Height-to-width relationships. When the height of the enclosing buildings is '/< or 495 less than the width of the space, it does not seem enclosed, and pedestrians tend to 496 feel exposed. When the height of surrounding buildings is equal to, or greater 497 than the width of the space, it feels like a `canyon'. The most comfortable 498 proportions seem to be when the height of the buildings is approximately % the 499 width of the space they enclose. 500 501 In actuality, buildings along a street or plaza seldom have a uniform height, nor is 502 it desirable. Therefore, some latitude is appropriate. A range of.4 to .7 can be a 503 general guide to "comfortableness". 504 505 In some instances, the `canyon' effect is acceptable, or even desirable—for 506 example as a short connecting link between two larger spaces. Due to sun-shade 507 considerations it is preferable to orient any relatively longer `canyon' conditions 508 in a north-south direction. 509 510 In some circumstances, the total height of the building may exceed the ratio 511 amount provided the upper floors are stepped-back so that the street level visible 512 fagade satisfies the preferred height to width ratio. 513 514 When exceptions to the height ratio cannot be avoided, special attention should be 515 given to creating a well-defined ground floor emphasis through awnings, 516 canopies, setback of upper floors, etc. 517 518 Serial Discovery 519 520 When streets are straight, and the end is visible, pedestrians tend to turn back sooner, 521 putting the shops at the ends at a disadvantage. Village streets are more interesting, 522 and there is a sense of discovery that draws pedestrians onward, when the view 523 continually disappears around a bend or a corner. Link activity areas and destination 524 points so they easily attract a critical mass of people, creating vitality. Sequence 525 views to pull people into activity areas and lead them from one feature to the next. 526 Elements should be organized to lead people to the front door and invite them in. 527 528 Irregular Street Edge 529 530 On West Village streets the buildings form the edge of the street. A strong street 531 edge is important, but perfectly aligned facades tend to be monotonous. Features that 532 give interest to streets include: slightly irregular fagade lines, varied setbacks, small 533 plazas, planters and large flower pots, and changes in texture of the street materials. 534 535 Building Height Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Page 12 536 537 Building heights vary greatly in the West Village commercial areas. While zoning 538 prescribes a maximum height, it is undesirable to evolve to a uniform "buzz cut" look 539 for the Village. Consistent with the Height Ratios above, buildings along pedestrian 540 areas should be a mixture of 2 to 3 stories, with higher building masses stepped back 541 from view. 542 543 To give life and visual variety to the West Village, towers, cupolas, chimneys and 544 other features not useable as living areas are encouraged (not to exceed 25% higher 545 than the supporting building). 546 547 Building Materials 548 549 Stucco is a dominant material in West Village, and one that distinguishes Snowmass 550 from other mountain resorts. To provide variety, lesser amounts (proportionately) of 551 other materials should be used, including: varied colors of stucco, heavy timbers, 552 stone, horizontal lap siding, glass. 553 554 Transportation Mode Priorities 555 556 Pedestrian mobility is the highest priority in the West Village followed by transit, 557 van/buses for lodges, and finally vehicles. Vehicular traffic is to be discouraged and 558 conflicts between pedestrians and cars or service vehicles are to be avoided. Transit 559 is the second highest priority in the West Village and should have optimal access to 560 ski portals and commercial areas 561 562 Given the hillside location of West Village, and an altitude that is challenging for 563 many visitors, a secondary system of relatively easy pedestrian connectivity is 564 desirable. This may consist of mechanical means (escalators, elevators, or tram) 565 combined with horizontal walkways. If retrofitting the existing buildings proves 566 unfeasible, consideration should be give to incorporating this level of mobility into 567 any development on the numbered lots. This system will also provide accessibility for 568 the disabled, which is important to serving all the guests attracted to Snowmass. 569 570 Climate/Solar Orientation 571 572 Due to Snowmass' alpine climate, sun is an important comfort factor. Shaded areas 573 have ambient temperatures substantially below those of sunlit areas, which is 574 especially significant in winter, fall and spring. All pedestrian areas should have 575 significant periods of sun during the year. Due to the low winter sun angle, the 576 amount of sun will be less, be some sun should be allowed. 577 578 Lighting 579 580 Visually attractive night lighting is important to enhance the magic of the visitor's 581 experience as well as for safety and way finding. However, light `pollution' obscures Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Page 13 582 views of the night sky that are important to the Snowmass experience. All lighting 583 should be sharp-cutoff type, and directed downward or at solid surfaces. 584 585 Signage 586 587 Signage designed to be complementary to the building fagade and architecture 588 enhances the appearance of our commercial areas. At the time of development 589 review, criteria should be developed to address the appropriate size(s), design and 590 lighting and made a condition of the redevelopment. 591 592 Integrating the Natural Environment 593 594 Preserve and enhance natural areas and water features such as Benedict Creek 595 and Benedict Park. Modifications and impacts should be minimized. 596 597 Use interpretive information and signage to draw attention to nature, mountain 598 ecology and the effects of time, natural processes and change. 599 600 Make connections with nature. Use views, vegetation and water as details to 601 the design and to transition between the man-made environment and nature. 602 Building massing should be porous enough to let nature penetrate and be a 603 part of it, both visually and physically. 604 605 Take advantage of views and view corridors. Site buildings and adjust 606 building massing to preserve views from public places of overlooks and 607 landmarks. 608 609 Use natural features, trail corridors, buildings and other spaces to direct 610 visitors and reinforce the connection with the natural mountain environment. 611 612 Building architecture must be adapted for the specific mountain site. 613 Structures should not overwhelm our connection to the mountain 614 environment. 615 616 Policies 617 The Town of Snowmass Village shall: 618 619 Maintain the Town of Snowmass Village's distinct community identity by 620 preserving existing open space areas between the Town and other communities. 621 622 Maintain the open character of the lower Brush Creek Valley as the entryway to 623 Snowmass Village. Focus development away from this critically important visual 624 and natural resource corridor. 625 Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Page 14 626 Minimize the negative environmental and visual impacts of development and 627 preserve open space for scenic, recreational and wildlife uses. 628 629 Annexation should be limited to areas where a public benefit can be shown. 630 Consideration of any potential annexation should be limited to the west by the 631 ridgeline into the Snowmass Creek drainage, and otherwise by designated 632 Influence Areas. 633 634 Comprehensively address cumulative impacts and community objectives when 635 making specific land use decisions, for example: 636 637 o Increase the capture of pass-through guests, and yet make sure that new 638 development doesn't diminish roadway levels-of-service, 639 o Incorporate on-site local workforce housing, 640 o Provide remote parking, and/or contribute to the transit system — on both a 641 local and regional basis. Make decisions that best serve the resort and the 642 community over the long-term 643 644 During development or land use review, fully understand the limitations to growth 645 for our community (our carrying capacity) and how the proposal impacts these 646 limitations. 647 648 Complement and integrate new development into the existing character of 649 Snowmass Village, reflecting a compact, pedestrian/village-scale environment 650 based on a high-quality alpine resort experience. 651 652 Create a compact, clearly defined and well-connected Town Core with services 653 and housing in proximity to each other. Density and growth should be 654 concentrated in the Town Core area and land uses should support a place where 655 visitors and locals can interact. 656 657 Preserve the community character of Snowmass Village through intelligent land 658 use; sensitive design; compatible mass, scale and density; and full evaluation and 659 mitigation of impacts caused by new development. 660 661 Encourage new development and/or redevelopment that serve visitor's recreation, 662 dining, shopping, apres-ski and basic service needs. 663 664 Ensure that new development includes appropriate employee housing onsite or in 665 Town. 666 667 Encourage more amenities that enhance business, minimize vehicle trips and 668 generate local sales tax revenues. 669 670 Encourage Transit Oriented Development (TOD) ideas within the Town Core and 671 regionally, to provide housing in close proximity to jobs. Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Page 15 672 673 Closely examine commercial development in areas outside of the Town Core, 674 ensuring that such development is consistent with overall Town goals and there is 675 a significant public benefit. 676 677 Provide "just enough" critical mass at a pace that doesn't exceed the absorption 678 rate of the community with regard to construction impacts and possible 679 interruption of construction due to outside circumstances. 680 681 a Critical elements of the Town infrastructure and necessary community facilities 682 should not be eliminated until a suitable replacement is constructed. Town of Snowmass Village Comprehensive Plan Chapter 7: Built Environment February, 2009 Page 16 Appendix — Chapter 2, Community Character and Vision Challenges To Achieving Our Vision While we hold our values true, we recognize that, at the same time, Snowmass Village is facing a number of challenges: The community is approaching buildout. There are relatively fcw areas for additional growth. This places a high priority on making sure the remaining development, and any redevelopment, complement the existing conditions, and provide essential services, accommodations and amenities that will help assure Snowmass Village's sustainability and competitiveness far into the future. The traffic system is reaching carrying capacity. Brush Creek Road, the principle vehicular access in and out of the valley, exceeds desirable traffic levels at peak periods. In order to avoid congestion in the future, careful attention must be paid to spreading out traffic usage, and broadening the use of alternative transportation modes in order to decreasing the use of single occupant vehicles. A significant portion of our workforce commutes into Snowmass from downvalley. Though we make an effort to accommodate as many employees in town as we can, it is important to our viability that those that we cannot house can reach Snowmass Village efficiently and safely. With increasing costs of commuting, and competition from down valley employers, if we are to continue to provide a high quality of guest services we must find ways to provide workforce housing in, or closer to, the community. A large portion of the skiers on Snowmass Mountain pass through the Snowmass Village going back to Aspen or down valley lodging locations. We "capture" only about 45% of the potential expenditures represented by this pass through traffic—which is a missed opportunity for local businesses. The location of the Town Core on a relatively steep hillside makes pedestrian connectivity a physical challenge. The strong, two season nature of our economy provides a low utilization rate for the off- seasons. This prevents us from spreading the costs of amenities, facilities and our workforce over a longer period of time and higher utilization rate—which discourages some investment and reinvestment. Our overriding vision is to maintain, and increase the sustainability of Snowmass Village as a leading mountain resort and livable community for its property owners and business people. Values to Vision Statements for each chapter During the update of the 2008 Comprehensive Plan the Town developed, based on the public input during the process, the following vision statements: Economy The Town of Snowmass Village will be the leading multi-season, family oriented mountain resort with distinctive locally owned commercial businesses that provides conference facilities and a unique and diverse shopping and dining experience across a range of price points for guests and residents. Recreation & Amenities The Town of Snowmass Village shall enhance the community's enthusiasm toward sports and athletics and increase the recreational health and vitality by providing year-round attractions and amenities that foster opportunities to be active for all ages. Community Arts The Town of Snowmass Village shall expand its role as a provider of culture and arts for the Roaring Fork Valley as well as provider of expansive educational opportunities. Visual and performing arts amenities and venues shall compliment Aspen's and create a strong identity and economic base for the community. Community The Town of Snowmass Village shall strike a healthy balance between community and resort. Creating and preserving areas where community members can meet formally as well as spontaneously to gather and socialize will be critical to the Town's success. The Town of Snowmass Village shall be dedicated to the safety of all its residents, employees and guests. Environmental Resources The Town of Snowmass Village shall create an ecologically sustainable community through energy independence, protecting open space and other natural resources such as water, and preserve critical view corridors. Built Environment The Town of Snowmass Village will have three interconnected commercial nodes (two resort oriented commercial nodes and one community oriented commercial node) that jointly have a small "mountain town" feel characterized by: Public gathering places that allow personal interaction & "people-watching," Sunlight to public areas, Easy pedestrian or mechanical connections between nodes, and Building placement that preserves long views from key public areas. Transportation The Town of Snowmass Village shall be served by convenient, effective, and attractive transit service between local commercial and residential nodes and work with the Regional Transportation Authority (RFTA) to improve transit services throughout the greater Roaring Fork Valley. A major objective for the community will be to minimize increases in single-occupant vehicle (SOV) use and to increase the use of transit, pedestrian, and other non-SOV modes for travel 'to/from and within the town core. Sustainable land use, urban design, and workforce housing strategies that create vibrant, mixed-use nodes and encourage walking and transit use are also an important component. Housing A significant amount of affordable housing in Snowmass Village is essential to providing a high level of service for residents, employees and guests, creating a sense of community and giving the Town and businesses an advantage in attracting and retaining qualified employees. Appendix - Chapter 3, Community Arts SSnopsis of Public Input A sense of community is highly valued in Snowmass Village. Participants expressed a desire for liveliness and energy. Snowmass Village was envisioned as a place where residents, guests and employees could work, retreat and exist; a healthy place with diversity of age. Services, facilities, and amenities build the framework for a healthy, energetic community. Participants supported local-oriented services such as medical and dental offices and more gathering places where our residents can encounter the same people consistently and screndipitously. The expansion of cultural offerings was also strongly expressed. Vitality and age diversity can be created by meeting other goals of this plan. One prime method is allowing the workforce to live in the community. This brings a broader, younger group into the village to support retail and restaurants year-round. Below are community values and key issues conveyed during the public process for this update: Vitality: Lively place to live, work, retreat and exist, Promote health, In town/ on site employee housing, Gathering places (errands, events, recreation) provided with development or by the Town, Create a "Snowmass fun" identity. Culture: Multi-purpose facility (for movies, concerts, conferences, theater, other cultural events), Increased cultural opportunities—music, arts, film, Increased and expanded educational opportunities, Establish Snowmass Village as the "Arts Education Center of the Valley." Cohesiveness: Small population, Safe, Social involvement/know neighbor, Family friendly, Community events. Performing Arts Venues—Facility Inventory Facilit Location Seating Capacity Condition Comments Aspen HS Black Box Theatre Aspen 100 Excellent Anderson Ranch Meeting Hall Snowmass 100 Good Theatre Aspen Tent Aspen 150 Fair Improvements possible Snowmass Chapel Snowmass 200 Good New sanctuary=300 The Cabaret Room Snowmass 250 Good Status questionable Paepcke Auditorium Aspen 350 Good Renovations planned Belly Up Nightclub Aspen 450 Excellent Harris Concert Hall Aspen 500 Excellent State of the art Wheeler Opera House Aspen 500 Excellent Addition in discussion The District Theatre Aspen 550 Good Conference Center Ballroom Snowmass 1,100 Fair Status questionable Benedict Music Tent Aspen 2,085 Excellent Town Center Park Snowmass 8,000 Good Appendix—Chapter 4, Regional and Community Economics Background Competitive Position within Colorado Ski Country Colorado Ski Country draws over 12 million skier visits per year and is among the most desired Alpine tourist destinations in the world. Snowmass is but one of over a dozen other resort villages in the region. In order to remain competitive, Snowmass seeks to further differentiate itself and build on its unique identity. Seasonality The issue of seasonality is more pronounced at Snowmass than at some competing resort destinations in Colorado Country. Developing a commercial land use strategy that strengthens business activity year-round is an important stakeholder concern that is addressed in this update of the Comprehensive Plan. Integration and Connectivity The Town goal is to develop an appropriate balance between the number of skiers we serve at the Snowmass Ski Area and the available short-tern accommodations. The development of high-occupancy"units and employee housing in the Town Core will bring vitality to both the resort and the community. This goal must be balanced with competing goals to minimize traffic impacts and maintain the character and integrity of the community. The Base Village project will go a long way in helping to accomplish this goal. Base Village could also create direct competition for existing retailers at the Snowmass Mall. The development of Base Village can contribute to a better economy for existing business in a number of ways and can be managed as an opportunity to achieve this goal. In working with geography of the Snowmass Valley itself and in order to ameliorate previous land-use design flaws, the need for integration relates to both physical connectivity as well as to the creation of three clusters that are distinct, yet serve complementary functions. The success of Snowmass Village from an economically sustainable commercial/retail perspective will depend in large part on the evolution of distinctive characters and primary functions for each of the commercial nodes: Base Village, Snowmass Center and West Village. Retail Leakage It is clear that a significant proportion of local shopping, food & beverage and entertainment spending potential is being captured by outside markets, notably Aspen and Glenwood Springs. The relatively small size of the resort and community, its seasonality and the draw of Aspen — largely explain our inability to capture more retail sales revenue. The local economy in Snowmass Village is strong, but the Town is "leaking" sales tax potential. By acting to stop this leakage and to capture more secondary revenue from the ski and tourism industry, the Town could generate revenue to build needed community facilities, support affordable housing and provide services to the Snowmass Village community. Lively Public Realm A lively public realm is a vital component of an economically sustainable alpine resort village. Hosting and properly servicing a variety of tourist cohorts (including conference, group and social guests) is vital to maintaining a vibrant and healthy resort community and village. 2. Snowmass Village Economic Setting Table 4.1 Skiing and tourism, including the spin-offs 100W0 of retail goods and services, are the cornerstones of the Snowmass Village economy. IABB,ao a. Ski Industry UKW Skiing is by far the most dominant economic activity in the Snowmass Village economy. Three-quarters of all sales tax revenue are collected L — during the ski season. The Snowmass Ski Area is a primary contributor to the growth in year- B Op0 round and part-time residents. 1BB.BBD At 3,100 acres, Snowmass is the elargestofthefourmountains (a total BF 9} B 9s sa 9i. Bc ? ro m. m. a} oB os ob of 3,100 acres) owned and operated B) 91 94 BS % 97 M 99 W Bt @ m 4 0 a Bi by the Aspen Skiing Company and one of the largest in Colorado. However, during the 2006-7 season, Snowmass Village ranked eighth in Colorado for total skier visits (770,000) (see Table 4.1 —note that the Park City resort is not in Colorado). Besides being one of the larger ski areas in the state, the Snowmass Ski Area is the second largest, ranking first among Colorado ski areas with the lowest number of skiers per acre. The Snowmass Ski Area is the most important of four areas operated by the Aspen Skiing Company. Among the four Aspen Skiing Company ski areas, Snowmass Ski Area captures over 50 % of the total skier days (as shown in Table 4.2). Table 4.2 Percentage of Aspen Area Skier Days by Ski Area 1 Ski Area 1996-1997 2006-7 Snowmass 54.6% 53.2% Aspen 23.9% 22.7% Buttermilk 10.9% 10.6% Aspen Highlands 10.7% 13.0% Source:Colorado Ski Comtry,USA,Atpen String Co"r Table 4.3 i. Aspen/Snowmass Skier Demographics Aspen Skiing Company Demographics provided by Aspen Skiing Company— also see Table 4.3) Gender Male 60% Female 40% 56% percent of Aspen/ Snowmass skiers Age have household incomes of$100,000 or more. 1544 zs Is% 35% 45-64 40% Households with children represent 28% of 65+ 1o% Aspen/Snowmass skier population. This Household income u 18% compares to 49.3% in 1998. Singles represent 9s0,000-$99,999 z7% the largest component (36%), but singles tend 9100,000-S249,999 34% Aspen Mountain more than Snowmass. 9150,000-9500.000 la% to ski As P s500,000> e^c Family StatusAspen/Snowmass attracts older visitors, Single,no children 36% with 40% between 45 and 64 years of age. Couple,no children 18% Household with children 18% Households w/children no longer at home 19% Approximately 50% of Aspen/Snowmass Hisitationstars New Customers 27% skiers are over age 45. Nationally, 7.4% of Visited one or more times 73% skiers are 55 or older. For destination resorts, Vsited 20 or more times 1691 10.3% of the skiers are over age 55. Composition Destination 62% Locals 20% More so than other resorts, the Aspen/ Day Skiers 10% Snowmass customer base is fairly even in Second Homeowners 8% distribution among the four census regions of the country. Foreign visitors represent approximately 17% of the Aspen/Snowmass customer base with the top three origins being Australia, United Kingdom and Brazil. Overall, the top domestic origins for guests are the Tri-State New York area, followed by Chicago, Los Angeles, and Denver. 62% of the skier composition are destination visitors, 20% are locals, 8% second homeowners and 10%day visitors. Snowmass overnight Skiers: tong stays,Flyers,Repeat guests,Intermediates, Is 27% Older, From distant locations, 27% of visitors in 2007 were new customers, 73% have visited one or more Snowmass Lodpers: Strong family focus,Slightly more in 41-times and 26%have visited 20 or more times. 60 ages,from the Heartland,Ski in Snowmass,lntermediamN 84% of peak season Snowmass visitors arrive by plane. Source:Aspen Skiing Company.RRC Associates Overnight visitors to Town are primarily middle-aged, affluent and well educated, and close to 40%of groups arrive with children. Table 4.4 MSkiMagazineReaderResortRatings: Snowmass vs. 18 Competitors I B 0 e r ga y B • Y+•+ denewMM er he it CmpBel 1000 wl r srr.ye Nr Gmp6•LOM tbeesu 2 1 Pe o" IA.w•p•Bgonnc.in P•r.nnwnl y IA ii. Ski Market Trends(Source: Aspen Skiing Company, RRC Associates) Nationwide there has been a decline in skier visits of 6.9% over last season, to 54.8 million visits. (this represents a decline of 1.5% compared to the 10-year average). The primary reasons were warm weather in the East and California. Within this national decline, Colorado narrowly set another record with 12.6 million visits, primarily due to a rebound in the southern resorts. Major destination resorts Table 4.5 showed slight declines with National Skier Participation by Age, Gender Beaver Creek, Breckenridge and Whistler being the exceptions. In competing ski resorts 1 ,„ across the country, over the last 15 years there have been i major investments in infrastructure, retail and lodging. r q q n q n apn•r1N The "baby boom" generation, which powered the ski industry in the 1980s, is skiing less. Table 4.6 National Skier Participation by Age Group and Ethnicity Under QjQ 2112 9 Post- Baby Baby 42 to ftm Boom Boom Bust 2 me er eror or Baby pre- Gen Y Gen X Boom Boom ux gym...,...• 7.3% garr,aws q l•Yi.,MR•MI•MVAgM, zox sE 2.0%o S 2.0% m 0 1d%c n OS% 4 0 12 16 20 24 n U A 40 44 N 62 M p M al n n W a,r,n 4A, The number of people on the slopes with incomes of $50,000 or less is in sharp decline. The percent of skiers.that are female declines dramatically after age 40 -- suggesting a need for more things for women to do while men are skiing. Baby boom" families are heavily involved in work and raising children. They have less leisure time and are more likely to travel to a destination resort than day ski. This trend is affecting Front Range skiers as well. Table 4.7 Summer Visitor Interests-Rocky Mountain Region vs. Snowmass Village Rocky Mountain-bound Past Snowmass Winter* Past Snowmass Summer(n=80) n=154) n=211) Age 3544 5+(47 median) 5+(48 median) Income over STOOK 13%3% (77%among overnight) %(62%among overnight) Education Some College Graduate School Graduate School Length of Stay 9 days 10 days(median 7 nights) 5 days(median 5 nights) Means of Travel 64%drive(1,000 miles or 8%fly (85%fly)57%drive(<300 miles)(57%fly) less) Summer Less expensive,camping Upscale Hotel or condo in Snowmass Village Accommodations ype of Summer Relaxing,family-oriented Active,upscale Active Vacation Sought Activities Natural beauty Hike,golf,fine dining Hike,bike,golf,fine dining sight-seeing Events Family events—arts and *Sophisticated,cultural events— *Sophisticated,cultural events—jazz concerts, rafts fairs,rodeo jazz concerts,wine and food wine and food festivals festivals Extreme sports—as a spectator Past Snowmass Winter guests mean those people who have visited in winter and mumed in summer. b. Conferences and Tourism Conferences are a significant contributor to the Town's economy. The Conference Center is used extensively in both ski and non-ski seasons and may be responsible for up to 45% of Snowmass Village guests outside the ski season. As shown on the following chart (Table 3.7), during the period 10/06-09/07, the Snowmass Conference Center was utilized 84 days with seven of those days utilizing the entire Ballroom as one unit. Half of the days had no activity while just less than 20% of this period had less than half of the total space in use. The summer special events calendar has grown to include at least one program every weekend as well as several activities, most of which are free. Summer events such as Chili Pepper& Brew Fest, Jazz Aspen Snowmass, mountain bike races, Balloon Fest and many others bring guests to town who generate additional revenues to carry businesses through the summer season. While summer visitor volumes are significantly lower than those in winter, visitor preferences have historically tended to be very similar across seasons. Table 4.8 Snowmass Conference Center Usage Nbly,Mt14WM W,ti uen Mlewi• ufliutli.ulNeYll6rlr tl.wm Mel I,dHEwl.pc..ydmr•wllq. tm F.1114e mobiilm, rp$jjm Jav tmrtrwn WXroWihri a MIWJNUII em,a t4 Q1+1 wnuwdan rn Wlml ne.. eirt,K,ra CoaailaaNhused sts.M,w.n.23%of rr lire Q m M,M.Pmi rm.WS ra•np t m..esr,.RSp tta,+rlrrwR Paitially used smtr lrWSp 27"/o of days xxrY,rpWr9- sswys sartp asd ytry.n llY of used nsNr,wWtw 50%ofda smM14Wy ifuyt II"ap i MI R lYn 1!r4 I rttM lr W 101 y1 IYIW wR>n411 mMSwWM c. Lodging Quality of Bed Base Many Snowmass Ski Area skiers choose to spend Observations of RRC customer survey: their nights in Aspen. Visitors are attracted to Drop in lodging satisfaction year-over-Aspen because of the wider variety of eating and entertainment opportunities and by Aspen's popular year and high variability In performance by property.image. Of our list of 28 lodges 5 ranked Good/Excellent"category,only 1 of Skiers and other visitors spending the night in those properties was in Snowmass Snowmass Village are likely to purchase more food, Of our list of 28 lodges 7 rankeddrink, clothing, and other goods here. In addition, poor"category, of those 5 werethelengthofvisitorstayhelpsestablishthecriticallocatedinSnowmass: 18%of total. mass of buyers and users needed to support retail stores and civic amenities. Only 25% of Snowmass Village's annual lodging revenue occurs in May To gain a broader understanding of the Town's potential peak capacity, there are 2,878 total.residential units in Snowmass Village including single-family, multi-family, lodging and employee units). Within these units, Snowmass Village can accommodate about 11,000 residents and guests in the peak season. Approximately 8,000 skiers are actually skiing in Snowmass Village during an average day. In the combined Aspen/Snowmass market, Snowmass has 42%of the Outside of Aspen and Snowmass Village, the Roaring total lodging units and 53%of skier Fork Valley has a significant number of tourist beds visits, but only 17% of retail sales. and a large resident skier population. Snowmass Ski Source- Cnnwmacs Straievir.Plan Area currently hosts the majority of these local skiers. According to RRC Associates occupancy report generated on behalf of Aspen/Snowmass partners, Snowmass Village's annualized occupancy is about 45%. During the peak season, December 20 to March 31, occupancy averages 84%. Between 2004 and 2006, sales tax on lodging represented between 45% and 49% of total sales taxes, the largest single contributor of sales tax revenues to the Town. While the revenue potential of the Snowmass Village lodging industry is closely related to the number of available accommodation units and occupancy rates, it is also affected by the type and quality of accommodations available in the Town. Higher quality units generally translate into higher revenues per skier night. d. Seasonal Economics The Snowmass Village economy is extremely seasonal, spanning the relatively short ski season at the Snowmass Ski Area. A typical season lasts 140 days. Other ski areas seasons may extend up to 157 days. This seasonality is reflected in the Town's sales tax receipts. Seventy-five percent of all lodging and other economic activity in the Town occurs in the four-month winter ski season. The economy is made up of mostly small businesses. It is particularly hard for small businesses to make long-term investments based on the revenue from a four-month business season. This is also true of their willingness to make long-term commitments to joint or public marketing strategies, or taxes and assessments to build community facilities. Anything that can be done to spread business activity over a longer period of time will have a beneficial impact on the stability of.the Town's economic base and its ability to accomplish long-term objectives. Because of the large size of the Snowmass recreation area and its substantial lodging base in the Town, Snowmass Village could expand its number of summer visitors substantially. This extra revenue could help pay for improvements and facilities that benefit the Town's year-round residents and visitors. Table 4.9 Bookings between November 2006-April 2007 R.pmMwmm Octq,-y Ru.aa,-Y 16,=1 R.W 9nvwvu RUa.-MI,MUD RgeonppeoAbba•y IbmMA06-4a d'OI r Q,m.amtsp.eelDmaI a..ana.vlsm tD1Y 14.,41ns'1.r I I 4___4__ -t I I I I i I I I I I I i or D,IR'sw.aq»a.Rn a,wnl e. Retail, Commercial and Restaurant Retail shopping is a price of entry in resorts and we need to have it to remain competitive. While such trends are difficult to project, it is clear that retail expenditures per visitor in Snowmass Village (and the Aspen area as a whole) have been increasing during recent years. While the skier visits the Snowmass area increased about 15% between the 2001-2 and the 2006-7 seasons, sales taxes grew about 20%. (Resident incomes represent a small portion of the increase, since resident expenditures are limited to 10 to 15% of total sales tax revenues; the balance is due to visitors.) i. Current Retail Inventory The current retail inventory in Snowmass Village is concentrated in one primary node and one local-serving needs node with additional uses (e.g. food & beverage) also included in various lodges. The Mall/"West Village" is presently the primary comparison and food & beverage retail node, offering 91,823 square feet of floor space. The Snowmass Center serves as the primary convenience node with 24,741 square feet of retail floor area plus office space. Outside of these two primary retail commercial nodes, retail and related floor area totals 18,083 square feet. The total retail inventory in Snowmass Village is 134,647 square feet including 16.8% of convenience retail, 51.0% of comparison retail goods, and 32.2% dedicated to food & beverage/entertainment. The West Village Mall displays a distinct seasonality, with nearly 75% of sales occurring during the four-month winter season. This amount of retail, is proportionately low compared to other ski resorts. This can primarily be explained by Snowmass Village's proximity to Aspen, which has a large and highly successful retail sector. During the past two years, businesses have displayed average sales performances typical of Mall venues (in the range of$250 to $300 per square foot gross leasable area). The mix of retailers in the Mall responds to the visitor-oriented demand, with emphasis upon sporting goods, clothing, restaurants, and skiing-related services, but without a very well balanced mix or offering. There is no formal effort to manage tenant diversity among the properties and there are no national retailers. ii. Market Issues The potential effects of additional retail development on the local economy can be understood by analyzing current expenditure patterns, business performance and future demand projections for specialty shopping, eating and drinking and services. Most expenditures by Snowmass Village residents and guests occur in Aspen, the Roaring Fork Valley and elsewhere. Capturing a portion of this leakage" as well as attracting new residents and guests will expand and improve the retail sector in Snowmass Village. Potential retail business and restaurant expenditures by Snowmass residents and visitors are currently (2006) estimated to equal nearly $131 million annually (medium of the possible range estimated). Actual sales in Snowmass Village were $57 million, roughly 42 percent of total expenditures. The difference between the above numbers ($74 million) equals the amount of sales `leaking" (purchases occurring elsewhere). Most of the visitor leakage" goes to Aspen; a significant portion of resident expenditures is occurring down valley or in other localities. iii. Retail Market Demand Capturing increased sales from skiers passing through Snowmass as well as residents and lodges in Snowmass should support higher income levels and some additional retail space in Snowmass Village. Retail market demand in Snowmass Village is based primarily upon visitor expenditures, although permanent and seasonal residents also contribute to demand. Lodging/living elsewhere guests constitute the largest expenditure, a combination of lodging, restaurant, skiing, and retail expenditures. Lodging/living elsewhere guests account for approximately 71% of total expenditure potential. Day-skier guests spend less money, principally because they are lodging elsewhere. Although these guests represent approximately 30% of the visitors to Snowmass Village, their expenditure potential is about 16% of the total. The increases in visitors, general price inflation and changing expenditure patterns have contributed to growth in retail market demand over the years. Seasonal variations will continue to occur, and our economy remains subject to national economic trends and local conditions. Key observations of the retail demand forecast include: Numbers of overnight guests during the winter are not assumed to increase significantly, although the demographic composition may continue to evolve. There will remain intense competition for the destination skier mountain resort market. Day-use guests, especially from an increasing down-valley population base, should continue to be a growing source of visitors. Residential expenditures will be limited by relatively small increases in resident population and the small resident base, (e.g., Snowmass Village is and will remain too small to support a typical community-scale shopping center). Food and beverage sales are an important economic sector in Snowmass Village. During the 2004-2005 seasons, local spending in restaurants, food stores, drug stores and liquor stores averaged over $10 million per year. The range and variety of restaurants and the presence of unique restaurant/entertainment concepts can be a factor in the skier/visitor choice of where to spend the night. Convincing more people to stay and eat at local restaurants will also ease peak traffic patterns up and down the Brush Creek corridor. Synopsis of Public Input The community is highly aware of the importance of keeping Snowmass Village economically sustainable by establishing a critical mass and mix of commercial uses. However, with this in mind, it is also important to balance the economic potential with other values of the community such as village character and a small town feel. Therefore, during conversations of the economy, the built environment often was discussed concurrently. An important question expressed was the appropriate amount of future development that is "just big enough" to keep the economy stable but not exceed the community's carrying capacity or change its village character. The participants also emphasized the need for community-oriented businesses so that the community could become more self-sustaining over time. The summary of the public comments follows: High level of local ownership ("no chain stores"); Maintain and expand types of community-oriented businesses; Increase diversification of commercial offerings: Types of retail, Broader price points (from reasonable to true high-end), Differentiate 3 nodes and their personalities (to be complementary and not competitive with one another), o Improve the "product image" (maintenance, quality of buildings, ADA-accessibility?); Maintain total commercial quantities, re-allocate between villages: Minimum of 130,000 square feet, Maximum of 200,000 square feet; Expand the two major seasons: strengthen winter and grow and extend summer; Increase vitality/activity: High occupancy turnover beds ("real hotels"), Conference-friendly (single or double occupancy) high occupancy turnover beds, Places for public interaction, Conference/performing arts center, On-site or in-town employee housing; Minimize construction impacts on commercial uses by phasing future development. Appendix—Chapter 5: Community Services, Facilities and Amenities Existing Conditions and Guiding Principles To respond to the public desires for a vital, social and healthy community, the Town should develop a detailed plan for amenities. To provide appropriate amenities the plan should identify and prioritize desired amenities such as an: Ice skating rink, Multi-purpose performing arts center, Sports playing fields , Additional trails, Playground for children (pirate ship, climbing wall), Zip lines, Indoor play area, Dog park, and Public spaces. To be fiscally responsible for the provision of amenities, the plan should be referred to in the Town's Capital Improvement Plan and other budgeting programs and also reviewed during land use and development review for opportunities with new development. The community values athletics and sports. Two other inclusions in the plan are a strategy for the expansion of events and an approach to community health needs. A strategy for the expansion of events allows for an active and vital social environment for all age groups. The strategy should include public and private funding of events. Such activities or amenities could include: Ice sculptures, Environmental hikes, Sound and light shows, Sustainability education, Concerts, Mountain events, Competitions (bike race: 1'Alp d'Huez), and A variety of restaurants and bars. An approach to address community health and medical needs of a full community demographic spectrum should list the essential services, i.e. pharmacy, medical, dental offices. After essential services are identified, Staff should ensure zoning allows the group services in one location (new Center, Offices at Snowmass). Existing Facilities Snowmass Water & Sanitation District The Snowmass Water and Sanitation District is a special district and was formed in June 1966. The District's 1966 Service Plan targeted a build-out population of 29,000 people. The district has acquired water rights to meet the average-year and dry-year estimated peak water demands for that population. This equates to a capacity of 6,200 Equivalent Residential Unit (EQR's). Currently, the facility is meeting 4,700 EQR's. The District has 5.2 mg (16 acre-feet) of water storage. For Snowmass Village, water is a limited resource and an element that should be watched while the community grows. It is identified as limiting factor for the Town's carrying capacity. There is some stress in winter when there's a larger local population and also in later summer when outdoor use increases. The issues for the District are raw water supply and storage capacity. Current storage capacity is 36% below the amount needed to serve demand anticipated for Base Village development. At the time of this report, the District was attempting to securing additional storage to accommodate existing and future growth at the Zeigler Reservoir. The water district has received preliminary approval to move forward to secure this water storage area. This additional storage site would allow additional flexibility for future development and expansion of existing uses including community amenities and employee housing. If the location is not approved, the Town will need to increase its efforts to work with the District to meet its needs. With this comes an opportunity for the Town and District to develop a common correlation between water use and land use so that water needs can be measured and tracked as future development occurs. The District's water treatment plant capacity and potable water storage were established by analyzing peak demand for water, fire flows and emergency storage during a major system failure. The water treatment plant can treat 4.7 million gallons per day (mgd) and has an ultimate design capacity of 5.1 mgd. At capacity, the District could treat a flow of 6.5 cubic feet per second. The District operates a sanitary sewage plant that performs primary, secondary and advanced treatment at a capacity 3.2 cubic feet per second. Sewer capacity appears to be adequate to accommodate growth. Snowmass-Wildcat Fire Protection District The Snowmass-Wildcat Fire Protection District was organized in 1971 as an all volunteer department. Since that time, population demands have increased the need for prompt reliable emergency services that has gradually transformed the Snowmass-Wildcat Fire Protection District into a professional agency with 16 full-time employees and 11 resident firefighter EMTs. The Snowmass-Wildcat Fire Protection District utilizes 9 fire suppression units and 3 "advanced life support" ambulances that serve the community's citizens, tourists and day skier population. The Snowmass-Wildcat Fire Protection District encompasses 21 square miles which includes the Town of Snowmass Village, Snowmass Creek drainage and Wildcat Ranch areas. Emergency services mutual aid is offered with cooperation by the Aspen, Basalt and Carbondale Fire Departments. Other Districts Snowmass Village is also a part of the Aspen Public School District RE-1, the Roaring Fork School District RE-1, the Aspen Valley Hospital District, the Colorado River Conservation District, and Colorado Mountain College. Telecommunication and Transmission Devices Snowmass Village embraces technology and should continue to in order to proceed as a world class resort. The Town should evaluate cell phone and other technology needs such as wifi within the community— especially the Town Core. As technology advances, there will be greater demand for locating new telecommunication reception devices. These devices must be carefully sited to mitigate visual impacts and impacts to environmentally sensitive areas. Little Red Schoolhouse. The Little Red Schoolhouse is one of the Town's few historic " structures. Built over a century ago, the schoolhouse is owned by the Town and leased to, a day care center for local residents. Projections for Roaring Fork Valley indicate a 30 to 80 percent growth in childcare demand over the next 20 years. With these projections, childcare capacity will be exceeded between 2007 and 2012. The Little Red Schoolhouse is at capacity with 10 children in early childhood facility and 22 children in preschool facility. Tree House Adventure Center. The Tree House Adventure Center, a new, state-of-the-art 25,000-square-foot kids ski facility is located in the Base Village. The Treehouse stands as the first of its kind in the snow sports industry, and will contain: family-friendly climbing gym, teen activities, kids' retail and a host of themed rooms for ages eight weeks and older. The Aspen School District does not currently have a school or other facilities in Snowmass Village. The current capacity of the district schools includes 25 students at the High School, 140 students in middle school, and 40 students in the elementary schools. The capacity limits are set by policy and not necessarily capacity of facilities or ability to expand. An additional Capacity of 300 Students could be gained by limiting downvalley enrollment, Snowmass Village Recreation Center & Gym The 9,000 square foot Snowmass Recreation Center was opened in 2007. State-of-the-art amenities include Matrix cardio equipment, a weight room, four outdoor pools with water features for kids and an adult hot tub. Town Hall Facilities A new Town Hall was opened to the public in 2008. The facility holds the majority of Town including Town Manager/Administration, Police, Finance, Building and Planning and Marketing, Special Events and Group Sales. The facility also houses the town council chambers and community meeting rooms. A branch of the Pitkin County Library has been opened in the facility. The Housing Office is located in Mountain View employee housing complex, Public Works has a facility on the just east of Town off of Owl Creek Road and the administrative offices of the Transportation Facilities are located in the Snowmass Mall. The Bus Barn and Shuttle Drivers' Lounge are condominiums in the Mall that are Town- owned. Snowmass Village Conference Center In 1984-85, the Town of Snowmass Village financed the construction of a conference center adjacent to the Snowmass Village Mall. The Town of Snowmass Village manages the 30,000 square foot conference center nut leases the space. The Conference Center hosts a wide variety of conferences and specializes in seminars for medical professionals. See Chapter 3 for more information). The Conference Center is viewed as an important facility to the community. There is some threat to the continuance of the facility as it is today. In addition, the need for more large meeting rooms and an expanded facility has been expressed. Snowmass Chapel& Community Center In 1987, the Snowmass Chapel and Community Center (SCCC) was constructed to provide counseling services and wedding, worship and memorial services to residents and guests. Protestant and non-denominational services are held throughout the year, with weekly Catholic mass in the winter months. The SCCC offers 20,000 square feet of chapel and community space. Synopsis of Public Input A sense of community is highly valued in Snowmass Village. Participants expressed a desire for liveliness and energy. Snowmass Village was envisioned as a place where residents, guests and employees could work, retreat and exist; a healthy place with diversity of age. Services, facilities, and amenities build the framework for a healthy, energetic community. Participants supported local-oriented services such as medical and dental offices and more gathering places where our residents can encounter the same people consistently and serendipitously. The expansion of cultural offerings was also strongly expressed. Vitality and age diversity can be created by meeting other goals of this plan. One prime method is allowing the workforce to live in the community. This brings a broader, younger group into the village to support retail and restaurants year-round. Below are community values and key issues conveyed during the public process for this update: Vitality: Lively place to live, work, retreat and exist, Promote health, In town /on site employee housing, Gathering places (errands, events, recreation) provided with development or by the Town, Create a "Snowmass fun" identity. Culture: Multi-purpose facility (for movies, concerts, conferences, theater, other cultural events), Increased cultural opportunities—music, arts, film, Increased and expanded educational opportunities, Establish Snowmass Village as the "Arts Education Center of the Valley." Age: More age diversity of full-time residents, 5 star nursing home, Age-targeted events, Work center, Telecommuting program /outreach to companies. Recreation, Amenities: Adequate facilities for aging community members, Greater diversity of recreation and sporting activities, Expanded athletic events, Necessary amenities for all ages to utilize, More than just `resort-based' facilities but also community-based facilities. Government: Political will/]eadership, Fair, balanced local government, Balance of resort and community. Cohesiveness: Small population, Safe, Social involvement/know neighbor, Family friendly, Community events. Snowmass Village Partnerships Aspen Skiing Company The obligations of the Aspen Skiing Company, and the Snowmass Land Company - the major property owner and developer in the Town - are contained in various land use approval ordinances and agreements. Under the land use approvals for Two Creeks and the Pines subdivisions, the Land Company is obligated to build specific trails and roads, to pay specified development mitigation fees, to mitigate wildlife impacts and to provide a specific numbers of affordable housing units within the Town. Under the land approval for the ski area expansion, the Aspen Skiing Company must pay mitigation fees to the Town to compensate for transportation and other impacts on the Town. Roaring Fork Transportation Authority The Town cooperates with the Roaring Fork Transportation Authority to provide transit services and is a member of the RFTA board. The Aspen Skiing Company contracts with RFTA to provide base-to-base skier transportation services. Second Homeowners Advisory Board Second Homeowners Advisory Board was created to communicate various Town projects and information to other second homeowners. Snowmass Village Resort Association Prior to the Town's incorporation, Snowmass Village Resort Association was the resort's first governing body. The SVRA provided basic services to the Mall area. They also managed the town's recreation assets as well as marketed the resort. When the Town incorporated, SVRA was relieved from services such as garbage collecting and snowplowing. More recently, the Town's Marketing / Special Events / Group Sales Department has taken over many of the resort marketing / public relations roles and the marketing and managing of the Snowmass Conference Center. Marketing and Lodge Taxes are the association's funding sources. Appendix—Chapter 5: Community Services, Facilities and Amenities Existing Conditions and Guiding Principles To respond to the public desires for a vital, social and healthy community, the Town should develop a detailed plan for amenities. To provide appropriate amenities the plan should identify and prioritize desired amenities such as an: Ice skating rink, Multi-purpose performing arts center, Sports playing fields , Additional trails, Playground for children (pirate ship, climbing wall), Zip lines, Indoor play area, Dog park, and Public spaces. To.be fiscally responsible for the provision of amenities, the plan should be referred to in the Town's Capital Improvement Plan and other budgeting programs and also reviewed during land use and development review for opportunities with new development. The community values athletics and sports. Two other inclusions in the plan are a strategy for the expansion of events and an approach to community health needs. A strategy for the expansion of events allows for an active and vital social environment for all age groups. The strategy should include public and private funding of events. Such activities or amenities could include: Ice sculptures, Environmental hikes, Sound and light shows, Sustainability education, Concerts, Mountain events, Competitions (bike race: I'Alp d'Huez), and A variety of restaurants and bars. An approach to address community health and medical needs of a full community demographic spectrum should list the essential services, i.e. pharmacy, medical, dental offices. After essential services are identified, Staff should ensure zoning allows the group services in one location (new Center, Offices at Snowmass). Existing Facilities Snowmass Water & Sanitation District The Snowmass Water and Sanitation District is a special district and was formed in June 1966. The District's 1966 Service Plan targeted a build-out population of 29,000 people. The district has acquired water rights to meet the average-year and dry-year estimated peak water demands for that population. This equates to a capacity of 6,200 Equivalent Residential Unit (EQR's). Currently, the facility is meeting 4,700 EQR's. The District has 5.2 mg(16 acre-feet) of water storage. For Snowmass Village, water is a limited resource and an element that should be watched while the community grows. It is identified as limiting factor for the Town's carrying capacity. There is some stress in winter when there's a larger local population and also in later summer when outdoor use increases. The issues for the District are raw water supply and storage capacity. Current storage capacity is 36% below the amount needed to serve demand anticipated for Base Village development. At the time of this report, the District was attempting to securing additional storage to accommodate existing and future growth at the Zeigler Reservoir. The water district has received preliminary approval to move forward to secure this water storage area. This additional storage site would allow additional flexibility for future development and expansion of existing uses including community amenities and employee housing. If the location is not approved, the Town will need to increase its efforts to work with the District to meet its needs. With this comes an opportunity for the Town and District to develop a common correlation between water use and land use so that water needs can be measured and tracked as future development occurs. The District's water treatment plant capacity and potable water storage were established by analyzing peak demand for water, fire flows and emergency storage during a major system failure. The water treatment plant can treat 4.7 million gallons per day (mgd) and has an ultimate design capacity of 5.1 mgd. At capacity, the District could treat a flow of 6.5 cubic feet per second. The District operates a sanitary sewage plant that performs primary, secondary and advanced treatment at a capacity 3.2 cubic feet per second. Sewer capacity appears to be adequate to accommodate growth. Snowmass-Wildcat Fire Protection District The Snowmass-Wildcat Fire Protection District was organized in 1971 as an all volunteer department. Since that time, population demands have increased the need for prompt reliable emergency services that has gradually transformed the Snowmass-Wildcat Fire Protection District into a professional agency with 16 full-time employees and 11 resident firefighter EMTs. The Snowmass-Wildcat Fire Protection District utilizes 9 fire suppression units and 3 "advanced life support" ambulances that serve the community's citizens, tourists and day skier population. The Snowmass-Wildcat Fire Protection District encompasses 21 square miles which includes the Town of Snowmass Village, a Snowmass Creek drainage and Wildcat Ranch areas. Emergency services mutual aid is offered with cooperation by the Aspen, Basalt and Carbondale Fire Departments. Other Districts Snowmass Village is also a part of the Aspen Public School District RE-1, the Roaring Fork School District RE-1, the Aspen Valley Hospital District, the Colorado River Conservation District, and Colorado Mountain College. Telecommunication and Transmission Devices Snowmass Village embraces technology and should continue to in order to proceed as a world class resort. The Town should evaluate cell phone and other technology needs such as wifi within the community—especially the Town Core. As technology advances, there will be greater demand for locating new telecommunication reception devices. These devices must be carefully sited to mitigate visual impacts and impacts to environmentally sensitive areas. Little Red Schoolhouse. The Little Red Schoolhouse is one of the Town's few historic structures. Built over a century ago, the schoolhouse is owned by the Town and leased to a day care center for local residents. Projections for Roaring Fork Valley indicate a 30 to 80 percent growth in childcare demand over the next 20 years. With these projections, childcare capacity will be exceeded between 2007 and 2012. The Little Red Schoolhouse is at capacity with 10 children in early childhood facility and 22 children in preschool facility. Tree House Adventure Center. The Tree House Adventure Center, a new, state-of-the-art 25,000-square-foot kids ski facility is located in the Base Village. The Treehouse stands as the first of its kind in the snow sports industry, and will contain: family-friendly climbing gym, teen activities, kids' retail and a host of themed rooms for ages eight weeks and older. The Aspen School District does not currently have a school or other facilities in Snowmass Village. The current capacity of the district schools includes 25 students at the High School, 140 students in middle school, and 40 students in the elementary schools. The capacity limits are set by policy and not necessarily capacity of facilities or ability to expand. An additional Capacity of 300 Students could be gained by limiting downvalley enrollment. Snowmass Village Recreation Center & Gym The 9,000 square foot Snowmass Recreation Center was opened in 2007. State-of-the-art amenities include Matrix cardio equipment, a weight room, four outdoor pools with water features for kids and an adult hot tub. Town Hall Facilities A new Town Hall was opened to the public in 2008. The facility holds the majority of Town including Town Manager/Administration, Police, Finance, Building and Planning and Marketing, Special Events and Group Sales. The facility also houses the town council chambers and community meeting rooms. A branch of the Pitkin County Library has been opened in the facility. The Housing Office is located in Mountain View employee housing complex, Public Works has a facility on the just east of Town off of Owl Creek Road and the administrative offices of the Transportation Facilities are located in the Snowmass Mall. The Bus Barn and Shuttle Drivers' Lounge are condominiums in the Mall that are Town- owned. Snowmass Village Conference Center In 1984-85, the Town of Snowmass Village financed the construction of a conference center adjacent to the Snowmass Village Mall. The Town of Snowmass Village manages the 30,000 square foot conference center nut leases the space. The Conference Center hosts a wide variety of conferences and specializes in seminars for medical professionals. See Chapter 3 for more information). The Conference Center is viewed as an important facility to the community. There is some threat to the continuance of the facility as it is today. In addition, the need for more large meeting rooms and an expanded facility has been expressed. Snowmass Chapel& Community Center In 1987, the Snowmass Chapel and Community Center (SCCC) was constructed to provide counseling services and wedding, worship and memorial services to residents and guests. Protestant and non-denominational services are held throughout the year, with weekly Catholic mass in the winter months. The SCCC offers 20,000 square feet of chapel and community.space. Synopsis of Public Input A sense of community is highly valued in Snowmass Village. Participants expressed a desire for liveliness and energy. Snowmass Village was envisioned as a place where residents, guests and employees could work, retreat and exist; a healthy place with diversity of age. Services, facilities, and amenities build the framework for a healthy, energetic community. Participants supported local-oriented services such as medical and dental offices and more gathering places where our residents can encounter the same people consistently and serendipitously. The expansion of cultural offerings was also strongly expressed. Vitality and age diversity can be created by meeting other goals of this plan. One prime method is allowing the workforce to live in the community. This brings a broader, younger group into the village to support retail and restaurants year-round. Below are community values and key issues conveyed during the public process for this update:. Vitality: Lively place to live, work, retreat and exist, Promote health, In town/on site employee housing, Gathering places (errands, events, recreation) provided with development or by the Town, Create a "Snowmass fun" identity. Culture: Multi-purpose facility (for movies, concerts, conferences, theater, other cultural events), Increased cultural opportunities—music, arts, film, Increased and expanded educational opportunities, Establish Snowmass Village as the "Arts Education Center of the Valley." Age: More age diversity of full-time residents, 5 star nursing home, Age-targeted events, Work center, Telecommuting program/outreach to companies. Recreation, Amenities: Adequate facilities for aging community members, Greater diversity of recreation and sporting activities, Expanded athletic events, Necessary amenities for all ages to utilize, More than just `resort-based' facilities but also community-based facilities. Government: Political will/leadership, Fair, balanced local government, Balance of resort and community. Cohesiveness: Small population, Safe, Social involvement/know neighbor, a Family friendly, a Community events. Snowmass Village Partnerships Aspen Skiing Company The obligations of the Aspen Skiing Company, and the Snowmass Land Company - the major property owner and developer in the Town - are contained in various land use approval ordinances and agreements. Under the land use approvals for Two Creeks and the Pines subdivisions, the Land Company is obligated to build specific trails and roads, to pay specified development mitigation fees, to mitigate wildlife impacts and to provide a specific numbers of affordable housing units within the Town. Under the land approval for the ski area expansion, the Aspen Skiing Company must pay mitigation fees to the Town to compensate for transportation and other impacts on the Town. Roaring Fork Transportation Authority The Tvwn cooperates with the Roaring Fork Transportation Authority to provide transit services and is a member of the RFTA board. The Aspen Skiing Company contracts with RFTA to provide base-to-base skier transportation services. Second Homeowners Advisory Board Second Homeowners Advisory Board was created to communicate various Town projects and information to other second homeowners. Snowmass Village Resort Association Prior to the Town's incorporation, Snowmass Village Resort Association was the resort's first governing body. The SVRA provided basic services to the Mall area. They also managed the town's recreation assets as well as marketed the resort. When the Town incorporated, SVRA was relieved from services such as garbage collecting and snowplowing. More recently, the Town's Marketing / Special Events / Group Sales Department has taken over many of the resort marketing / public relations roles and the marketing and managing of the Snowmass Conference Center. Marketing and Lodge Taxes are the association's funding sources. Appendix-Chapter 6, Environmental Resources Synopsis of Public Input Though the topic was not a prominent one during the public process for the 2008 update of this plan, a healthy natural environment continues to be highly valued by the community. Public input received on the topic of environmental resources addressed the following areas: Preservation of open space, Maintaining view corridors, Retaining the scenic beauty, Promoting respect of our mountain environment, and Protecting water quality, air quality and wildlife. Existing Environmental Conditions 1. Elevation Elevation affects vegetation, temperature, precipitation, oxygen and air pollution. The Town boundary encompasses a topographic span reaching from the lower end of Wildcat Ranch, at approximately 7,300 feet, up to 12,600 feet at the summit of the Snowmass Ski Area. Brush Creek Road, at its intersection with State Highway 82, is at an elevation of 7,500 feet. Elevation rises steadily as Brush Creek Road approaches and enters the Town limits at 7,900 feet. A majority of the Town's residential neighborhoods, as well as its commercial core lie between 7,800 and 9,100 feet. 2. Slope Slope steepness is one determinant of the development suitability of land. Consideration should be given to physical hazards, the potential for successful revegetation, and the difficulty in repairing soil disturbances. Steep slopes are vulnerable to erosion and soil slippage. The Snowmass Village Municipal Code prohibits construction on natural slopes greater than 30%, unless approved by a supermajority vote of the Town Council, and subject to specific findings, exceptions and/or circumstantial criteria. Approximately 7700 acres, or 44%, of town land has a slope of 30% or greater. Mapping of slope is broken into five categories: 0%— 3%, 3% - 8%, 8%-15%, 15% - 30%, and 30% or greater and can be found at the end of this chapter. 3. Aspect Slope aspect is how a site is oriented to the sun, which influences soil and air moisture and temperature. The majority of Snowmass Village has a cooler slope aspect, a situation which is typical of ski areas. Slopes south of Brush Creek Road and much of Wildcat Ranch have a northern aspect with denser vegetation, longer snowpack, moist soils and increased wildfire hazards. Slopes north of Brush Creek Road have a primarily southern aspect with few trees, drier conditions and higher erosion potential. 4. Geology/Soils[0 Most of Snowmass Village's soils have high shrink-swell potential, low strength and slow permeability. A large portion of the surface geology is Mancos shale, which can present challenges to development. On specific sites, soil type should be analyzed for engineering qualities and limitations for construction, ability to support plant growth, stability on slopes, erosion potential and drainage characteristics. 5. Vegetation Snowmass Village's diverse physical conditions create a complex distribution of plant communities. Vegetation distribution is influenced by elevation, solar exposure, slope aspect, soil characteristics, geology, moisture, and wind. Due to their respective aspects, north-facing slopes have abundant streams and lush meadows while south-facing slopes are semi-arid. Changes in the landscape's plant species are most evidently tied to changes in elevation and according to slope aspect. Major plant communities appear as irregular bands, often with very narrow transition bands between them. The succession of plants, beginning with lichens and mosses in dry areas and water plants in the streams and ponds, has climaxed in the four major "Vegetation Life Zones" within Snowmass Village. Foothill Zone. The Foothill Zone extends from the edge of the Roaring Fork Valley to the Rodeo parking lot and the Snowmass Club golf course. This is primarily a shrub zone, with few trees except in riparian areas and in deep ravines with northern exposure. Sagebrush dominates but coexists with aspen trees, foxtail barley, slender wheatgrass, yarrow and vetch. Montane Zone. This zone covers most of the former ranch land that is now golf course and residential development. Mountain meadow and grassland communities are numerous in this zone. Douglas Fir is prevalent and turf-forming grasses such as red-top, timothy and native bluegrass cover moist meadows and 1 Geology and soils information was obtained from the United States Geological Survey (USGS) and the Soil Survey of the Aspen-Gypsum Area. the wetter and cooler areas. Along water courses, distinct riparian forest and shrub communities occur which include: narrow leaf cottonwoods, mountain alder, river birches, Colorado blue spruce, aspen trees and several species of willow. Subalpine Zone. This region begins at 8,000 feet on north-facing slopes and is covered by dense forests of Engelmann Spruce and Subalpine Fir, with equally dense intrusions of aspen groves or an occasional lodge pole pine stand. In the winter, these dense forests protect snowfall from melting so snow often remains on the ground until early July. Moisture-loving plants such as Fairy Slippers, Woodnymphs, and Dotted Saxifrage thrive in this woodland. Alpine Zone or Tundra. Above timberline is the alpine zone. Like the Arctic Tundra, it is a treeless region of grassland and rock fields. Snow melts sooner in this zone than the Subalpine Zone due to the lack of trees to shade the ground and the fact that winds keep the snow layer thin. A short growing season exists but allows for alpine flowers. In 2005, the Town of Snowmass Village adopted the Pitkin County weed control program that attempts to strategically remove noxious weeds from Pitkin County. The program includes a plan and community outreach objectives to address noxious weeds from spreading in Snowmass Village. 6. Hydrology Brush Creek is Snowmass Village's main watercourse and flows through Town from the Divide into the Roaring Fork River. Brush Creek's two major tributaries, the West and East Forks, flow from the Snowmass Ski Area along Fanny Hill in the west and below the Two Creeks lift in the east. Brush Creek Road parallels the creek. Historically, the creek and the road have vied for territory. As a result, the creek has suffered in the areas of bank erosion and degradation of stream biology. Cumulative impacts resulting from a variety of development practices have impaired the stream channel's ability to function naturally. The degradation of Brush Creek not only affects Snowmass Village but also impacts the downstream water quality of the Roaring Fork River. The Town has identified stream sections of Brush Creek that are candidates for restoration. Since the early 1990's, four reaches of Brush Creek (Woodbridge, May Fly, Snowmass Chapel and Base Village) have been restored. The majority of the projects were financed by the Town with the exception of the Base Village reach which was restored as a condition of development approval. There is an existing town fund for stream restoration but no regular budget line. There are no standard design specifications for restoration because each reach has different fluvial characteristics requiring a design specific to the reach. The Roaring Fork Conservancy, a non-profit watershed conservation organization, monitors the health of regional water ways. The Conservancy placed Brush Creek on its impacted list in its 2006 Water Quality Report due to consistently high pH and phosphorous levels and continued development along the drainage way. A targeted study was initiated in 2006 to set baseline conditions for the creek, determine the levels and duration of pollutants, and to determine appropriate management of open space parcels with regard to the riparian habitat. Most parameters in the study reflected normal and relatively healthy conditions though continued concern of high pH levels and impacts due to development continue. The Conservancy plans to continue monitoring of the Creek in the future. Future recommendations may include the need for a minimum in-stream flow to be established to ensure continued health. Water quantity is also important to measure. In recent years, heavy snow pack has eased the drought in the region and will likely begin refilling depleted reservoirs in the Colorado River Basin. However, severe or extreme drought conditions still exist and climate change or continued years with low precipitation removes the amount of water available to us and left in stream. 7. Snowmass Water and Sanitation District The Snowmass Water and Sanitation District is a special district created under the provisions of the Special District Act, 32-1-101 C.R.S. The District was formed in 1966 to provide potable water and sanitary sewer service for the Snowmass Village area. The District operation consists of water and sewersystems. i. Water System. The water system consists of a raw water intake system, a Water Treatment Plant to treat raw water and make it potable, a system of pressure zones, water tanks and water pipelines to deliver potable water to its customers. The Water Treatment Plant has a treatment capacity of 5.1 million gallons per day of potable water. The Water Treatment Plant utilizes mechanical filtration and ultra violet treatment to process raw water and produce potable water. Raw water is diverted from one of the three District sources of supply, Brush Creek, East Snowmass Creek and Snowmass Creek, or from storage at the Ziegler Reservoir and conveyed by pipeline to the Water Treatment Plant. Potable water storage tanks totaling in aggregate of approximately 6.2 million gallons are located in various District pressure zones to allow the District to manage water distribution during peak demand periods or during exigent circumstances. ii. Waste Water System. The waste water system consists of collection sewer mains and lift stations and a Waste Water Treatment Plant. The Waste Water Treatment Plant has a treatment capacity of 3.2 million gallons per day of influent. The Waste Water Treatment Plant is a mirror image 1.6 million gallon bifurcated system allowing the District to utilize the minimum capacity for its primary and tertiary treatment. After completion of the treatment process, treated effluent is discharged into Brush Creek. Sludge waste from the treatment operations is taken to the Pitkin County landfill to aid in the composting project or to the District's sludge disposal site in Woody Creek. The District recently conducted a review of its water rights inventory and its ability to serve future development and service requirements generally in the Snowmass Village area. As discussed more fully in Chapter 6, the District currently is serving a demand of approximately 4900 equivalent residential units (EQR). On the basis of the planning the District determined that a reasonable estimate of its ability to reliably serve potable water is 6200 EQR. The District determined that treatment capacity of the Waste Water Treatment Plant is adequate and can treat the anticipated associated influent from 6200 EQR potable water usage. The District is pursuing upgrades and capital replacement to its system and is replacing older water and sewer pipelines with pipelines made of modern materials. The District anticipates that it will require approximately$4,000,000.00 per year to conduct the upgrade and capital replacement program. The District is also seeking approval to expand Ziegler Reservoir to a total storage capacity of 225 acre feet with an estimated project budget of$10,000,000.00." 8. Wildlife Comprehensive Plan wildlife maps show the habitat of elk, mule deer, raptors, big horn sheep and ptarmigan. These mapped species were selected from a broad range of mammals and birds because they have a high level of public interest or are an indicator species,2 for the Burnt Mountain region. While the black bear attracts a high level of public interest, it was not mapped because its range covers the entire Town. The wildlife maps were created using the Colorado Division of Wildlife CDOW) data. The United States Forest Service (USFS) has compiled a list of Management Indicator Species (MIS) for the Burnt Mountain area. These species are also of high public interest or are indicator species. Additionally, the White River National Forest has also drafted a list of sensitive species that are likely to occur in forested and non- forested communities in the area. The CDOW and USFS species lists should be kept on file in the Planning Department and reviewed when making planning decisions to ensure that impacts to indicator species or local sensitive species are identified. Development can then incorporate appropriate mitigation and ecologically sound design that protects the wildlife in Snowmass Village. a.Environmentally Sensitive Wildlife Areas Elk Habitat Areas. Regulations to protect certain elk habitats are included in the Town Municipal Code. Town policy prohibits development in the elk calving, severe winter range and migration corridors mapped by the CDOW, unless certain conditions are met. The elk that use habitats in or adjacent to Snowmass Village are part of the Maroon Bells-Snowmass Wilderness (MB-SW) elk .herd. This herd has 2 Indicator Species are species whose habitat also meets the needs of an array of other species. approximately 350 elk. The MB-SW elk herd combines with other herds in the winter, forming a group of about 700 elk that use the surrounding winter range. The 1994 Snowmass Ski Area Final Environmental Impact Statement (FEIS) indicates that half of the elk habitat has been rendered unsuitable due to nearby development on both private and national forest land. Since 1966, calving habitat has been reduced by 54% and the migration corridor for the MB-SW herd has been reduced by 90%. Because of habitat loss, protecting the remaining habitat should be a high priority if the herd is to remain viable. Elk Habitats vital for protection include: i. Calving Habitat. The aspen groves in the Owl Creek drainage east of Burnt Mountain. This includes areas such as Kelley Park, Mandalay Ranch and the USFS area prescribed as the future "413" in the White River National Forest Plan. ii. Migration Corridors. The route between summer and winter range, including the three crossings on Brush Creek Road near the Droste and Seven Star properties and the crossings along Owl Creek Road. iii. Winter Range. Overall winter range extends north of Owl Creek Road, west of Highway 82, east of Wildcat Reservoir and Snowmass Creek Road, and south of Snowmass. During winters with deep snows, winter range availability is the most crucial factor in the survival of the herd. Severe winter range habitat in the Snowmass Village area is located on the south or west facing oakbrush or sage-covered hills of the Seven Star, Droste and Wildcat Ranch properties. b. Areas of Ecological Significance. In addition to the elk habitat areas, there are three areas of ecological significance with elements that can support wildlife on a continuous basis and have a high biodiversity value: i. Upper Eastern Section of the Snowmass Ski Area near Elk Camp. ii. Sam's Knob west to East Snowmass Creek and to the top of the Big Bum. These areas contain mixed conifer-aspen habitat which are used throughout the year by deer, elk, bighorn sheep, neotropical birds, raptors, carnivores, small and medium-sized herbivores and ptarmigan. Land use decisions concerning the portions of the Snowmass Ski Area located within the Town's boundaries should insure preservation of the richness of this wildlife mix. iii. Habitat between Spring Creek and Owl Creek. This is a core area of species diversity due to the type of vegetation, abundant water and remoteness. It is of particular importance to elk and deer in the spring for calving/fawning and nursing. c. Dedicated Open Space and Other Areas of Wildlife Importance The Town owns the first two of the three open space parcels listed below, which have high value for wildlife. Any development of public facilities and/or recreational uses should promote wildlife stewardship on these parcels. These areas include: i. Open Space above Horse Ranch Subdivision - These 650 acres of open space has high value for wintering deer and elk. It is closed to all activity from September 15 —June 20th. ii. East Highline (Hidden Valley) - This 200 acre parcel was deeded to the Town from the Snowmass Land Company for wildlife habitat preservation. It is located in the draw near the Town cemetery and was intended for elk spring fall migration and winter range. iii. Horse pastures between Brush Creek Road and Horse Ranch Drive - This area is an important deer and elk travel corridor between the dedicated open space parcels. Preserving this area also ensures an undeveloped link for big game moving between winter and summer ranges. d. Current Wildlife Management and Mitigation Plans The Town currently has a number of plans and documents to guide the management of wildlife, including: Creenway Master Plan, (2000). Two Creeks and the Pines Wildlife Enhancement and Management Plan 1994). Snowmass Ski Area Wildlife Enhancement and Management Plan (1994). Snowmass Ski Area 1994 FEIS Mitigation and Monitoring Plan. Snowmass Wildlife Committee Report (1991). Pitkin County Wildlife Taskforce and Report (1989). These reports should be updated as necessary, formally adopted, and referred to during development review. 9. Open Space The community views open space as an important resource, and recognizes that it provides several benefits. Preserving open space allows for protection of sensitive habitat, creates open areas in the built landscape, and promotes a rural character. Open space also provides a mental and spiritual benefit. The Town has an open space program and owns several parcels that are restricted to use as public open space. To better manage this resource, the community needs to understand why the land is to be kept open and what the best use is for the properties. We can start by inventorying our properties to identify the legal parameters that are keeping the areas open (i.e. deed restriction, public ownership, development requirement). Knowing the ownership and potential for our open spaces will let us know where future acquisitions should occur as opportunities arise, or needs are identified. Effort should be given to analyze management techniques and methods of acquisition. 10. Environmental Sensitivity Environmental Sensitivity Map. The Environmental Sensitivity Map indicates all land that is markedly sensitive to environmental impacts from development. The Environmental Sensitivity Map indicates natural thresholds for the carrying capacity of the Town. The highest values have been placed on the protection of wildlife, stream corridors, steep slopes, open space and scenic views. Sensitivity is determined by the resource's historical ability to recover from development impacts and remain sustainable. Some environmental resources do not change significantly over time, while other resources are dynamic and may need periodic impact assessment, evaluation and monitoring. These areas have physical and ecological features whose preservation is essential to the Town's ability to maintain a high quality environment. The map covers the entire Town limits as well as the designated Influence Areas. Physically sensitive features include: 1. Slopes in excess of 30%. These steep slopes are often highly visible and development of them could have a major visual, safety and financial impact. 2. Brush Creek. Brush Creek is important both for its scenic value and for its ecological value as a wildlife, wetlands and riparian area. 3. Critical Wildlife Habitat. Critical habitat areas for indicator species can be both ecologically and visually sensitive areas. The Environmental Sensitivity Map designates sensitive areas for preservation, conservation, open space, or low-density residential. All proposed development and redevelopment will be evaluated against this map. Proposed development which appears to penetrate any part of designated sensitive lands will require a site-specific review prior to approval, regardless of the location. Appendix - Chapter 7, Built Environment Introduction to the Planning Area The Regional Context The Town of Snowmass Village lies within Pitkin County, Colorado approximately 200 miles west of Denver. It is accessed via State Highway 82, which runs south from Glenwood Springs, through the Roaring Fork Valley, intersecting with the primary entry to Town, Brush Creek Road. When entering Snowmass Village through either the rural Lower Brush Creek or Owl Creek Valleys, one is greeted by a panoramic view of the valley, Mount Daly, Burnt Mountain and Baldy Mountain. The Town of Snowmass Village, Pitkin County, and the White River National Forest own over 49 percent of the public land in the Town's influence area. The Planning Area Per Colorado State Statutes, the completion of a Comprehensive Plan is the Planning Commission's primary responsibility. Knowing that municipalities grow and the actions of adjacent governments may impact the operations of another government, Colorado law (CRS 31- 12-105) enables municipalities to plan for expansion in the 3-mile area surrounding the city limits. The planning area for the Comprehensive Plan contains several political and topographic boundaries and encompasses approximately 23,000 acres. It is divided into four primary areas. These areas include: 1. The current Town boundaries 1. The Lower Brush Creek Valley Influence Area 2. The Owl Creek Valley Influence Area 3. The Divide Influence Area Within the Town planning area there are seven special study Comprehensively Planned Areas or CPAs: 1. Faraway Ranch South CPA 2. Faraway Ranch North CPA 3. Faraway Ranch North CPA (including the Snowmass Center) 4. West Village-Mixed Use CPA 5. Base Village 6. Rodeo Grounds/Entryway 7. Multi-family Residential CPA The History of the Planning and Development of Snowmass Village A. Historical Perspective The Town of Snowmass Village's current planning policies and regulations were formed in the 1980's and have continued to evolve over the last two decades. Since 1955, Snowmass Village's zoning build-out has ranged from 4,350 to 20,000 dwelling units as planning policies evolved. The build-out varies from 8,145 units in Janss Plan (1964) and then reduced to the number used for current Multi-family and Single-family build-out including Base Village. Homesteads By 1890, ranchers and homesteaders had settled the land that is now Snowmass Village but it was mainly Aspen's ski resort success in the 1940's and 1950's that led people beyond the boundaries of Aspen and to the ranch lands of the Brush Creek Valley. In 1955, Pitkin County began planning for the Brush Creek Valley area and zoned the Snowmass Village area agriculture, forestry and residential and established a minimum lot size of two acres. Snowmass-at-Aspen In 1958, the Hoaglund Ranch was purchased by the Janss Colorado Corporation. Janss continued to make land purchases and prepared a development plan for the area in 1964. The natural assets of"Snowmass-at-Aspen" would be developed into a profitable year-round resort, linked to the Aspen areas lodging and amenities but including its own unique ski-in/ski-out residential opportunity. The Janss Plan integrated 8,145 dwelling units into several small, alpine pedestrian villages on the slopes of Burnt and Baldy Mountains. Building materials would come from the natural wood and stone available in the immediate area. Internal circulation would rely on pedestrian trails and an effective, accessible transit system. Less intensive residential use and recreational open space separated the planned villages. The Aspen Skiing Company would construct and operate the ski trails and lifts. The Janss Corporation would develop the residential, commercial and other recreational facilities.. The formation of the Snowmass-at-Aspen ski area attracted growth and investors to the area. The first lifts began operating up Fanny Hill and Sam's Knob on December 16, 1967. The Aspen Area General Plan, prepared and adopted by the Pitkin County Commissioners in 1966, included many of the same concepts in the Janss Plan. Snowmass-at-Aspen and Aspen were identified as areas for intense residential density preserving other areas for agriculture and other rural uses. County Influence: the Snowmass General Submission of 1976 As Snowmass Village evolved, Pitkin County became concerned about the consequences of existing development proposals and zoning on the future density of the area. The Pitkin County Commissioners favored a less intense buildout, preserving open space and buffers around population centers. The Snowmass Corporation, now the major landholder, favored higher density pockets throughout the area. The Pitkin County Planning and Zoning Commission advised the Snowmass Corporation to consider the Janss Plan concept of clustering development in West Village, East Village and Sinclair Mesa/Meadow Ranch areas. West and East Village would be oriented toward visitors and Sinclair/Meadow Ranch toward permanent residents. The Snowmass General Submission of 1976 was then produced. The Town of Snowmass Village (TOSV) In 1977, Snowmass-at-Aspen officially incorporated as a Home Rule Town under Colorado law and became the Town of Snowmass Village. A citizen committee including representatives of the Aspen Skiing Company, the Snowmass Corporation, the Benedict Land and Cattle Company and the new Snowmass Village Planning and Zoning Commission prepared the Town of Snowmass Village Master Plan, which was adopted in 1980. The plan was a policy framework guiding growth to make a "harmonious, well integrated, environmentally sound and fiscally- balanced development" and envisioning Snowmass Village as both a world-class ski resort and a vibrant year-round community. The Master Plan addressed land use, transportation, employee housing and community facilities and adopted the same densities designated in the Snowmass Corporation's General Development Plan. West and East Villages remained as primary Town activity areas with 2,700 new residential units and commercial development. Those parcels not selected for development would be dedicated to the Town for open space or conservation. B. TOSV Comprehensive Plan Updates 1983 The Town's Master Plan was revised in 1983 and emphasized the development process, rather than a pre-determined Master Plan, to define the future of the Town. 1987 In 1987, a new land use plan was adopted. This plan included a very specific list of uses and re- established underlying zoning regulations. A maximum number of units were allocated to specific parcels that had no prior development approvals. A maximum number of dwelling units were set and certain amounts of commercial development were allocated to specific locations. Forty acres were designated for public purposes and new policies were adopted to improve the Town's ability to regulate development. The guidelines remain the basis by which development is evaluated today. 1998 In the 1998 update of the Town of Snowmass Village Comprehensive Plan, the number of dwelling units envisioned for the area continued to be the established 2,700 slated in 1980. Major focus areas of this plan were transportation and developing a consensus on the vision for the community. The community involvement in the preparation of the 1998 was impressive thus community ownership of the document was achievable. 2008 The latest revision to this plan is the 2008 Town of Snowmass Village Comprehensive Plan. A combination of events including a decreased desire to travel and downswings in the economy as a result of 9/11, early in the decade led to development approvals for Base Village that some considered contrary to the Comprehensive Plan vision. In 2004 the community, through a referendum, upheld the approval of a Planned Unit Development for Base Village. Ordinance No.'s 21 and 23, Series of 2004, adopted on October 20, 2004, approved the Base Village and Fanny Hill Cabins PUD's involving 620 condominium units. Upon full buildout (expected in 2011), the approved Base Village will become the core destination: a tourist-oriented mixed-use village node in the heart of Snowmass. Full buildout of the project is scheduled to include, over the course of five phases: 68,000 square feet of retail and restaurants including 5 restaurants specific tenant and floor space A 26,000 square feet child care facility A conference center Various public amenities 620 luxury units including a 236-unit condominium hotel Because the 1998 Plan was 10 years old and there was some question on what the vision of Snowmass Village ought to be, an update to the Comprehensive Plan was commissioned. Large segments of the community still supported the vision, goals and policies of the 1998 Plan and community ownership of the document still existed, the update was to be a targeted effort. The intention of the 2008 targeted update was to: Refine and provide definition to the Town's vision, Determine the Town's carrying capacity, Complete the West Village and transit plaza plan as part of a comp plan update, Provide clear guidelines for new development, and Provide an engaging and focused community process. Other Community Plans Many other plans have contributed significantly to the development patterns established during the past couple decades. Community Planning Process - In 1989, community members met in small committees to discuss transportation, employee housing, land use, open space and the environment. The Town has implemented most of the recommendations. A Road, A Creek, and A Community in Maturation" (the BTA Plan) developed in 1993 articulated "three basic and underlying values: stewardship of the environment, public support for a resort and hospitality-based economy, and a public expression of their pioneering spirit." Recommendations for Parking, Transit and Traffic in Snowmass Village, Colorado: Final Report Prepared by the Transportation Committee" This planning effort laid the foundation for the 1993 Transportation Plan. A coordinated transportation and parking plan for the entire Town including regional connections was recommended. The Transportation Committee analyzed parking and traffic conditions, and current and proposed Town buildout scenarios. The significant finding was that if skiers continued to drive in their private vehicles to the slopes, traffic and congestion would ultimately jeopardize the quality of life in Snowmass Village. This plan was the first to acknowledge community preference for rural character roads and recommended improved turning movements as opposed to road widening. Snowmass Village Community Partners Planning Process - Private and public sector members developed a Comprehensive Community Plan addressing a physical improvement plan, a review of the Town's economy and government, and a financial analysis of future funding options. Community Design Concept Plan - The Snowmass Village Community Partners Plan formed the "Community Design Committee" to evaluate input from citizens and from a variety of sources, to develop a "vision" for the future. The committee developed a very detailed recommendation for design and improvements throughout the community. Mall Transit & Parking Plaza— In 1998, the Mall was the hub of the tourist commercial in Town and provided a gateway to the ski lifts. The Mall Transit & Parking Plaza was a design plan that envisioned a smooth transit system that focused on pedestrian activities, ensured adequate parking and incorporated alternative forms of transit such as people movers and the more traditional bus system. Brush Creek Corridor Transportation Study — The Town initiated this study in 2000 in order to better understand the interface between transit service to Snowmass Village and a regional transportation plan conducted in the Roaring Fork Valley which located a mass transit station at the intersection of Brush Creek Road and Highway 82. The carrying capacity of the road was evaluated and alternative transit option analyzed. Snowmass Strategic Plan— This plan was developed in 2008 by the Marketing, Special Events & Group Sales Board with the assistance of a consultant team. It provides extensive data analysis and recommends a number of broad strategies and policy directions for the mountain resort within Snowmass Village. Key elements of this plan have been incorporated into the 2008 Comprehensive Plan update. Sustainable Market and Retail Study — A market analysis was competed in conjunction with both the 2008 Strategic Plan and the 2008 Comprehensive Plan update. Accomplishments and Challenges Since the 1998 Comprehensive Plan, the Town of Snowmass Village has made much progress and enacted several of that Plan's recommendations including: The development of a Recreation Center and Town Hall facility Increased transit opportunities Expanded events and activities, especially in the summer months Restoration of several reaches of Brush Creek At the same time, Snowmass Village continues to face a number of challenges: 1.) Snowmass Village is approaching buildout; there are few areas left to develop: A major expansion is underway at the Base Village. It promises to significantly increase the commercial and residential offerings of Snowmass Village. And yet, not being completed, the full impact of the development has not been experienced. A number of the observations and conclusions of the Comprehensive Plan are based on projected impacts of this project. Snowmass Mountain is managed by the Aspen Skiing Company. The mountain continues to provide the majority of Aspen Ski Company's intermediate skiing terrain. The mountain is authorized to accommodate over a million visitors per year. However, many of the Snowmass skiers do not patronize local businesses as they pass through the Village to return to Aspen or other destinations. The resulting potential sales capture is relatively low. Snowmass Village is relatively remote compared to many other Colorado mountain resorts, especially during the winter months due to the associated weather. Most visitors come via air—through the airports at Aspen or Eagle, or through DIA in Denver (a 3 %z hour drive). This makes the resort vulnerable to disruptions in air service and increased air fare. Down valley communities provide housing for our workers, goods, services and even clients to the businesses in the Village. On the other hand, they also provide employment opportunities that compete with Snowmass Village businesses. This is compounded by growth in the energy industry in nearby counties. The cost, and lack, of affordable work force housing in Snowmass makes it increasing difficult for local businesses to compete for workers—at all income ranges. Other competing resorts continue to upgrade and expand their offerings. On one hand this may be perceived to put the older establishments such as the West Village at a disadvantage. On the other hand, it is very possible that there is still a market within the skiing public for the lower scale, laid back development that the West Village still offers. The community continues to deal with the need to balance the aspects of resort and community, transportation and housing, and creating a `sense of place.' The strengthening and completion of a vital and vibrant Town Core is still an issue for the community. 2.) The Snowmass Village Comprehensive Plan is intended to guide us in addressing these issues as we plan and develop our community for the future. The objectives of the 2008 Comprehensive Plan Update include the need to: Acknowledge the changing economic and social conditions within the valley, Integrate community expectations regarding government's role in land use and transportation issues, Mitigate the impacts of expanded commercial areas on our existing retailers, For the remaining areas subject to development, find an appropriate balance between the impact of growth and quality of life and community character; protect the integrity and character of the community while accommodating some level of growth, Establish land use guidelines to address the remaining undeveloped areas of Snowmass Village and define the community's expectations for development and redevelopment of the Town, Retain a cohesive Town Core with a `sense of place' in Snowmass Village with seamless connections between commercial nodes, Identify community thresholds, and expectations, for new development and redevelopment, Maintain acceptable levels of service on our main roads and the intersections, Determine the appropriate relationship of the Mall and Base Village transit centers, Understand the impacts of and mitigate the loss of quality short-term rental units in the Village, and Address employee issues, including the provision of affordable housing alternatives, which meet the needs, and preferences of the community. Synopsis of Public Input The subject of the built environment was one of the most emphasized topics during the Plan update. The community expressed various views on how much growth is acceptable in the community and how much is too much. Some participants were amenable to some levels of growth ranging from developments much more massive than seen today to 10% of what is seen today; others were against any additional development. There was some level of comfort in maintaining the existing build-out guidelines in the 1998 Comprehensive Plan as an indicator of what should be `just enough'. The unknown impact of the completed Base Village was a major concern. Although the impacts of Base Village were reviewed during the public hearing process for the development review, many community members felt that an acceptable level of future development could not be established until the impacts of the completed Base Village could be assessed. General comments on the built environment, by topic, include: Bulk and mass Slightly larger(10%) than now-Use existing build-out chart, Compactness of town (limit sprawl, footprint), Scenery not obstructed by big buildings, Public gathering areas with sun, Interconnected resort commercial nodes and community commercial node— pedestrian and multi-modal, Irregular heights and facades, Character(small, urban, narrow meandering street) Village "feel', Aesthetic and functional mountain architecture, Quiet in residential areas, vibrancy in the core areas, Preserve neighborhoods, Sense of arrival at the entrance of Town (rodeo/parking/recrcation/transportation) and at each resort commercial node (Base Village and existing mall), Sustainability: Become a leader in sustainability, Green, sustainability, self sufficiency, energy& environment, Off the electric grid, Operations Separate pedestrian and delivery services, and Reduce bus—pedestrian conflicts. Background 1.Existing Land Use: The Planning Area includes approximately 23,000 acres, including 16,000 acres within current Town boundaries and the remainder within the three-mile boundary that are under Pitkin County jurisdiction, but over which the Town of Snowmass Village may exert an influence. 2. Existing Zoning Snowmass Village never applied traditional (Euclidean) zoning to the Town Core. General land use concepts were dictated by the initial development plan. The Town has, instead, placed broader, more general land use categories on the land and allowed the development review process as a Planned Unit Development to determine the specific land use classification and density. Four Pitkin County zone districts are applied within the Influence Areas. 3.Existing Ownership The Town, Pitkin County and the White River National Forest own and manage most of the public land within Snowmass Village and its influence areas. Approximately 6,660 acres of the National Forest account for nearly 40% of the land within the Town. Land Use Categories ' Land Use classifications differ from Zoning Classifications in several aspects: Land Use(Comprehensive Plan) Zoning (Zoning ma Does not convey vested rights Conveys vested rights 1 Does not necessarily apply to a Usually applies to a whole whole property (e.g. may indicated property different uses due to topography, flood plains, etc. More than one Zone may be Generally, only a single zone is consistent with the Land Use applied to a property. designation (e.g. the density range could be met by two or three residential zones.) A broad range of balanced land uses can provide community and resort opportunities that honor the community's vision, goals and principles. Land Use Classifications from the previous Comprehensive Plan are continued. They include: Estate Residential. Very low-density residential development. Estate Residential lots are 100 or more acres per dwelling unit or an average of 100 or more acres per lot within a development. Estate residential development should be restricted to relatively small development envelopes in order to preserve large tracts of open space and sensitive lands. Single-Family Residential: Single dwelling units (one per building) used exclusively by one family and their guests. The single-family residential classification ranges from low density 10-99 acres/lot) to high density(less than 1 acre/lot). Single-family homes can range in size from 1,500 to 8,500 square feet and include free-market and price-restricted homes. Multi-Family Residential: Multi-family buildings contain two or more dwelling units and may share vertical and/or horizontal party walls. Each dwelling unit is designed for and used exclusively by one family and their guests. The multi-family housing classification includes both free-market and price-restricted duplexes, townhouses, apartments and condominium dwelling units. Fractional ownership units are included in the multi-family residential category; however, hotels or lodges are not included. Multi-family ranges from low density— less than ten units per acre, to high density — 50 plus units per acre. Multi-family residential can accommodate long and short-term visitors, and part and full-time residents. Lodge/Hotel. A building or a portion of a building containing rooms, areas or separate spaces intended for temporary occupancy by guests typically by the day or week. Each lodge or hotel unit must contain sanitation facilities but no kitchen. Lock-off rooms, which contain sanitation facilities but no kitchen, are included as hotel rooms in this classification. Services, 1 Right to develop in compliance with all conditions specified in the Zone designated for a given property. The Planned Development zone allows some flexibility, but also requires legislative approval. which are accessory to lodging or tourist uses are allowed. Lodges may provide employee units on premises. Mixed-Use: A mix of residential, retail, restaurant, office, public, cultural and recreational uses serving residents and visitors. Live/ work units are appropriate in this land use district. A diverse mix of uses is recommended in this area and is intended to create vibrancy and vitality. Commercial: Commercial uses oriented to both community residents and visitors. This classification includes retail and restaurant uses. Office: Office uses oriented to serve the resort and the community. This use is intended to house necessary services and administrative uses as well as to encourage the location of small businesses which will create jobs for local residents. Public: Public, private non-profit, communication and technology uses: as an example, the Snowmass Chapel and Community Center, the Snowmass-Wildcat Firehouse, Snowmass Water and Sanitation District facilities, Anderson Ranch Arts Center and some Municipal facilities. Open Space/Conservation: Includes both public and private lands held for passive recreation, conservation and preservation purposes. Recreation: Public and private lands used for active and high-use recreation. Examples include Town owned parks, the Snowmass Ski Area and the golf course. Recreational support structures are allowed in this classification. Future land usage within the planning area is summarized in the tables below: Table 7.5 Snowmass Village Future Land Use S'NOO MASS ILLAG' Land Use Cylassi fication Number of Acres %of Total Acres Estate Residential 6,278.4 37.1% Single Family Residential 932.5 5.5% Multi-Family Residential 225.4 13% Lodging 4.9 0.0% Mixed Use 91.4 0.5% Commercial 5.7 0.0% Public 161.1 1.0% Open Space/Conservation 1,691.8 10.0% Recreation 7,369.4 43.5% Other* 161.3 1.0% SNOWMASS VILLAGE Land Use Classification Number of Acres % of Total Acres TOTAL 16,921.9 100.0% Source: Snowmass Killage Planning Department Table 7.6 Influence Area, Future Land Use LOWER BRUSH CREEK VALLEY Land Use Classification Number of Acres of Total Acres Estate Residential 599.6 28.7% Single Family Residential 945.6 45.2% Multi-Family Residential 0 0% Lodging 0 0% Mixed Use 0 0% Commercial 0 0% Public 0 0% Open Space/Conservation 491.3 23.5% Recreation 0 0% Other* 53.6 2.6% TOTAL 2,090.1 100.0% OWL CREEK VALLEY Land Use Classification Number of Acres of Total Acres Estate Residential 230.9 5.5% Single Family Residential 2,229.1 56.4% Multi-Family Residential 0 0% Lodging 0 0% Mixed Use 0 0% Commercial 0 0% Public 0 0% Open Space/ Conservation 363.5 9.2% Recreation 1,104.0 27.9% Other* 40.2 1.0% TOTAL 3,967.2 100.0% DIVIDE Land Use Classification Number of Acres of Total Acres Estate Residential 734.1 100.0% Single Family Residential 0 0% Multi-Family Residential 0 0% Lodging 0 0% Mixed Use 0 0% Commercial 0 0% Public 0 0% Open Space/Conservation 0 0% Recreation 0 0% Other* 0 0% TOTAL 734.1 100.0% OTHER represents road, road right-of-way areas and similar areas that do not have a designated land use. Source: Snowmass Village Planning Department The Future Land Use Map planning area boundaries encompass 16,921.9 acres (5% more acreage than the actual Town acreage), and includes parts of the Divide and Lower Brush Creek Valley Influence Areas. The existing Snowmass Ski Area is classified as Recreation and no other development is shown within its boundaries. The community has placed a high priority on maintaining the integrity and vitality of the ski area. The preservation of the ski area for skiing is of primary importance to the future success of the resort and the community. The Future Land Use Plan directly correlates existing land use and future land use patterns on a parcel-by-parcel basis. Development is discouraged in areas with sensitive environmental features depicted on the Environmental Sensitivity Map (Chapter Six). Limited development is recommended on steep slopes, visually significant areas, important wildlife migration routes and habitat and sensitive riparian areas. Specific 'development standards should be developed to address the following issues. Buildout Projections Residential growth projections used typical density and occupancy for land use designations. Population figures were derived by multiplying the number of residential dwelling units by average permanent and peak occupancies adjusted by unit type. Table 7.7 Projection Assumptions Permanent PermanentOccu ane Peak OO ccu ancy Single Family(26.3%) 2.5 people/unit 4.5 people/unit Multi Family(13%) 2.5 people/unit 3.5 people/unit Lodge/Hotel (0%) 0.0 people/unit 1.9 people/unit Employee (100%) 2.5 people/unit 2.7 people/unit Source: Snowmass Village Planning Department Land use and density were assigned within the planning area to determine the necessary community infrastructure and amenity requirements. This scenario represents maximum potential buildout and is not to be construed as permitted for development. Actual density and land use will be determined through the development review process that insures that the policies of the plan are met. Future densities and land uses must complement.Snowmass Village's vision for land use, infrastructure, environmental conservation, transportation and other key components. If the maximum potential build-out were permitted, residential dwelling units will increase by 19.6% over existing and approved units. Permanent population could increase 33.2% and peak population could increase 20.0%. [Verify] Table 7.8 Snowmass Village Buildout Chart [Provided by Planning Department] E.H. stands for Employee Housing Unit Source: TOSV Planning Department, RRC Associates 2008 Housing Study Table 7.9 Permanent and Peak Population Projections [Update per state Demographer) Year Permanent % clan a Peak clan e 1980 984 5,904 1987 1,360 38.0 8,160 38.2 1990 1,449 6.5 8,694 6.5 1995 1,588 9.6 9,528 9.6 1998 1,875 18.1 11,072 15.6 1998 2,081 11.0 12,115 9.4 2000 2,142 2.9 12,332 1.8 2005 2,302 7.5 12,885 4.5 2010 2,458 6.8 13,432 4.2 2015 2,615 6.4 13,981 4.1 2020 2,771 6.0 14,528 3.9 Existing"based on residential units built as of Existing" based on residential units built in addition to proposed units approved as of Source: Snowmass Village Planning Department The effect of increased growth in the Town and on the Snowmass Ski Area is a major concern. As an internal measure of the land use plan, the ski area "Skiers-At-One-Time". SAOT) vs. ski area acreage was determined. Land use classifications are not a substitute for zoning, but serve as the guide for new land use and development regulations for the Town. By identifying desired land use patterns, defining urban boundaries, reviewing existing regulations, and preparing regulations and incentives, it will be possible to achieve the future land use vision for Snowmass Village. TO: SNOWMASS VILLAGE TOWN COUNCIL FROM: RUSS FORREST, TOWN MANAGER SUBJECT: MANAGER'S REPORT DATE: MARCH 16, 2009 CREDIT RATING UPGRADEI The Town recently received a Standard and Poor's upgrade of the Town's general credit rating to AA-. This is great news and put Snowmass Village on a credit level of Grand Junction, Aspen, and Vail as there are few double A credits on the western slope. This upgrade is in part due to the economic growth over the years, the Base Village and Entryway developments and successive town leadership, managers, and Finance Department having been highly credit conscious. With this improved rating, it increases the Towns ability to borrow in this tough market and it will provide lower cost to borrowings on future projects, and reflect most favorably on the town's budgeting and fiscal management processes. FINANCIAL UPDATE Staff is planning to meet with Council on May 18`" to provide a comprehensive financial update. Staff is currently reviewing RETT revenue for the year and staff will be developing a contingency plan for that fund. Staff has received January sales tax collections which are 17.16% down from 2008. JOINT MEETING WITH TOWN COUNCIL AND PITKIN COUNTY BOARD OF COUNTY COMMISSIONERS (BOCC) The BOCC will meet with the Snowmass Village Town Council on April 6, 2009 in Snowmass Village. Are there topics you would like to specifically discuss with the BOCC? ELECTED OFFICIALS TRANSPORTATION COMMITTEE (EOTC) The Next EOTC meeting is on April 16, 2009 at 4:00 at the City of Aspen Council meeting room. Summary of Ongoing and Pending Strategic Actions Last Updated — February 24, 2009 Staff Action Status Date to follow-up w/ Conta I I I Council Land Use Comp. Plan Comprehensive The Planning Commission met on February March 16, 2009 Team Plan Update 18`" 2009 and unanimously voted via a resolution to recommend approval of the draft comprehensive plan to the Town Council. The Town Council now needs to determine how they would like to move forward with a review. Staff would like to make an initial presentation to summarize the formatting changes staff made with the Planning Commission and highlight the substantive changes made to the policies in the document. Chris Conrad Local Retail Tool The Council on March 2, 2009 requested that April 6, 2009 Box & Demolition staff prepare a "cool off' period ordinance to require allow a period of time for the Town to review a demolition permit request. In addition Council agreed that staff should develop language for future PUDs to identify critical integral components of a PUD that must continue to exist over time. In addition, John Wilkinson requested that staff bring back a land mark ordinance for discuison in the future Russ Tree Ordinance Frame goals and provide alternative April 20, 2009 approaches to tree protection. Staff has several ordinance examples available for Council. Trees on single-family lots are protected through the Snowmass HOA, which does regulate tree removal. Most PUDs in Snowmass have Landscape Plans that provide some level of protection from tree removal. Other Land Use Other Land Use Code Improvements should Code Issues also be considered with the completion of the Comprehensive Plan. Staff would recommend having a work session with Council to review potential code changes. Housm Housing Draw Site/Land As directed, the Housing Director retained May 2009. Department Inventory Design Workshop to complete a site analysis of the Draw Site for a housing project. Design Workshop has developed several alternative scenarios. Staff would be happy to review these site designs with Council. In addition, staff would recommend that a land inventory be completed (this is recommended in the draft Comprehensive Plan) to determine other potential housing project sites. On February 17`h the Town Council asked that the Land Inventory be completed after the Town completes is May Budget review. Housing Housing Policy The consultant has completed a rational April 6, 2009 Department nexus study and can begin to work with the Town on a new housing policy. The Planning Council has asked Commission is also reviewing housing goals that this occur after as part of the Comp. Plan review. Staff will the PC completes schedule two agenda items based on the input review of Comp. Plan from Council on October 6 (these could be on or at least the the same dates)which would be 1) policy housing chapter. discussion to modify the current land use code related to affordable housing; and 2) a review of deed restriction policy. Joe C Natural Disasters On 11/3 Council asked that staff further April 20, 2009 Terri and Cost evaluate criteria for allowing some costs from Everest) Recovery in Deed property damage incurred by natural disasters Restricted For in deed-restricted homes to be recovered Sale Housing upon the resale of the home. Examples of criteria discussed included: cap on recovery based on a % (percent) value of the home and requirements for comprehensive insurance. Bud eUFinance Finance Monitoring Staff is carefully monitoring revenue and May 16, 2009 Department Revenue projected revenue by: Reviewing projected occupancy and Staff is also yield in the next 4 months in scheduling a meeting Snowmass Village with FAB Monitoring sales and lodging tax Monitoring parking and transit usage Regular communication with ski company, lodges, retail businesses on business activity Marianne Discussion of Council requested a direct discussion with April 6, 2009 hours with stakeholder(Aspen Skiing Co, West Pac stakeholders on Related, Staff, merchants) on hours of skittles lift summer operation for the Skittles. operation Environment/Sustainabi lity Jason Haber Review of REOP On October 20, 2008, Council passed a October 2009 fee schedule motion directing staff to schedule this review for March 2, 2009. On March 2, Council asked that the fees and language for PUDs be reviewed prior to November 2009. Other Projects Art Smythe Incident,Invite Ellen to do a 1 hour overview of ICS for April 6, 2009 Command Council System Mark Kittle CO Ordinance Prepare a CO (Carbon Monoxide) ordinance March 16, 2009 for the Council's consideration P:\MANAGER.XSC\Directions to Staff 09\03-03-09.doc SNOWMASS VILLAGE TOWN COUNCIL AND PITKIN BOARD OF COUNTY COMMISSIONERS JOINT MEETING APRIL 6, 2009 CALL TO ORDER AT 3:00 P.M. INSERT THE BOCC AGENDA HERE Item No. 12: ADJOURNMENT 3rd DRAFT SNOWMASS VILLAGE TOWN COUNCIL REGULAR MEETING AGENDA APRIL 6, 2009 PLEASE NOTE THAT ALL TIMES ARE APPROXIMATE — ITEMS COULD- START EARLIER OR LATER THAN THEIR STATED TIME CALL TO ORDER AT 4:00 P.M. Item No. 1: ROLL CALL Item No. 2: PUBLIC NON-AGENDA ITEMS 5-minute time limit) Item No. 3: COUNCIL UPDATES Item No. 4: COMP PLAN REVIEW Time: 60 minutes) ACTION REQUESTED OF COUNCIL: Please provide direction as to next steps for review of plan Comp Plan Team (Russ Forrest, Chris Conrad, Lesley Compagnone, Jason Haber, David Peckler)..........................:..................................Page (TAB--) Item No. 5: GID FUNDING OF THE SKITTLES LIFT Time: 60 minutes) ACTION REQUESTED OF COUNCIL: Marianne Rakowski and Susan Hamley..................Page (TAB--) 04-06-09 TC Page 2 of 2 Item No. 6: ORDINANCE. NO . 3. SERIES OF 2009 Requirement for prior demolition Time: 30minutes) ACTION REQUESTED OF COUNCIL: Adopt Ordinance No. , Series of 2009 John Dresser.................................................Page (TAB--) Item No. 7: HOUSING MITIGATION DISCUSSION Time: 60 minutes) ACTION REQUESTED OF COUNCIL: Review employee generation from RRC & Assoc. & provide direction to staff on new housing mitigation for developers Russell Forrest................................................Page (TAB--) Item No. 8: DEED RESTRICTION POLICY ON FOR SALE UNITS Time: 30 minutes) ACTION REQUESTED OF COUNCIL: Modify policy to allow employees working less than 1 year in Snowmass Village to qualify for the purchase of a residence in Snowmass Village Russ Forrest.....................................................Page (TAB--) Item No. 9: MANAGER'S REPORT Time: 10 minutes) Russell Forrest .................................................Page (TAB--) Item No. 10: AGENDA FOR NEXT TOWN COUNCIL MEETING Page (TAB--) Item No. 11: APPROVAL OF MEETING MINUTES FOR: November 17. 2008 Page (TAB--) Item No. 12: COUNCIL COMMENTS/COMMITTEE REPORTS/CALENDARS Page (TAB--) Item No. 13: ADJOURNMENT NOTE: Total time estimated for meeting: Approx 4 hours and 40 minutes (excluding items 1-3 and 10 —13) ALL ITEMS AND TIMES ARE TENTATIVE AND SUBJECT TO CHANGE WITHOUT FURTHER NOTICE. PLEASE CALL THE OFFICE OF THE TOWN CLERK AT 923-3777 ON THE DAY OF THE MEETING FOR ANY AGENDA CHANGES. SNOWMASS VILLAGE TOWN COUNCUIL REGULAR MEETING MINUTES APRIL 21, 2008 CALL TO ORDER AT 4:00 P.M. Item No. 1 ROLL CALL COUNCIL MEMBERS PRESENT: Mayor Douglas Mercatoris, Reed Lewis, John Wilkinson, and Arnold Mordkin. COUNCIL MEMBERS ABSENT: Council Member Sparhawk Russ Forrest, Town Manager; John Dresser, Town STAFF PRESENT:Attorney; Jim Wahlstrom, Senior Planner; Chris Conrad, Planning Director; Rhonda B. Coxon, Town Clerk Mel Blumenthal, Kay Honigman-Singer, Howard Gross, Rockwood Shepherd, Paul Fee, Jen Wong, PUBLIC PRESENT: Steve Alldredge, Michelle Sherlock, Tom Sherlock and other members of the public interested in today's agenda items. Item No. 2 PUBLIC NON-AGENDA ITEMS There were no public non-agenda items for discussion. Item No. 3 COUNCIL UPDATES Council Member Wilkinson invited the public to visit the Annex of the Pitkin County Library located in the Town Hall on the second floor. He stated there is a variety of very good books and a computer and printer for public use. Mayor Mercatoris stated there is a comfortable reading area available with excellent views. Wilkinson also stated that, in light of the brush fire in Carbondale, and even though there is still snow on the mountain, fire danger is high and to be aware and alert. Council Member Mordkin would like to be sure the demolition permit language gets into the Land Use code. He feels this has no correlation with the Comprehensive Plan. 04-21-08tc Page 2 of 6 Item No. 4 CONSTRUCTION UPDATE Construction Coordinator Dave Shepherd reported there are no right of way impacts for this time period. There will be occasional stops on the Wood Road near Building 13A & 13B through the beginning of May. There will be traffic management personnel near the Thornton Road entrance to accommodate construction traffic for the water tank and Sam's Knob. He also noted that Lower Carriage Way Gap section is closed to all traffic until June 6th, which will then be one lane open for downhill traffic until the project is complete. Completion date for the project is anticipated to be June 28. At the beginning of May the TOSV Road Department will have a contractor sealing cracks on snowmelt road from the Lower Willows to the Top of the Village. Mak Keeling from Related WestPac stated they will be hauling dirt from the water tank site to Club Commons and should be done by May 7th, 2008. Item No. 5 DESIGNATED CAMPING AREA FOR TWO (2) MOUNTAIN BIKING SPECIAL EVENTS, JULY 11 - 13 AND AUGUST 8 - 9, 2008 Town of Snowmass Village Planner Bob Nevins stated that the Town of Snowmass Village Marketing and Special Events Department is requesting camping for two Mountain biking Special Events tentatively scheduled for July 11-13 and August 8- 10, 2008. They require on-site camping for the participants. Town of Snowmass Village Marketing & Special Events Department is requesting use of a portion of the Rodeo Parking Lot for car camping and a section of the Town Softball Field for overflow tent camping. Dave Elkan from the Town of Snowmass Village Marketing Department was present and explained to the Town Council the importance of this group and why camping is imperative to this group. The racers are the primary campers but the families, spectators and race support are spending money and staying within our lodging community. The staff recommendation is now option "A" not "C" as in the packet. Council Member Mordkin would like to be sure that only racers are camping and not spectators. The Town Attorney John Dresser stated that the Town Council is not approving the actual permit just providing permission to use Town land. John Wilkinson made the motion to allow camping in the Rodeo Lot for two Mountain Bike Special Events and would like to see and comment on the Temporary Use Permit (TUP). Arnold Mordkin seconded the motion. The motion was approved by a vote of 4 in favor to 0 opposed. Council Member Sparhawk was absent. Voting Aye: Mayor Douglas Mercatoris, Reed Lewis, John Wilkinson, and Arnold Mordkin. 04-21-08tc Page 3 of 6 Voting Naye: None. Item No. 6 COMPREHENSIVE PLAN/TRANSPORTATION CAPACITY Transportation Manager David Peckler stated our transportation consultant from Charlier Associates, Inc., Jacob Riger, will be presenting an overview of the topics within the transportation section of the Comprehensive Plan update. The purpose of this discussion is to provide information to the Council on: existing transportation policy from the current Comp Plan, existing transportation capacity and that capacity with the build- out of Base Village and issues for evaluating future development applications that should be outlined in the update of the Comp Plan. The Comp Plan must address responsible recommendations and policy standards that are applied to future development. The land use decisions within the community and the region create impacts of regional significance on transportation: e.g. ski area expansion, the migration of the employees farther away from the community and the growth in the customer bed base throughout the Roaring Fork Valley. Key to the transportation section is striking a balance between the desire to revitalize dated infrastructure, accommodations and amenities within the community while ensuring the sustainability, vitality and quality of life elements that make Snowmass Village a unique and desirable place to be. Staff has clearly heard in the public process to date that the quality of life must be maintained and that adequate public facilities must be provided by proposed new development. Riger defined for the Town Council Level of Service (LOS) and reviewed the current LOS for the Town of Snowmass Village which is currently at Level C. Peak hour and peak direction is what the LOS is based on where we are today, with the added development and the increase in daily vehicle volume due to capacity, the LOS would most definitely move to a level D. Pat Smith from Related WestPac stated in looking at the traffic studies he feels that this process is far from a science and he would like to measure the trip generator indicators on the road for the next two years to obtain the real numbers. Council Member Mordkin commented on the 25% over where the Town Council thought we would be with the addition of Base Village. He was surprised at this number. Don Schuster with the Aspen Skiing Company stated they support free parking in the intercept lot. He stated that in Beaver Creek to park all day in the garage in the village cost $30. He feels that we need to survey our competitors and see what other resorts are doing before we make decisions. Jeff Tippett resident of Snowmass Village was on the committee when they picked the 925 for the last Comprehensive Plan. The transportation consultant at that time used video and showed each level. He stated a LOS C here is the same as a LOS C in Boulder. 04-21-08tc Page 4 of 6 Town Manager Russ Forrest summarized that we need to think about the reality of where we are today and how we maintain the quality and free flowing transportation system. Town Council Member Mordkin has concerns with how we communicate this to the public so they can digest and comment on the information discussed today. Forrest responded that after the Town Council review and direction there will be public meetings and workshops. Town Council took a 10 minute break at this time. Item No. 7 REQUEST FOR SUPPORT FROM JAZZ ASPEN SNOWMASS Mayor Mercatoris is on the Board of Directors for Jazz Aspen Snowmass (JAS) and recused himself from this discussion as it is a monetary request. Town Manager Russ Forrest referred to the letter from JAS stating the Board has approved a contribution of$20,000 towards the improvements. They hope to receive equal contributions from the Town as well as the Snowmass Club (which has agreed to $10,000 to date for the two projects that directly affect the Club). The improvements consisted of adding fill to the Town Park (softball field), the improvement of the area between the sidewalk and street along the length of the park and the overflow parking lot at the golf course that is used as the backstage area. The two issues as explained to the Town Council are: Are you comfortable with the improvement on Town property and, Is the Town Council interested in an appropriation to fund it? Chief of Police Art Smythe spoke to the attendance in regards to the health, wealth and safety of the public due to over attendance in the last few years. Last year on the big night he estimates there were 14,000 people on a site that holds 11,000. Council Member Mordkin is opposed to spending the Town's money to pay for these improvements especially out of the RETT fund. Council Member Lewis was in agreement. Reed Lewis made the motion to approve only the grading application for improvements to the Town Park. Arnold Mordkin seconded the motion. The motion was approved by a vote of 4 in favor to 0 opposed. Council Member Sparhawk was absent. Voting Aye: Arnold Mordkin, John Wilkinson, Reed Lewis, and Mayor Douglas Mercatoris. Voting Naye: None. 04-21-08tc Page 5 of 6 Pat Smith President of Related WestPac stated that Related is a very big supported of JAS and they, along the Aspen Skiing Company, would be able to provide some of the dirt required to defray some of the $27,000 cost. Smith will contact JAS and TOSV staff to work on a solution that will benefit everyone. Jim D'Agostino from Related WestPac just wanted to let everyone know there is a timing issue and it is within the next two weeks. Don Schuster from the Aspen Skiing Company noted that Mike Kaplan from the Aspen Skiing Company has agreed to pay a portion of this request, and he was sure he may be able to ask him to increase his contribution if the Nordic slider was not an issue in the future. Mak Keeling from Related WestPac just wanted to remind everyone this does not save money for everyone involved in the Base Village Project, but is an effort about working together as a community. Mayor Mercatoris returned to the table at this time. Item No.8 MANAGER'S REPORT Town Manager Russ Forrest, on behalf of.the Police Department and Lesley Compagnone, stated there will be a Flood and Mud informational meeting on May 12, 2008 at 5:30 p.m. in the Town Council Chambers. Storm Drains The Town Council directed staff to be very pro-active with the locations that have been prone to flooding in the past. Item No.9 COUNCIL COMMENTS/COMMITTEE REPORTS/CALENDARS Town Council Member Mordkin asked for an update on the Rodeo Place Homes. Not an overview but what is actually going on with the project. At 6:31 p.m. Arnold Mordkin made the motion to enter closed session. John Wilkinson seconded the motion. The motion was approved by a vote of 4 in favor to 0 opposed. Council Member Sparhawk was absent. Voting Aye: Arnold Mordkin, John Wilkinson, Reed Lewis, and Mayor Douglas Mercatoris. Voting Naye: None. At 6:33 p.m. Arnold Mordkin made the motion to approve reconvening the Regular Meeting of the Snowmass Village Town Council on April 21, 2008. John Wilkinson seconded the 04-21-08tc Page 6 of 6 motion. The motion was approved by a vote of 4 in favor to 0 opposed. Council Member Sparhawk was absent. Voting Aye: Mayor Douglas Mercatoris, Reed Lewis, John Wilkinson, and Arnold Mordkin. Voting Naye: None. Item No. 10 ADJOURNMENT At 6:34 p.m. Reed Lewis made the motion to adjourn the Regular Meeting of the Snowmass Village Town Council on April 21, 2008. John Wilkinson seconded the motion. The motion was approved by a vote of 4 in favor to 0 opposed. Council Member Sparhawk was absent. Voting Aye: Mayor Douglas Mercatoris, Reed Lewis, John Wilkinson, and Arnold Mordkin. Voting Naye: None. Submitted By, Rhonda B. Coxon, Town Clerk T, . • Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 7 Town Council Meeting 4:00 p.m. 8 9 10 11 12 13 14 Daylight Savings Time Begins M I'C an 15 16 17 18 19 20 21 Spring Town St. Patrick's Day begins Council Meeting 4:00 p.m.1Wa— 44: 22 23 24 25 26 27 28 29 30 31 11 • Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 7 8 9 10 11 PALM Town PASSOVER GOOD SUNDAY Council n FRIDAY i Meeting 4:00 p.m. 12 13 14 15 16 17 18 EASTER SUNDAY 19 20 21 22 23 24 25 Town EARTH Council DAY Meeting 4:00 p.m. 26 27 28 29 30 1 1 091604L COPY SUPPLEMENT FOR ITEM NO . 10 ON THE MARCH 16 , 2009 TOWN COUNCIL MEETING AGENDA 1 Chapter 8 Transportation 2 3 January, 2009) 4 Strategic Objectives 5 The Town of Snowmass Village supports continued improvements to an integrated 6 mobility system that minimizes vehicle traffic, increases pedestrian options and links 7 land use and urban form with sustainable transportation. The goal is a transportation 8 system that serves residents, guests, employees and visitors quickly and effectively with 9 minimum impacts on the quality of life. 10 11 The Town of Snowmass Village shall be served by convenient, effective and attractive 12 transit service between local commercial and residential nodes, and work with the 13 Roaring Fork Transportation Authority (RFTA) to improve transit services throughout the 14 greater Roaring Fork Valley, A major objective for the community will be to minimize 15 increases in single-occupant vehicle (SOV) use and to increase the use of transit, 16 pedestrian, and other non-SOV modes of travel in the town. Sustainable land use, 17 urban design and employee housing strategies that create vibrant, mixed-use nodes that 18 encourage walking and transit use are design elements for achieving these goals. 19 20 Background 21 Traffic is the significant carrying capacity limit to the town's growth and continued 22 success. Recognizing that approved development will push traffic up to, or beyond, 23 maximum desirable levels, future development must address traffic in their land use 24 decisions to not increase current levels. The transportation issues we face today and into 25 the near future include: 26 27 Local roadways will exceed previously established Levels of Service (LOS) 28 thresholds during peak periods while congestion exists on Highway 82 for even 29 longer periods, 30 r The current local and regional transit systems are approaching peak period 31 capacity, 32 Remote parking lots are at or exceed capacity during peak days of peak season, 33 and 34 More commuting-oriented sidewalks are needed (topography & other constraints 35 aside), and grade separated crossings when feasible. 36 37 Existing Conditions & Guiding Principles 38 (Note — An extensive 13-page document addresses these areas in greater depth, with 39 accompanying charts, graphs, statistics and research findings. It can be found in 40 Appendix #. The following is a synopsis of the Existing Conditions and Areas of 41 Significance information.) 42 43 1. Measurement of "Person Trips:" Create a useful tool to measure and 44 understand the ramifications of (re)development on the transportation system. It 45 is important to understand the future impacts of (re)development on all the 46 various modes of travel. Modeling of "person trips will not replace the LOS 47 measurements of traffic volume, but would incorporate LOS standards for the 48 other modes of transportation as well. We are approaching critical mass in the 49 three current key transportation areas: parking, traffic and mass transit. It is Town of Snowmass Village Comprehensive Plan Chapter 8: Transportation January, 2009 Pagel 1 becoming difficult to make changes in one area without having a negative impact 2 on another. For example, it is possible to say that no employees of a 3 re)development will be parking in the Village. This would have a favorable 4 impact on traffic volume, but it could have a negative impact on parking in 5 another location and add to the demand for transit services. It will be important to 6 know that adequate capacity and funding exists to accommodate and support the 7 re)development. This is a new concept for measuring mobility needs. Further 8 study is needed to develop review standards and mitigation measures that will be 9 reasonable, consistent and applicable. 10 2. Traffic Volume: In the review of Base Village it was stated that the "Cumulative 11 total of future projected traffic, including the Base Village and other outparcel's 12 traffic projections at full build out indicate that one-way peak hour volumes along 13 Brush Creek Road are projected to exceed the Town's established limits." It was 14 projected that the cap of 925 one-way trips would be exceeded roughly 15-20 15 times, at approximately 1,145 one-way trips. This would be considered LOS D. 16 LOS D is described as being congested to the point of "approaching gridlock." It 17 is important to note that this is projected to occur on 15-20 times in the peak 18 season. The Transportation Plan recommends the community continue to apply 19 Transportation Demand Management (TDM) and alternatives to strive to 20 preserve the LOS C standard of 925 into the future. Alternatives that are realistic 21 and financially sustainable will need to be developed to achieve this goal. 22 3. Parking Inventory and Distribution: The Base Village land use application and 23 Entryway projects have changed the parking inventory in the Village. 24 Development upon the base area lots A-C will result in a parking structure 25 containing public parking with the capacity in the AM peak hour for 200 day 26 skiers and 175 commercial parking spaces. Adding this to the 1,000 parking 27 spaces in the Numbered lots results in 1,375 public parking spaces above the 28 Wooden Skier Bridge. This is an increase of 175 parking spaces over the 1,200 29 spaces recommended in the original Comprehensive Plan. This increase in 30 parking would not have a significant impact on the LOS on Brush Creek Road. 31 The Entryway project is designed to have 325 surface parking spaces upon 32 completion. In the Entryway planning process it was contemplated that additional 33 parking could be added by decking over of the surface parking to achieve some 34 600 parking spaces. The Comprehensive Plan had recommended 650 parking 35 spaces at the Entryway site. The decking over of the surface parking may not be 36 a practical political/economic alternative for the community. Alternatives to 37 providing the 650 parking spaces will most likely push parking further from the 38 community. This will have impacts on other jurisdictions and the regional transit 39 services. 40 4. Transit Carrying Capacity: The existing regional and local transit services are 41 reaching their carrying capacity in the AM and PM peak hours. The local service 42 Village Shuttle) is operating at 6,000-7,000 passengers a day during peak 43 periods. The regional services (RFTA) are at 2,500 — 3,000 for valley wide 44 services and 3,500 — 4,000 for day skier services. The existing facilities for both 45 regional and local transit services are at their practical limits in the peak periods 46 for both bus bays and queuing space for passengers. To make significant 47 increases in the carrying capacity of transit services will require investments in 48 infrastructure, rolling stock and personnel. The original Comp Plan and the Base Town of Snowmass Village Comprehensive Plan Chapter 8: Transportation January, 2009 Page 2 1 Village land use submission both contemplated a redeveloped Mall area with a 2 transit station. This was tied directly to the Bi-Nodal commercial goal stated in 3 both studies. If redevelopment of the West Village and the reconfiguration for the 4 existing transit facilities are put off significantly into the future, then interim 5 solutions may be necessary to continue quality transit services. 6 5. Alternative Technologies: Cable technologies, aerial guide ways and 7 pedestrian improvements have been incorporated into the Base Village 8 development plan to help mitigate traffic impacts. Long range planning that 9 preserves corridors for alternatives are still recommended in the Transportation 10 Plan. 11 Policies 12 The Town Snowmass Village shall: 13 14 Measure transportation performance in the context of "person trips," rather than 15 only in vehicle trips. It has become increasingly clear that using a roadway/car- 16 based LOS metric leads to roadway-based mitigation measures. Given current 17 realities, this creates a conflict with the community vision for a 'rural' Brush 18 Creek Road. Shifting the metric to "person trips" allows a more complete context 19 of moving people through town, and expands the toolkit of strategies to use. This 20 approach allows for new development only by mitigating traffic through other 21 strategies: remote/intercept parking, parking fee-in-lieu/shared use measures,- 22 transportation demand management strategies, mixed land uses, on-site 23 employee housing, attractive pedestrian environments, and other measures to 24 address traffic. The amount of development, therefore, is restricted by the cost of 25 the mitigation. This involves measuring the use (volume/ridership) of each travel 26 mode, the capacity or availability of each mode, and the associated costs of 27 expanding each mode. 28 29 Require new development and redevelopment to project the number of "person 30 trips" generated by their application, and present alternatives that strive to 31 achieve a zero growth rate in traffic volume in the peak periods. The approach 32 must be realistic and not overtax any one of the components of the overall 33 transportation system. Developers are to demonstrate how alternative modes of 34 transportation will be encouraged through traffic mitigation such as: 35 36 o Design and configuration of the development or redevelopment 37 o Amenities 38 o Roadway design 39 o Parking (on site and /or off site) 40 o Transit 41 o Pedestrian corridors 42 o Alternative mobility devises (Gondolas, escalators, etc) 43 o Additional employee housing in town 44 o Funding or construction of intercept parking 45 o Long-term commitment to private transit (shuttle) system 46 o Contribution to a mass transit system 47 Town of Snowmass Village Comprehensive Plan Chapter 8: Transportation January, 2009 Page 3 1 Uphold the following performance standards as a base line for measuring the 2 impact of future development: 3 4 o Upper Brush Creek Road (above Woodbridge): no significant (equal 5 or greater than five percent of. current PM peak hour, peak direction 6 phpd) roadway traffic) net increase in vehicle trips during the PM peak 7 travel period (3:00 to 5:00 pm) 8 o Lower Brush Creek Road (below Woodbridge): maintain existing LOS 9 standard/threshold of 925 phpd trips 10 o Owl Creek Road: maintain existing LOS standard/threshold of 650 11 phpd; 12 o Intersections: maintain existing LOS C standard/threshold 13 o Non-auto travel modes: monitor usage and capacity to ensure that 14 capacity is not to exceed more than the 10 busiest days of peak season 15 16 Comprehensively link land use/employee housing decisions with mobility options. 17 Increase the availability of affordable housing in the town core to reduce 18 workforce commuting along Brush Creek Road. 19 20 Address future parking needs primarily through off-site parking and fee-in-lieu 21 programs, limiting the amount of new on-site parking provided in town. Require 22 development to provide adequate parking per the Land Use Code but at a Town 23 approved location that does not cause a net increase of vehicles on the critical 24 sections of Brush Creek Road during peak hours. Parking may be built off-site 25 with proven ability to move people from the parking lots to the town core and 26 base of the ski area. Additional parking may be allowed in Two Creeks Lot, the 27 Rodeo Lot or other town approved location if parking offsets traffic volume on 28 Brush Creek Road. 29 30 Maintain a maximum of 1,375 spaces for public parking in the town core (1,000 in 31 the Numbered Lots and 375 in Base Village). Make space at Two Creeks and 32 the Rodeo Lot available for day skier parking and limit 200 of the 1,375 spaces in 33 the Town Core to day skier parking. Continue to ensure that the objective of 34 achieving 85 percent utilization of day parking through pricing (Ordinance #9 35 series of 1994) remains in balance with this plan's goal to control traffic volumes 36 within the community. 37 38 For existing multi-family development, increase the use of mass transit in the 39 Brush Creek corridor to reduce individual automobile use. The use of personal 40 vehicles may be lessened by providing effective transit, intercept parking, traffic 41 demand management, courtesy van service, enhanced pedestrian/bicycle 42 opportunities, and improved amenities such as ski lockers near transit stations. 43 44 Develop a fully integrated commuter-oriented trail, bike and pedestrian system 45 for summer and winter use that connects to regional trail systems and transit 46 stops. 47 48 Work with RFTA and other transportation stakeholders to provide an integrated 49 premium mass transit system for the Roaring Fork Valley. 50 Town of Snowmass Village Comprehensive Plan Chapter 8:Transportation January, 2009 Page 4 I Maintain the "village feel' and character of Brush Creek Road from Highway 82 2 to the town core, but plan for future premium transportation technologies in the 3 Brush Creek corridor. 4 5 Develop seamless links between Base Village, Snowmass Center and West 6 Village so guests and workers will be able to travel back and forth without cars. 7 Ensure that the capacity and speed will meet expectations. 8 9 Reduce conflicts between pedestrians, buses and delivery services. Encourage 10 limited underground parking and/or underground service and delivery in the West 11 Village. 12 13 Support and encourage the use of alternative fuels in Town-owned vehicles. Town of Snowmass Village Comprehensive Plan Chapter 8: Transportation January, 2009 Page 5 I Chapter 9 Workforce Housing 2 3 January, 2009) 4 5 Strategic Objectives 6 The Town of Snowmass Village, as a resort community, considers the provision of affordable 7 employee housing (workforce housing) to be a critical element of our success. We aspire to 8 provide such housing to all full-time employees - as defined in the Land Use and Development 9 Code (LUDC) — who desire to live in Town with requirements that can be reasonably met. 10 Achieving this objective will assure an'adequate workforce, create a diverse, vibrant community 11 and lessen the environmental impact of commuting. 12 13 Background 14 The Town of Snowmass Village has historically been a leader in providing workforce housing for 15 employees. However, the demand for affordable housing remains a pressing issue in 16 Snowmass and the region. The median income of a three-person household in the Town of 17 Snowmass Village is $87,800. This income, based on a 2008 housing study from RRC 18 Associates, can afford a home valued at approximately $350,000. The median sales price of a 19 free market single-family home in Snowmass Village in 2007 was $3.96 million and $950,000 for 20 a multi-family unit (Coates, Reid, and Waldron, 2007): Resort communities including 21 Snowmass have increasingly found the issue of work force housing challenging considering the 22 income levels supported by the resort service industry and the escalating price of free market 23 housing. The Town of Snowmass Village and Aspen have historically depended on employees 24 finding affordable housing down valley (Basalt to Rifle). However, with the oil and gas industry 25 in the area growing at a rapid pace, employees are finding jobs closer to home. In addition, 26 home values from Rifle to Snowmass are now out of reach for many service employees. 27 Maintaining both a quality work force, and a strong community, has required an aggressive 28 housing policy and these needs have only grown with additional job opportunities up and down 29 the Roaring Fork Valley. 30 31 It should be recognized that there are cycles in the labor and housing market. The policies 32 reflected in this chapter reflect long-term observations and trends in the labor and housing 33 market in Snowmass Village. 34 35 Existing Conditions and Guiding Principles 36 The critical issues associated with workforce housing include: 37 38 Total Jobs: In 2007 and 2008, RRC Associates was hired to determine how many 39 jobs and employees exist in Snowmass Village and where they live. They were also 40 asked to evaluate how many jobs Snowmass businesses generated. RRC concluded 41 that in the winter (06/07) there were 3,914 peak winter jobs and 2,474 summer jobs. 42 Each employee, on average, works 1.35 jobs in the winter and 1.3 jobs in the 43 summer (See Table 1). Based on the number of jobs in the Town of Snowmass 44 Village, there are 2,900 employees in the winter and 1,903 employees in the 45 summer. Based on the information in Table 2 there appears to be 1,740 full time 46 year round employees working in the Town of Snowmass Village. 47 Town of Snowmass Village Comprehensive Plan Chapter 9: Workforce Housing January, 2009 Pagel 1 2 3 Table 1: Current makeup of jobs/workers Winter 2006107 Summer 2006 Year-round jobs 1,6591 42.47/6 1,659 67.0% Seasonal jobs 2 1 57.6% 815 33.0% Total jobs 3,9141 100.0% 2,100.091,o Average jobs/worker 1.35 1.3 Employed persons 2,900 1,903 7 4 Source: Colorado Dept. of Labor and Employment QCEW employer address files; 2008 5 TOSV Employee Housing survey by RRC Associates. 6 7 Historical Policy: Over the history of Snowmass Village, housing goals and polices 8 have fluctuated. The 1998 Comprehensive Plan stated policy was to house 60 9 percent of Snowmass Village employees. In addition, the 1998 Plan included a 10 policy to "increase employee housing mitigation requirements for developers so that 11 they mitigate 100 percent of their housing impact." The Land Use Code in 2008 12 requires that developers provide housing for 45 percent of new employees generated 13 from a project. 14 Where Employees Live: Table 2 summarizes where Snowmass employees live. Of 15 note, 49 percent or 852 people of Snowmass Village's full time (work summer and 16 winter) employees (1,740 people) live within Town. Of the roughly 2,900 persons 17 employed in Snowmass Village in the winter, approximately 1,100 (39 percent) are 18 Snowmass Village residents, while approximately 1,800 (61 percent) commute from 19 elsewhere.). This adds significantly to the daily traffic volume on Brush Creek Road. 20 It also should be noted that 23 percent of workers that live in Snowmass Village in 21 the winter out-commute to other communities such as Aspen. If hypothetically, all 22 these out-commuters worked in Snowmass Village, the Town would house 50 23 percent of its total winter peak season workers. 24 Table 2: Summarizing Where Employees Currently Live 25 EMPLOYEES WORKING IN SV IN WINTER Work in SV in TOTAL work In BOTH winter& Work in SV in SV in winter summer winter ONLY w Live in TOSV 1,119 852 267 Live elsewhere 1.780 887 893 z Total 2,900 1,740 1,160 Z Live in TOSV 39%49% 23% W z Live elsewhere 61%51%< 77% a Total 100%< 100°/ 100% 26 Source: Colorado Dept. of Labor and Employment QCEW employer address files; 2008 27 TOSV Employee Housing Surveys by RRC Associates. Town of Snowmass Village Comprehensive Plan Chapter 9: Workforce Housing January, 2009 Page 2 1 2 Regional Housing: In the last 10 years, housing prices have risen sharply in down 3 valley communities. The average single-family home sales price has risen from just 4 above $200,000 to over $500,000 in both Glenwood Springs and Carbondale. Even 5 in traditionally affordable locations such a Rifle and New Castle home prices can be 6 out of reach for many employees. The average single-family homes sales price in 7 2007 was $301,739 and $372,000 respectively (Garfield County Assessors Office, 8 2007). 9 10 Housing Supply: Current housing supply is summarized in Table 3. Approximately 11 1,453 employees are housed in 563 restricted units (either by deed or zoning) and 12 360 non-restricted units (free market homes and dwelling units provided by 13 employers). It is difficult to determine how many units are occupied by seasonal 14 versus full time employees, and it should be noted that some households contain 15 both residents who work in Snowmass on a seasonal basis and residents who work 16 in Snowmass on a full-time year-round basis. However, it is estimated that most of 17 the Aspen Skiing Company units (68 units/154 employees), and some of the 18 dedicated units by lodging (150 units/179 employees) are utilized by seasonal 19 employees. This roughly equates to minimum of 23 percent of the total occupied 20 employee housing stock being occupied by primarily seasonal employees. The Town 21 has historically focused on providing housing to full time employees. 22 23 Table 3: Housing Supply- Employee Units in the Town of Snowmass Villaoe 24 25 Percent of 5 resident Total employees employees Housing units housed housed EMPLOYEE HOUSING UNITS IN TOSV: TOSV Housing Office units 374 558 38% County deed restricted(Fairway 3)30 48 3% Other restricted(e.g.by zoning) 35 45 3% Accessory Employee Units 7 7 0% Accessory Caretaker Units 43 43 3% Skioo restricted(Club Commons) 68 154 11% Dedicated but not restricted mostly lodges)150 179 12% Total affordable/employee units 713 1,034 71% FREE-MARKET UNITS IN TOSV: Free-market units occupied by employees 210 419 29% TOTAL UNITS HOUSING EMPLOYEES IN TOSV 923 1,453 100% HOUSING UNITS OUTSIDE OF TOSV 890 1,780 nla GRAND TOTAL 1,813 3.2331 n/a 26 27 Source: Town of Snowmass Village housing records; Dec. 2007 State of Snowmass; SV 28 employee surveys; RRC 29 30 Town of Snowmass Village Comprehensive Plan Chapter 9: Workforce Housing January, 2009 Page 3 1 Housing Demand in 2008: Based on the 2008 Snowmass Village employee 2 housing survey conducted by RRC Associates, of the 887 full time year round 3 employees that commute to Snowmass Village, approximately 33 percent are renters 4 who would prefer to live closer to work. Assuming 2 workers per household, this 5 yields a demand for approximately 146 units, of which all would need to be 6 subsidized. The potential demand for the peak number of 1,780 commuters (887 7 year round + 893 winter seasonal employees) using the same methodology would be 8 294 units. Additionally, approximately 50 employee-housing units would be needed 9 to accommodate unmet housing demand associated with unfilled jobs in the winter. 10 Demand from unfilled jobs may or may not to be added into our demand forecast, 11 since this may reflect typical unemployment in the Village. . It is estimated that 164 12 full time year round employees would like to live in Snowmass Village. Another 13 indicator on current demand is that the Town of Snowmass Village Housing 14 Department in December of 2008 had the following wait list for deed restricted 15 housing: 80 people for studio unit; 86 people for a 1 Bedroom; 60 people for a 2 16 bedroom, and 3 people for a 3 bedroom. 17 18 Table 4: Housing Demand Persons Total persons working In TOSY Persons working working in In both winter& in TOSV in winter TOSV In Writer summer only DEMAND ASSOCIATED WITH IN-COMMUTERS: In-commuters 1,780 887 893 of in-commuters who rent&prefer to live closer to 33 33 33 of in-commuters who rent&prefer to live closer to Y 588 293 295 Averaoe workers/H 2.0 2.0 2.0 Housing units demanded by in-commuters 294 146 147 DEMAND ASSOCIATED WITH UNFILLED JOBS: Unfilled jobs in TOSV 136 48 88 Average jobs per worker 1.35 1.35 1.35 Average workers per household 2.0 2.0 2.0 Housing units required to fill unfilled jobs 50 18 33 TOTAL HOUSING UNITS DEMANDED: 344 164 180 19 Source: 2008 TSV employer and employee surveys; RRC Associates 20 21 22 RRC Associates was asked to project future housing demand for both full time and 23 seasonal employees. It should be noted that this prediction may reflect a worst case 24 scenario based on market forces for future demand of housing and assumes the 25 town does not implement polices to prevent the erosion of housing. The following 26 predictions do not include new development at the Center or West Village. They 27 made the following predictions: 28 29 30 31 32 Town of Snowmass Village Comprehensive Plan Chapter 9: Workforce Housing January, 2009 Page 4 1 Table 5: Future Housing Demand Forecast 2 Units Assumption 164 Current unmet demand for housing in Snowmass Village of full time employees See Table 4 189 90% of free market units occupied by full time employees would be lost over time. 85 Dedicated unrestricted housing scattered through Snowmass Village if lost Assume 100% seasonal 36 Potential loss of 28% of owner occupied for-sale TOSV housing from retirement 474 Total demand for units assuming 2 employees per unit. 3 4 Policies 5 The Town of Snowmass Village shall: 6 7 The Town of Snowmass Village shall, as its primary housing goal, provide housing for 65 8 percent of the full-time year round employees (60 percent of total employees). Recent 9 studies of historical patterns (RRC 2008 and Pathways 2003)indicate that 50 percent of 10 our current full-time employees live in the Village and an additional 10 percent wish to do 11 so under reasonable requirements. This suggests a total apparent demand of 60 12 percent. Full time employees represent 60% of total employees. An additional 5 percent 13 is added to the mitigation ratio in response to forecasted changes in the future 14 environment. These changes foresee reduced affordability of "down valley" alternatives, 15 increased cost and inconvenience of commuting, retired employee residency and a 16 reduced contribution of Town free-market employee housing. 17 18 The Town of Snowmass Village shall establish as a secondary goal to provide housing 19 to seasonal employees. This inventory could be allocated, on a priority basis, to small 20 Town businesses (as defined in the LUDC), which are owned and operated by 21 Snowmass Village residents. However, it is recognized that such projects would be a 22 lower priority within the Town's housing program and addressed only after the primary 23 goal has been achieved. 24 25 The Town of Snowmass Village shall require private developers to provide housing for 26 65 percent of total employees generated by a development. This housing should first be 27 provided for full time year round employees generated by development and then, at the 28 discretion of the Town, for seasonal employees generated by new development. 29 Seasonal employees represent 40% of total employees. 30 31 32 The developer should provide the land for affordable housing and shall maximize (on 33 sites deemed suitable by the Town) the location of affordable housing on the 34 development site. If physical constraints (in the Town's opinion) limit the location of 35 housing on the development site, affordable housing required by developers should be Town of Snowmass Village Comprehensive Plan Chapter 9:Workforce Housing January, 2009 Page 5 1 located either within walking distance of the development site or located to minimize the 2 use of commuting in personal vehicles. 3 4 The Town shall ensure that employees are housed in close proximity to transportation 5 nodes to minimize vehicular traffic and the demand for parking for affordable housing 6 projects. In addition, the Town shall explore design alternatives for auto-free employee 7 housing. 8 9 The Town shall develop policies and actions to maximize the long-term efficiency of its 10 housing stock. The Town of Snowmass Village shall implement actions to provide 11 housing for retiring homeowners in deed restricted housing to maximize the efficiency of 12 larger deed restricted homes. In addition, the Town shall develop programs to incent 13 free market employee occupied housing from being lost from the employee housing 14 supply. 15 16 Encourage and facilitate the development of workforce housing on Town-owned and 17 other public lands where appropriate within land use considerations as necessary to 18 close the gap if any between existing full time employee demand and current supply. 19 20 Work regionally, in partnership with other public and private entities, to bring about a 21 wide variety of affordable housing types, sizes and price ranges to serve the needs of all 22 employees, including those that choose to live outside of town limits. Regional housing 23 solutions should ,focus on sites that have close pedestrian access to mass 24 transportation. Increasing density afound transportation nodes (transit oriented 25 development) to maximize housing at transportation nodes regionally, should be 26 encouraged and complement RFTA's Bus Rapid Transit program. 27 28 Every 3 to 4 years the Town of Snowmass village shall review and assess housing 29 needs for both full-time and seasonal employees to ensure housing supply is meeting 30 demand for full time year round employees. 31 32 Award higher priority in the tenure-based housing process for critical Snowmass Village 33 and essential regional service providers (day care, teachers, medical personnel, public 34 servants, community service). Award families priority on future sales of affordable units 35 of three bedrooms or more. The developer mitigation requirement may need to be 36 increased at the discretion of the Town, to accommodate regional employees that 37 service the Snowmass community. 38 39 Support energy efficient housing. 40 41 The long-term affordability of deed restricted units integrated with free market 42 units needs to be maintained when considering a new condominium development. 43 The economic effect created by potential assessments, both common and special, 44 should be considered, as they would affect the long-term affordability of the 45 employee units. Town of Snowmass Village Comprehensive Plan Chapter 9: Workforce Housing January, 2009 Page 6 Chapter 10 Actions and Implementation February, 2009) Introduction This chapter summarizes the actions and implementations in the individual Comprehensive Plan chapters. Actions are chosen to best apply the Town of Snowmass Village's key policies of the Update to the Comprehensive Plan: Live within the constraints of natural and man-made systems (environment and traffic) Maintain or create a multi-faceted workforce that is essential to sustain the resort and community economy Capture a greater share (leakage) of guest expenditures, Attract more guests/visitors, especially by broadening summer and winter seasons Actions are grouped according to the chapter topic. The column adjacent to the action shows which department/person is responsible for the implementation. Next to that is a prioritization column. Though it is understood that Town Council-will prioritize the implementation actions, a suggested timeframe to complete the action is suggested. This is a working document and completed and/or outdated items should be deleted and new items added and prioritized. Comprehensive Plan Actions Table begins on Page 2. Regional and Community Economics Responsible Priority De artment 1. Develop a joint retail management strategy to secure a mix of Marketing 1-2 years tenants that optimizes retail potential (as is done in most regional shopping malls). The management strategy should include: Selection of a mixture of uses to ensure a certain degree of vibrancy both in summer and winter seasons; Balance in terms of price points; Healthy balance between local/national tenants; Retail mix that will cater to locals as well as tourists. 2. Maintain the existing location of ski lift sales at the Snowmass Planning Ongoing Mall. 3. Consider adaptive reuse opportunities for problematic retail Marketing 1-2 years locations at the Snowmass Mall. 4. Establish system to monitor progress towards the implementation Planning Annually of policies of the Comprehensive Plan. If policies are not being effectively implemented by market forces, or voluntarily, identify necessary establish remedial action. 5. Formally adopt and implement the 2008 Snowmass Village Marketing 1 year Strategic Marketing Plan. 6. Challenge existing partners (Anderson Ranch, Aspen Music Fest, Marketing Ongoing Jazz Aspen Snowmass, ACES, ASC, Aspen Film, Rodeo, etc.) to expand their programs and events in the Village. 7. In order to provide conference-attendee friendly accommodations, Planning Ongoing require 45-50 percent of core Village HOT bed units be non- fractional, hotel, studio or one-bedroom units. 8. Do an annual assessment of construction to assure a necessary Marketing Annually quantity of commercial space and HOT bed accommodations remain available. Community Arts Responsible Priority De artment 1. Develop a detailed plan for the arts that: Marketing 2 years Analyzes how to best leverage programs with surrounding communities,organizations, and government entities; Identifies and prioritizes desired amenities; Includes a strategy for the expansion of events to allow for an active and vital environment for all age groups, addressing both public and private funding of events; and Provides a market and financial analysis of a permanent performing arts facility,with recommendations on the ongoing funding, management, and operation of such a facility. Town of Snowmass Village Comprehensive Plan Chapter 10: Actions and Implementation February, 2009 Page 2 2. Support the enhancement of Anderson Ranch Arts Center's SAAB Ongoing presence throughout the Village. 3. Establish an arts focus for West Village redevelopment, including Planning 2-3 years or the possibility of a performance facility; rehearsal,classroom, sooner if PUD studio, exhibit spaces; and public art. is submitted Community Services,Facilities & Amenities Responsible Priority Department 1. Develop a communications master plan policy, including but not Community 2 years limited to, providing incentives for providing community wide Relations Officer cellular coverage, wireless and other technology that keeps abreast of the times. 2. Establish system to monitor the carrying capacity of our Economic 1 year community amenities, services and facilities to ensure adequate Resources levels, establish thresholds. Director(ERD) 3. Modify review criteria to include community services, facilities Planning 1 year and amenities "carrying capacity" in all development and land use reviews in order to avoid exceeding our capacities. Environmental Resources Responsible Priority De artment 1. Pursue the Goals identified in the Town's Environmental ERD Ongoing Sustainability Plan. 2. Adopt and execute an annual Environmental Implementation Plan. ERD Ongoing 3. Establish a Town advisory committee or task force dedicated to ERD 1 year those issues concerning environmental sustainability. 4. Establish a dedicated funding source for programs, projects, and ERD 1-2 years other initiatives designed to help the Town achieve it environmental goals. 5. Prepare a biannual report on environmental performance indicators ERD Ongoing to inform future updates to the Town's Environmental Sustainability Plan, and to help prioritize items to be included in future Environmental Implementation Plans. 6. Prepare Land Use and Development Code amendments to add ERD, Planning 1-2 years clarity and achieve consistency among Town policies related to preservation of the natural environment, sustainable development and energy conservation. 7. Prepare Land Use and Development Code amendments to ERD, Planning 1-2 years strengthen review standards concerning environmental impact analysis and the consideration ofl carrying capacities. Town of Snowmass Village Comprehensive Plan Chapter 10: Actions and Implementation February, 2009 Page 3 8. Prepare Land Use and Development Code amendments requiring ERD, Planning 1-2 years new development to demonstrate no negative impact, or mitigation of any unavoidable impact upon scenic and natural resources within the Town and its influence areas. 9. Pursue stream restoration projects through public funding and ERD Ongoing community partnerships, and require new development to incorporate stream restoration measures (including construction of new bridges and/or culverts) in reached adjacent to their projects. Built Environment Responsible Priority De artment 1. Develop detailed design guidelines to implement the concepts in Planning 2 years this Chapter. 2. Modify design review process to consider a physical or virtual Planning 1 year model that encompasses a significant portion of the surrounding context. 3. Create standards, and means of measuring compliance, for Planning 1 year increased energy efficiency and `green' building practices. 4. Study"the feasibility of creating a continuous (weather protected) Planting 4-5 years pedestrian connection between the various levels of the West Village. 5. Re-evaluate and update the Build Out Allocation Chart. Planning 2 years 6. Modify development review criteria to require applicants to Planning 1 year address carrying capacity at the time of development or land use submittal and require analysis of carrying capacity in Staff review of the project. 7. Revise the definition of `community benefit' to assure that it Planning 1 year encompasses public gathering areas, employee housing and / or other amenities that help realize the Aspiration. 8. Create standards to evaluate the pace and phasing of a Planning 2 years development proposal with regard to construction impacts and possible interruption of construction as it would affect the community as a whole. 9. Establish guidelines to fully implement the "Just Big Enough" Planning 1 year philosophy of the Comp Plan and the Strategic Marketing Plan. 10. Develop guidelines to incentivize transit oriented development to Planting 1 year provide employee housing in close proximity to Village jobs. 11. In conjunction with any significant development or redevelopment Planning 2-3 years Town of Snowmass Village Comprehensive Plan Chapter 10: Actions and Implementation February, 2009 Page 4 proposal of the West Village and Snowmass Center, include analysis of Underground parking, Central delivery, including eastern edge delivery connections Consolidated transit facilities Transportation Responsible Priority De artment 1. Create (and require all development to utilize) a single traffic Planning 1 year model to standardize the analysis of traffic impacts. Establish a mechanism for determining the amount of person trips to be created by a proposed development. Modify development review criteria to require traffic impact assessments of new development to include both capital and operating costs. 2. Prior to any new development or redevelopment in West Village, Planning 1 year modify development review application to require the developer address a check list to assure that the policies are consistent with policies of this chapter. 3. Evaluate the effectiveness of the commercial delivery access in the Transportation 2-3 years Base Village redevelopment. Incorporate a revised transit center that removes pedestrian/bus conflicts and consolidates bus services. 4. Conduct detailed pedestrian linkage analysis of Base Village, West Transportation 2-3 years Village and the Snowmass Center. 5. In conjunction with RFTA, commission a detailed transit analysis Transportation 1-2 years that identifies the potential bus requirements for several scenarios for various combinations of lodging at build-out, commercial and employee housing. Expand current monitoring of transit ridership and parking utilization. 6. Determine the feasibility of alternative transit modes for the Brush Transportation 1 year Creek Corridor from Highway 82 to the Town Core. 7. Establish a monitoring system to track the potential transportation Transportation 1 year impact of new development, including appropriate data on intersection LOS. 8. Determine transportation improvement priorities. Identify what Transportation 1 year developments trigger improvements. 9. Develop comprehensive sub-area plans for the Rodeo Grounds and Transportation 5 years the Highway 82 intercept lot that address parking, information, bus transfer, employee housing,baggage transfer,bus types, etc. 10. Expand the capacity of potential traffic fee-in-lieu to fund Transportation 1-2 years Town of Snowmass Village Comprehensive Plan Chapter 10: Actions and Implementation February, 2009 Page 5 programs that meet parking demand, not just increased supply. 11. Improve pedestrian trail linkages in the Town Core, including Transportation 1-2 years overlay of the trails network and access to bus infrastructure. Housin¢ Responsible Priority De artment 1. Establish regular monitoring and report annually to Council on Housing Every 2 years Snowmass Village's Work Force Housing of Snowmass Village employees. 2. Update Land Use Code as necessary to implement the Housing, 6 months recommended policies of this chapter, including a Work Force Planning Housing mitigation of 65 percent. 3. Evaluate, and increase if necessary, incentives for the creation of Housing 1-2 years caretaker or accessory dwelling units on single family homes. Adjust regulations and enforcement to assure that accessory dwelling units are rented to Snowmass Village employees. 4. Discontinue the practice of giving"credits" in-lieu of actual Housing 1 year housing units to satisfy development mitigation requirements. 5. Explore the possibility of meeting additional workforce housing Housing 2-3 years needs through purchase or lease of the existing free-market housing stock. 6. Conduct site planning "capacity analysis" study of potential Housing 6 months workforce housing, including a supply-demand balance forecast. Town of Snowmass Village Comprehensive Plan Chapter 10:Actions and Implementation February, 2009 Page 6 Appendix — Chapter 8, Transportation Synopsis of Public Input Participants in the Comprehensive Plan Update conveyed a desire to maintain low congestion on the town roadways. An equally important issue was the ease of access around town, especially concerning parking for locals. To accomplish this, participants supported a significant increase in use of transit and decrease in car use. Interest lay in improving transit valley-wide. Increased pedestrian access was also highly supported. Desire existed for seamless pedestrian linkages among the three commercial nodes and accessibility across the spectnun for an aging community. Alternative fuel options for public transportation relate the issue of transportation to the environmental resource goals of the plan. Existine Conditions and Guiding Principles 1. Arrival Most winter guests (85 percent) get to Snowmass/Aspen primarily by air, and 57 percent of summer guests as well. They arrive at either: Aspen/ Pitkin County Airport and take a short drive on shuttle to Snowmass Village, Eagle County Airport and drive an hour and a half to Snowmass Village, Grand Junction and drive two and a half hours to Snowmass Village, or They land at Denver Intemational Airport (DIA) and drive 3 V2 hours. Some day visitors, and most non-resident workers, come to Snowmass Village from down valley locations ranging from nearby Basalt/Carbondale to as far away as Silt, Rifle, Hotchkiss, and Delta. Regardless of the origin, guests and workers must travel on Highway 82 to reach one of two roads into Snowmass Village. Highway 82 already exceeds roadway capacity at peak periods. Figure B.1 Guest Arrimis:From left to right:A)How do people gel to Snowmass/Aspen;B)Purpose of All Trips,and C)Origin of AB Trips 11.vir Sgw4wrqOther1% 16% e% 011 r 6mwnm Nllep SnopwrglUnirg Woek 13% y% AWeNfltgn County 0% 11% Glenwoa S,, Nrport 6x 38% Cs 14%u% Dens IntemalMal Aspen afpOn 43% 35% File county Nrpw 6acnelwn 6asau 11%r% Source'.Cordon.Scott."Aspen's Main Carrier Vows Better Sm im"The Awn Times 13 Oct.2007 Figure 8,2 Traffic Volumes:Peak Season Average(upper)and on the 10 busiest Days(Iower)—compared to Level Of Service C 0.wrauu6MUM W 6m usc t mRwwm. em 1 2 3 4 6 6 7 6 0 V 11 12 13 H U Ks O.MYyQlOe.drCuW6 em mac om Relb m em f eoo 2. Roadway System The Town of Snowmass Village is primarily accessed via Brush Creek Road; a long two lane Waal cul-de-sac that extends from Highway 82 to the West Village. Owl Creek Road serves as an alternative arterial access. It is a two-lane paved road that intersects both Highline and Brush Creek Roads and connects to Highway 82 south of the airport closer to Aspen than Brush Creek Road). A series of cul-de-sacs serving residential neighborhoods intersect with Brush Creek Road. Traffic volumes are greatest in the winter with pronounced inbound and outbound peaks. In the summer, the afternoon peak hour traffic volume is 40% lower. Winter conditions were used for this analysis because they reflect both the highest daily peak and peak hour conditions. Under current conditions, using the "busiest 10 days" criteria, Brush Creek Road, in the vicinity of the Snowmass Center, approaches LOS C. The maximum one way peak hour directional volume by level of service' is presented in the following table. LOS C is the existing standard, for significant sections of Brush Creek Road as well as key intersections, but may not necessarily be a sustainable one. Table 8.1 LOS Standards-Average of 10 Peak(Busiest)Days-One-way Peak Hour LOS A B C D E F Brush Creek Road 500 700 925 1,175 1,400 >1,400 Owl Creek Road and Highline Road 350 500 650 800 950 950 The analysis of traffic at buildout indicated that traffic will significantly increase along Brush Creek Road. This increase is primarily due to new commercial, retail and mixed use development associated with the Base Village (under construction at the time of this Comp Plan update), as well as redevelopment of the West Village and Snowmass Center. Table 8.2 Intersection Level of Service Standards LOS Delay In Seconds A 5.0 B 5-15 C 15-25 D 25-40 E 40-60 F 60 The peak hour one-way threshold is arrived at by multiplying maximum volume capacity by the ratio of facility and volume to capacity, which takes into account density, speed and delay. The proposed peak hour directional level of analysis is based on the maximum single direction lane capacity defined by the Highway Capacity Manual, and adjusted to reflect grade and resident/visitor mix within the Town of Snowmass Village. While future development will increase traffic on Brush Creek Road in peak season, in non-peak periods there is an opportunity to "smooth"out traffic flow through a diversified land use mix to "spread out'traffic throughout the day and evening when additional roadway capacity is available rather than concentrating most traffic in peak periods. Thus, in any project assessment it may be important to take into account both "10 busiest days" and Peak Season averages. The "10 busiest days" was established as the threshold to preserve a high quality of life for the general population of the village. The Peak season averages are based on the traffic volumes at: Christmas, New Years, Presidents weekend, and all of March. Analysis of key intersections for conformance with LOS standards shall continue to be required of future land use proposals. The precise amount of the buildout traffic increase depends on the actual effectiveness of potential trip reduction strategies (e.g. as proposed in the Traffic Impact Assessment for the Base Village submission. Figure 8.3 shows projections of both Peak Season Average and "10 Busiest Days" with, and without trip reduction assumptions. As shown, the resulting level of service could range from "D" to "E". With capacity constraints on Brush Creek Road (physical capacity and desire to stay as close as possible to LOS "C"), future traffic flow management should focus on minimizing automobile traffic increases, particularly single-occupant vehicles. To do this will require a shift to greater use of transit and pedestrian alternatives, as well as a comprehensive assessment of parking/transit/pedestrian land use relationships in any future development or redevelopment. Figure 8.3 Brush Creek Road Levels of Service Comparison:Peak Season Average vs. 10 Busiest Days for Existing compared to Existing Plus Approved Traffic Generation Land Uses 1 -_ i 1 rush.Creek Road Peak.Hour/Peak.Day_ - F 1400 I t400 E- 1200_. ill - p.- 1925 800 To C 700_- 600 B 400_- tea' A ExistUg '--FA1d+appr0vedi —Fxist+approvetlwttrlpreducdonw/a-tap raductlon Peak Season Average 10 Busiest Days Average The Town of Snowmass Village's transportation demand management program is effective and should be further developed and strengthened. Examples of transportation demand management strategies include: Flexible work schedules to allow employees to commute in the off-peak hours, Flexible skiing options to spread day skier trips to the off-peak traffic hours, Employee transportation allowances that Figure 8.4 RFTA Ridership/996-2006006((!op)and Shatde Passengers encourages carpooling 2006-2007(bottom) Source: http://www.coloradoski.coln and transit use, Preferential carpool and Amm-sllowlnw T*WRFTARWmhO IM.2M Zip Car parking spaces, and I 000 Subsidized RFTA passes for employees, visitors, and residents.IagNO w.nvrry.6mw,w O Im 1M/ 110 IM IDO0 IOM IW2 100.1 200. ION :'Iw Transit mew The Roaring Fork Transit Authority RFTA) provides regional transit service from Snowmass Village to Aspen and down valley to Silt and Rifle. The Snowmass Village shuttle o service currently operates 20 - 23 buses on eight fixed winter routes. Dial-a-Ride service 2 is available to remote locations and during off-hours. Extensive private transit is available originating both within Town and elsewhere and includes charter bus, hotel shuttles/courtesy vans and taxi/limousine services. Currently, Snowmass Village only has adequate storage facilities for 24 of their 28 buses. Because low temperatures create more wear and tear on diesel engines, all diesel buses should be stored inside to increase vehicle life. The potential impact of future development on traffic levels on Brush Creek Road creates the necessity to reduce dependence on personal vehicles and greatly increase s By request(call-in), now operated by High Mountain Taxi utilization of transit. While this change will allow Snowmass Village to achieve other economic objectives (e.g. diversify the range and type of retail offerings), it will also Figure 8.5 Existing Transit Ridership(RFTA and Shuttle)2006—2007 by Location Existing Transit Ridership (2006 and 2007 YTD) 7, F—O ransit Ridership uttle Routes E ROUTE 2 NTRf ROUTE LOT ROUTE4 I NLIAGEROIITEB I EL NLLMBE ROUTE6 m V LADE ROUTE e' RFTA t MELTON RANCH MORSE FOtC RC 8 E 8.657 i LflFTA-TOSV ROUTE 11 L,OIL& m Q RFTA.TOSVShulde8us Stops EAverage Monthly Ridership e O 21,US r . „ u..^ cav" e a a m ...7002 eai' e OWL RE£x R+ T 27,406 N Y'ailEl N UN I Y FI1N l.v m Q J Q_.KNYnr T 5 Maln 12.M RO N Q ransR Slallon O 6 5 i 1 O a eN•"L' s N trigger significant cost and service implications for both the Shuttle and RFTA. In addition to requiring a larger overall transit fleet, it will require agreement between the Town and RFTA as to allocation of routes, consideration of the type of vehicles that will best serve guest expectations, and substantially increased facilities for maintenance and storage of vehicles. Most day visitors will continue to enter Snowmass Village via Brush Creek Road, park at the Rodeo Grounds and transfer to Village shuttles. The major day skier parking area and transit center will be at the Town Park. With increased use of Owl Creek Road for commuting to and from Aspen, Two Creeks will be more important for parking day skiers. Transit is a primary transportation choice within Snowmass Village. Regional transit service is provided by RFTA, local service by the Town of Snowmass Village. Private transit is available from several providers. Improved transit centers and nodes will increase the effectiveness and attractiveness of transit by capturing more day- skiers, visitors and employees. Major RFTA and Snowmass Village transit centers include a redeveloped center at the Mall, and a new facility integrated into Base Village. Buses will typically end inbound trips and begin their outbound trips from the Mall. Access to the Mall will remain inbound via Brush Creek Road and outbound via Carriage Way. Base Village transit center has been designed as an integral element of the new Base Village development. The Base Village transit center has limited ability to queue passengers separately for uphill and downhill trips, sufficient bus bays to accommodate RFTA, Snowmass Village and private transit providers. Limited number of pedestrian trails and thoroughfares provide convenient links to surrounding properties and activities. The transit stop at the Snowmass Center should be significantly improved by locating new stops at the west end of Snowmass Center. It is important to separate the transit station and travel route-from private vehicle. An excessive amount of headway time is lost in the Snowmass Center to traffic congestion. Transit center improvements at the Mall, Base Village, Snowmass Center and Town Park should include comfortable access, egress and queuing, heated passenger waiting areas, information booths/kiosks, restrooms and adequate space for future transit services. RFTA and Snowmass Village services have identified these needs: Bus bay requirements are preliminary and do not include staging for vehicles in peak periods. Need for a specific number of bus bays will be refined as precise regional and local transit service is defined for each location. Table 8.3 Bus Bay Requirements by Transit Center TOSV RFTA Requirement Requirement Location Function s s Other Needs Mall TOSV 8-10 bus bays 5-6 bus bays 5 cabs, limos, DAR* RFTA Transit 4-6 private shuttles & 1 Service Area charter bus Base TOSV 4-6 bus bays 3-4 bus bays 4 cabs, limos, DAR Village RFTA Transit 4 private shuttles & 1 Service Area charter bus Snowmas TOSV shuttle 4-6 bus bays - 2 cabs, limos, DAR s Center stop 2 private shuttles Town TOSV shuttle 3-6 bus bays Brush Creek No service Park pick-up & Road stops drop-off area Two TOSV 2-4 bus bays 1-2 bus bays 2 cabs, limos, DAR Creeks RFTA shuttle 2 private shuttles pick-up & drop-off area DAR: Dial-a-Ride Beyond the year 2025, it will not be possible to build enough roads, or develop enough housing to meet demand. As future traffic increases to where LOS "D" is reached, further mass transit improvements will be needed, and the role of transit must be expanded. Snowmass Village will need to be flexible and take advantage of future transit technology opportunities. Bus Rapid Transit(BRT) improvements are being proposed for the Highway 82 corridor between Glenwood Springs and Aspen. Ideally, connecting service will be provided to Snowmass Village. It is recommended that the Village identify and acquire a right-of-way corridor/easement for accommodating future technologies between Highway 82 and the Town Core. More immediate transit improvements to consider include the use of larger 45 passenger buses from Highway 82 into Snowmass Village. Improvements to the Intercept lot at Highway 82 and increased service to the lot will make it an attractive park and ride for day skiers and employees. Parking Today the Town of Snowmass Village and the Aspen Skiing Company (ASC) jointly manage the use of public-access parking spaces. Vehicles using public-access parking must obtain a parking permit. At the Snowmass Center there are privately-owned public parking spaces that are not managed by either Snowmass Village or ASC. There are also 400 spaces at Brush Creek Road and Highway 82 (the Intercept Lot) that are owned by the Colorado Department of Transportation (CDOT) and managed by the Elected Officials Transportation Committee (EOTC). There are a total of 2,165 public-access parking spaces in Snowmass Village. The Town limits the use of public access spaces to 2,250 - The Numbered Lots are located adjacent to the West Village area. Parking in the Numbered Lots that is not used by the residents and guest of the West Village properties is used for resident-public access to the commercial retail and ski area. The Base Village development is also creating 375 spaces (not including residential) of structured parking to be used by village-residents, commercial patrons and day skiers. Under a Shared Use parking management plan, 200 day skier parking spaces are provided for in the parking structure. The Two Creeks lot is located at the base of the Two Creeks ski area portal and historically has been a paid parking lot. The Town Park is at the entrance to the Village on Brush Creek Road. Parking to date has been free at Town Park, and free shuttle transportation is provided to the Town Core. There are roughly 700 spaces at the Town Park and Two Creeks Lots. These two lots intercept vehicles traveling to Base Village and the West Village which reduces congestion in the Town. Employees of ASC have been relocated to parking in the Black Saddle Golf Course parking lot, although some provision for ASC employees (150 total) to park in the Number Lots has been provided to date. The parking capacity map illustrates that Town Park and Two Creeks Lots are at or exceed capacity during the ten busiest days. To successfully park more vehicles remotely, the size of these lots would need to be increased. The previous Comprehensive Plan parking cap of 2,250 parking spaces is being reached at times during peak season, and the rate at which this occurs for the day skier parking has become more frequent. The parking cap will be reached upon c 0 Figure 8.6 Existing Public Parking by Location m P Existing Public Parking:2007108 Ski Season c Sk,Lill. t Pn,k, LW Y,o .P ea.ve.r.U ia9e down of 6nawmnne NAe6e o np. zx.e ui 3 n o an.• n Ylo'eassRe. ..e' o Q ply,We t'.. rrntlr .. n..ri—ez,':A'eFK f A uwekrw..r.rA. .16 i MMV RpYN s e oNV- '; yO VYS ReYwf raL O M1m+11gYM B g M Iw 3 total puhl¢parkmp RRRY4IC 3 H spaces nvailenle In .lWOyia u Tewn for lh@ 200710! Rem•RRpYRR u OxopR a6 A° S s ki se•non..2,166 -0rM er•ne•e.r•vuM1P JbRmi R.R•eAnwfenom..00o di m•Dn.ea Rlq L• Imercepl Lol v w i 1 1 age parking structure in 2010. New development is still required to provide new on-site parking. Conversely, providing additional parking conflicts with the objective of reducing vehicular traffic through town. There is an opportunity now to shift the focus from parking "supply" to parking "demand." The demand for parking is affected by many factors, such as the convenience of the pedestrian environment, availability of transit, convenience of travel from remote parking, and transportation demand management (TDM). Strengthening Snowmass Village's fee-in-lieu program could provide funding to meet the parking demand while meeting its other objectives. Figure 8.7 Parking Occupancy vs. Capacity Per Lot By Average Season(left)and by 10 Busiest Days(right) 1z00 W 100D 06 zaa 350 01111 00 x6 4 600 zoa seoD150 toff w W 200 DS 50 0 0 Roaeo Black Sedde T.Creeks West Vlusge aaaevillege Rotlm It ek Saaao Too Corks •atr Capsolly NUnaerea lots PoM1ing Lot o NrgCp 1"13) oRemeieno Capacity A e Parking Los A occ Table 8.4 Private Parking Above Woodbridge Pedestrian Bridge Source:Snowmass Village Transportation and Planning Table 8.5 Departments Future Parking Supply i I a 1 r a1 +1Nsu mwb,,er ,.Hof L'ocatini', Furtua Sp`ac s,, TParklgCC4d5'r`1 Employee Housing 469 Town Core` 1,200 200 Mu10-Family Residences/Lodge/Hotel 1,241 Two Creeks 400 400 Commercial/Office 327 Rodeo Lot 650 650 Total 2,037 Total 2,250 1,250 Figure 8.8 Parking Space Distribution by Location Figure 8.9 Purpose of Trip!All Lots Business 101her Sightseeing Irlercepl Lot 1§% t h 0% Shopping101ning Work 0% 22% t West Village o0% A50 Msmlenence Basillry 1% twoCeets IS% Base ViUW 6% Qvide Lot 1% Recreation Black SaCCIe 77% Clubhouse 6% Service and Delivery The ability of commercial delivery vehicles to move about and load and unload items is not meeting the,needs of users. Adequate delivery facilities have not been developed, especially in the Mall /West Village area. Mall transit and parking redevelopment plans should accompany improvements to commercial delivery functions. Commercial delivery functions should be comprehensively analyzed, including a complete assessment of delivery functions on Daly and Elbert Lane. Base Village and other areas of new development should effectively accommodate and integrate necessary commercial delivery. Pedestrian Linkaees Pedestrian linkages between housing, destination / activity areas, parking lots and transit stops are essential to convenient movement and effective transportation systems. In Snowmass Village, existing pedestrian links serve mostly recreational uses and link them to residential, lodge and parking areas. Some non-recreational links connect other areas but are incomplete. Where there are no sidewalks or paths, pedestrians are forced to walk on narrow roadway shoulders. The linkages between employee housing, Snowmass Center and the Mall are particularly inadequate. The significant distances and large grade changes in the Town Core make pedestrian trips difficult and increase vehicle trips. Improved pedestrian connections that include designated crosswalk between the Mall, the new Base Village and Snowmass Center may reduce automobile trips. Enforcement of the right-of-way of the pedestrian in a crosswalk to give them priority should be studied. The success of the transportation plan will rely in part on the pedestrian linkages between housing, activity centers, transit stations and stops. The Mall, Base Village and Snowmass Center are key locations to link; however, there are extensive grades to overcome. Improved pedestrian connections may include sidewalks, bridges and people movers. The Town Core area should be intensively developed as a pedestrian district. In addition, both Daly and Elbert Lanes should be modified to improve pedestrian circulation and limit automobile use. Appendix —Chapter 9, Employee Housing Existing Conditions and Guiding Principles Types of Employee Housing (seefootnotel) a. Long-Term Rentals Long term rentals meet the needs of people of all ages and household types. It requires more square footage, personal storage space,parking and neighborhood green space than single-season housing. Public transportation is important, though not as critical as for single-season housing. The Town currently manages approximately 247 long-term rental units. b. Deed-Restricted Sales Units Deed- restricted sales units serve employees with a long-term commitment to the community and should not be mixed in the same building with rental employee housing. They are ultimately governed by individual homeowners associations and supported by Town authority and resources to enforce housing requirements. Square footage, storage, parking and green space needs are equal to or greater than those of long-term rentals. The Town currently manages approximately 127 deed-restricted sale units. c. Emplovee-Occupied Free-Market Housing There are approximately 150 free-market, dedicated but legally unrestricted employee dwelling units in the Town today. These units include employer-provided housing in multi-family and lodge dwelling units. Additionally, there are approximately 50 accessory and caretaker units in single-family homes. In addition, an estimated 210 free- market single-family homes and condominiums house many management workers and business owners, or are shared rentals by Village employees. Free-market units contribute to employee-housing needs although the Town may lose this unregulated employee housing stock as properties are re-sold. d. Single-Family Housink There are currently 774 free-market single-family units and 35 employee-restricted single-family units, for a total 809 units. Another 29 employee units have been approved at Rodeo Ranch but are unbuilt. Existing employee units are located at the Crossings at Horse Ranch subdivision and range in size from 1950 to 2400 square feet. There are 202 approved free-market single-family home sites that remain undeveloped. Approximately 112 free-market SFR units remain undeveloped. e. Duplexes Snowmass Village has one duplex subdivision located in Ridge Run I, containing 15 duplex lots (30 units), all free-market units. f. Multi-Family Housing 1 Source: 1998 TOSV Comprehensive Plan and Working Draft: Key Housing Measures, 4/13/08. Snowmass Village has 2,903 multi-family units, of which 483 units are hotel rooms, 1,811 are free-market units and 610 are restricted or dedicated employee units. Permanent residents occupy 13 percent of the free-market multi-family units. Multi- family employee units range from studios to three bedrooms. The majority of the multi-family employee housing is located in the Upper Village. g. Other Current and Future Providers Other providers of employee housing include: Pitkin County(30 deed-restricted owner units at Fairway 3), Aspen Ski Company(68 units at Club Commons), the Fire House, Anderson Ranch and the Water& Sanitation District (a total of 35 units; includes a small number of other scattered units). Approved-but-unbuilt employee units include: 29 single-family and 45 multi-family(including 26 at the new Base Village). h. Single Season Housing(The Town does not currently provide any single-season housing) This housing option is generally more attractive to younger, single people who are new to the area. Conventional apartment-type housing(studios, one-bedrooms and shared two- bedrooms) is more desirable than dormitory style housing. Provisions must be made for resident vehicles and some personal storage. Accessibility to public transportation is a crucial to this type of housing. Current Housing Needs (see footnote 2) Based on the 2008 Snowmass Village employee housing survey, of the 1,780 in commuters during the peak winter season, approximately 33 percent are renters who would prefer to live closer to work. Assuming 2 workers per household, this yields a demand for approximately 294 units, of which all would need to be subsidized. This demand includes both year-round and seasonal housing(estimated at 50 percent each). Additionally, approximately 50 employee housing units would be needed to accommodate unmet housing demand associated with unfilled jobs in Snowmass Village. In addition, based on development that has been approved but not yet built, there is a potential demand for approximately 106 more units (excluding employees required to be housed by Base Village developers). In the longer term, there is a potential need for approximately 274 more units to make up for the potential loss of unrestricted employee housing units, and the conversion of employee-occupied free-market units to second homes or retiree housing. Allowing employees to retire and continue to live in restricted units reduces the existing housing supply by an additional 36 units. Over the long-term, in the categories described above, there is a potential need for approximately 580 units, of which at least 50 percent could be attributed to year- round employees. 2 Source: Snowmass Housing Overview, 5/19/08 Town Council Meeting, RRC Associates. Free-Market& Housing Costs (see footnote 3) In 2007, the median sales price of a single-family home in Snowmass Village was 3.96 million ($950,000 for multi-family housing). In Carbondale, the median single-family home price was $589,784 ($375,950 for multi-family housing), and 229,650 in Parachute($189,800 for multi-family housing). In 2007, the average wage per job in Snowmass Village was $23,000, in Carbondale it was $35,000, Parachute it was $47,000. The Snowmass Village average wage that would support purchasing a free-market home is approximately$65,000. Even assuming a substantial increase in wages, it is evident that most permanent residents in the Roaring Fork Valley cannot afford to purchase free-market units in Snowmass Village. These figures make clear why Snowmass Village workers are commuting from further and further away. Although a significant number of residential units have been constructed in Snowmass and the Roaring Fork Valley in the past few years, most of those units are priced for upper-income buyers. Reasonably priced housing in Snowmass Village and within the Roaring Fork Valley for low and middle-income households is extremely difficult to find. From 2005 to 2007 less than 1 percent of the inventory on the market was affordable to an average Snowmass wage earner. Although Aspen, Pitkin County and Snowmass Village have made a significant effort to provide affordable housing, there is still a significant unmet demand. Existing Development Mitigation Requirements Snowmass Village requires employee-housing mitigation from new development with a winter housing impact. Requirements are based on job generation rates for different land uses. A formula determines how much restricted housing square footage will mitigate the development's impact. Snowmass Village can determine that a cash-in- lieu fee equal to the cost of providing restricted employee housing is more appropriate. As a result of significant employee housing contributions, the Snowmass Land Company currently has approximately 150,000 square feet of housing mitigation credit that can be applied to future development. Synopsis of Public Input In general, the most prevalent public comments focused around the following objectives: Attain to house 45% to 65% of Snowmass workers in town, Include housing for all economic levels of workers (not just the lowest income levels), Provide housing for year-round employees, Keep accurate data about the status of employee housing in Snowmass Village, and Keep an accurate assessment of the housing need in Snowmass Village. 3 Sources: Notes RE: Comprehensive Plan Update/Snowmass Village, czbllc, 1/31/2008; Land Title Aspen; Garfield County Assessor's Office. While discussing community issues with stakeholder groups, the lack of affordable housing for current and potential employees was repeated multiple times as a limitation to providing adequate services. These positions include services provided by firefighters, emergency medical technicians, police officers, day care providers, town staff, snow plow drivers, and town administrators. 0 JONAL copy ATTACHMENT FOR ITEM NO . 6 ON THE MARCH 16 , 2009 TOWN COUNCIL MEETING AGENDA RECEIVED Country Club Townhomes VAR () 5 2009 Minor Amendment of the Final PUD - SnunitV oevelopCommunitymentSnowmassClubPUDParcelOne 1. y L l Green Line Architects Lamont Planning Services, LLC David J Myler 65 N. 4th St.Ste 5 725 Melissa Lane The Myler Law Firm Carbondale, CO 81623 Carbondale, CO 81623 211 Midland Ave.Ste 201 Basalt, CO 81621 Country Club Townhomes Minor Amendment of the Final PUD — The Snowmass Club PUD Parcel One 1. General Data Requirements Date: March 2009 Name of Owner: Country Club Townhomes Corporation Address: PO Box 6159,Snowmass Village,CO 81615 Phone: 923-4944 Name of Applicant: Country Club Townhomes Corporation Address: PO Box 6159,Snowmass Village,CO 81615 Phone: 923-4944 Address/Location of Property: Snowmass Club PUD/Subdivision 2. Existing Condition Information Original PUD Approval Date: 1980 Present Zoning: PUD Lot Area (sq. ft.): 1,193.867 Building Setbacks (ft.): Site specific PUD plan Allowable Floor Area Ratio per Zoning or PUD Plan: .75:1 (Multi-Family) Square Footage of All Areas Calculated as Floor Area by LUC: 247,460 or.21:1 FAR Square Footage of Exempted Areas: none Existing Building Height; 32 feet Number of Parking Spaces and/or Parking Space/Bedroom Ratio: 1.28:1 Percent Open Space: 83% 3. Proposal Data Zoning (if requesting change): Multi-Family Proposed Building Setbacks: Per approved PUD plan Proposed Floor Area Ratio: .22:1 Proposed Total Square Footage of Improvements: 5.183 square feet of minor additions& 9.660 sq. ft. of lofts Proposed Square Footage of Exempted Areas: none Proposed Building Height: 32 feet Proposed # of Parking Spaces and/or Parking Space/Bedroom Ratio: 1.28:1; 1:1 if all converted lofis became legal bedrooms Proposed Percent Open Space: 83% 4. General Description of Proposed Amendments A. Introduction The Board of Managers of the Country Club Townhomes is pleased to submit this minor amendment of the final PUD application which seeks to amend the Snowmass Club Planned Unit Development plan as Application- March 2009 Page 1 Country Club Townhomes Minor Amendment of the Final PUD-Snowmass Club PUD it relates to the Country Club Townhomes, Parcel One. The purpose of this application is to provide a snap shot of the existing conditions of the property today as the project has evolved overtime since the original 1980 approval and identifies small areas of individual units appropriate for future expansions. file minor amendment seeks a universal approval for those improvements so individual property owners may construct these additions at their own pace. The Town staff desires to review minor improvements within the context of the whole project and does not support a piece meal approach to amendments to the PUD. The staff has also requested that the project be rezoned to multi-family to better reflect the existing land use of the property. When the Snowmass Club PUD was reviewed there was no underlying zone district in place. As part of this application other minor items are addressed such as conversion of loft space, first floor decks and porches, and the Board's design review process. The Board looks forward to discussing all these matters with the Town Council members. B. General Overview The Country Club Townhomes (CCTH) is located within the Snowmass Club Planned Unit Development (PUD) surrounded by the golf course located between Owl Creek Road and Brush Creek Road. The project was approved in 1980 as part of the Snowmass Club PUD and Subdivision. The project was built in phases and the last phase was completed in 1989. Ninety-four individual townhomes were approved and today 90 physical units exist because eight units were combined into four units. Six units were combined into three units at the time of initial construction and two more units were combined into one unit in the early 1990s. However, only the unit that was combined in early 1990's could be separated back into two units because the condominium plat was not amended to reflect the combined configuration. The three earlier combinations were reflected as one unit on the recorded condominium plat. There have been no further requests to combine units and the Board of Managers does not have an explicit policy against combining units. Currently 79 units are free market units and 1 I dwelling units are deed restricted units for employees and residents of Snowmass Village. Over time individual owners have slightly modified their townhomes. Ground floor decks and porches (this does not include second floor decks or at grade patios) have been expanded, lofts have been improved as living space and in two instances crawl spaces have been improved. In addition, the CCTH recently approved and began the process of exterior upgrades of color and materials of all units. The upgrades replaced old and dilapidated materials and added a current look to the exterior but did not expand the footprint of individual units or add new units. During CCTH discussions regarding these exterior upgrades several homeowners explored the potential to add a small amount of extra square footage to their units. These minor additions, a small enclosure at the front door and a small addition at the back of a unit, will take advantage of existing overhangs. The additions will not detract from the variety in design of the building's elevations or impinge upon neighbor site lines or useable outdoor space. Due to the specific configuration of the deed restricted units there is no opportunity to expand these units with minor additions. However, lofts are part of the living space in the deed restricted units and most lofts have been improved in these units similar to the free market units. Application- March 2009 Page 2 Country Club Townhomnes Minor Amendment of the Final PUD-Snowmass Club PUD The applicant has been directed by the Town of Snowmass Village Building and Planning staff to prepare a minor amendment of the final Snowmass Club PUD thus creating a broad approval for individual homeowners to use when they want to construct their minor additions. Staff indicated that any increase in overall square footage of the project even minor increases to individual units must be considered comprehensively so staff and the CCTH can evaluate the total impact to the project. The staff also requested that the CCTH seek a rezoning of the property to multi-family. This application outlines the existing conditions of the project (including use of lofts, upgrades to crawl spaces and expansions of first floor decks and porches), identifies all proposed improvements, and a design review process that ensures staff that the Board of Managers approve of home owner upgrades which individual homeowners can pursue within their own timeframe. The application documents the overall impact of the proposed improvements and demonstrates how ultimate build out will minimally affect the design and character of the project while enhancing individual properties. This application not only benefits the CCTH homeowners by creating a framework within which minor improvements can be considered, it also addresses many concerns expressed by the Town staff particularly related to public safety issues. As residents have utilized their available space some enhancements were completed without the benefit of building permits. Lofts that were originally intended for storage have been converted into living space. Acknowledgment of the converted space and adding that as "approved" living space should encourage residents to address safety issues related to the loft space. The Town staff is often requested, by individual homeowners, to approve deck expansions or minor increases in living space. Requests are made in a piece meal fashion and the overall impact to the project is rarely evaluated. This application provides site specific detail of future expansion potential and calculates the potential increase in size and square footage for the whole project. C. Existing Conditions— The project is undergoing a significant face lift. New exterior materials are being applied and new colors are being added to the exterior design palette. No new bedrooms or units are being added as part of this upgrade. The following describes the existing conditions: 1. Parcel: 1,193,867 square feet or 27.4 acres 2. Existing Square Footage: 247,460 square feet calculated floor area (includes garages) 3. Existing Square Feet of Open Space: 989,421 4. Free Market Units: 80 units (two units are combined into 1 but could be separated) 5. Deed Restricted Units: 1 I (units 4, 5, 18, 19, 25, 26, 28,29, 59, 60, 62) 6. Maintenance Building: 1,487 square feet 7. Bedrooms: 253 8. Parking Spaces: 323 9. Parking Ratio: 1.28:1 parking spaces/bedroom D. Proposed Amendment The following section of this application describes the various amendments that are being proposed in this application. Application- March 2009 Page 3 Country Club Townhomes Minor Amendment of the Final PUD-Snowmass Club PUD I. tl1inorAdditions- As part of recent upgrades to the exterior of the project the potential to add minor additions to some of the units became apparent. These proposed additions would not significantly alter the original design of the buildings or extend into common element. These minor additions can be added in two very specific locations in most units: at the front door underneath an overhang and in the back of the unit underneath an overhang. These minor additions will greatly improve the antiquated living space of most units. According to some original homeowners, when the units were originally designed the interior layout was not done well so even a small addition of 30 square feet will create a more comfortable living space; space that works better and is more efficient. Seventy units have the correct configuration for these additions. The size of the addition will depend upon the specific unit however the smallest amount of square footage that could be added is 25 square feet while the greatest amount is 152 square feet. If all potential units increased their living area as proposed in this application a total of 5,183 square feet would be added to the project. Please refer to, Attachment 1, for a chart of the existing square footage for each unit as well as the potential square footage that can be added. Attachment Il includes typical sketches of the proposed minor additions. In addition, a PUD Guide will be recorded that documents the existing square footage of the project and the potential square footage if all additions are realized. 2. Size of Decks - Currently the CCTH design review process allows first floor decks and porches not to exceed 15% of the size of the living space of the dwelling unit, which includes garages. However, over time many decks have expanded and exceed the 15% maximum. Please refer to Attachment 111, for a breakdown of the size of decks in the CCTH community. The Board of Managers intends to maintain the maximum percentage for first floor decks and porches at 15%. For those decks that are still over the required percentage, the Board of Managers will notify the owners of the non-conformity and if those decks are redesigned or a significant change to the deck is proposed then the deck must come into compliance with the 15% maximum. However, if a property owner simply seeks to repair or replace the deck material then the deck may be allowed to remain at the existing size but it cannot be expanded. For the purposes of this minor amendment and the CCTH design review process, definition of a "first floor deck or porch" is any first floor raised outdoor surface area that is not completely on grade which excludes slab on grade concrete patio or flagstone/cut stone that sits on the ground. Front porches, side porches and rear decks as well as stairs, have been included into the existing conditions calculations of the project for this minor amendment. Second floor decks have not been included into this calculation. In addition, the Board of Managers reserves the right to modify any deck expansions to ensure that adjacent neighbors and CCTH general common area are not impacted by proposed deck expansions. 3. Legalization of Lofts— I-oft space was originally designed for mechanical equipment and storage. However approximately 45 lofts out of 57 have been converted into living space with uses ranging from office space, TV room or Application- March 2009 Page 4 Country Club Townhomes Minor Amendment of the Final PUD-Snowmass Club PUD sleeping alcoves. Lolls are only found in Phases I and 2 ofthe project which includes all the (iced restricted units. The converted lofts range in size from 39 square feet to 290 square feet. Lofis are not considered part of the existing square footage for floor area purposes or living space for CCTH assessment purposes. There is it concern on the part of Town staff that converted lofts may pose safety risks. Therefore staff would like these conversions to become °confonning" with regard to building safety codes. In addition, legitimate lofts should be added to the square footage of the project for floor area and assessment purposes. In order to review and approve all the expansions that could occur in the CCTH, the applicant has calculated the total amount of loft space and added that total to the proposed square footage of the project and proposed floor area. Also, if all the lofts could be considered bedrooms the parking space/bedroom ratio becomes 1:1. As part of this minor PUD amendment the Board of Managers will notify all current homeowners with converted loft space that various safety requirements must be implemented in order to use loft space for anything other than mechanical equipment and storage. The Board of Managers will work with homeowners and staff to establish a feedback mechanism with the "Town staff to ensure that safety measures are implemented. However, it will be the responsibility of individual townhome owners to work with the Town's staff to identify those requirements and comply. 4. Use of Crawl Space— The crawl space is considered general common element intended for mechanical, utility equipment and storage for items such as hot water heaters. However two units that have improved crawl spaces do not comply with the PUD approval or CCTH policy. The Board of Managers will inform the homeowner that they are occupying General Common Element and that space is not for personal use. The Board of Managers will also provide notice that in the event the property is sold, the seller shall not represent that this is Limited Common Element for private use by the property owner. 5. PUDGuide- The approvals from this minor amendment of the final PUD will be incorporated into a "PUD Guide" that will identify the size and location of the minor additions including typical sketches for each unit type, approved materials and colors, detail the review process for a minor addition and other homeowner improvements, and stipulate the size of first floor decks and porches. It is intended that the PUD Guide will be used by the Board of Managers during the review of a development application and the Town Building and Planning staff when reviewing a building permit application. A clear and accurate PUD Guide and straight forward design review process should ensure that the Board of Managers and the staff are consistent when approving any improvements to property. A draft PUD Guide will be available for review prior to second reading of the Ordinance approving this minor PUD amendment. Application- March 2009 Page S Country Club Townhomes Minor Amendment of the Final PUD-Snowmass Club PUD 6. CCfFI Design Review Process- The CCTIi uses a design revicxv process to review various improvements to property. The Board of Managers will continue this process using the PUD Guide. In order to ensure compliance with the PUD on all levels the Board of Managers will also develop a procedure to accurately relay their findings to the Town staff. 7. Establishment of Nlulti-Family Zoning-The CCTH were approved as part of the Snowmass Club PUD and Subdivision. Development of the project was based upon the original PUD Plan and conditions of approval. The establishment of underlying zoning was not required at the time of approval. At that time, the PUD Plan constituted the zoning for the property. As part of this minor PUD Amendment, staff has requested that an underlying multi-family zone district be established. Accordingly, the Board of Managers requests that the underlying zoning of the Snowmass Club Planned Unit Development as it relates to the Country Club Townhomes, Parcel One be established as multi-family and that any and all allowed variation from that zone district are set forth in the proposed PUD Guide. Accordingly, this application for minor PUD amendment will be consistent with underlying zoning, and it is the understanding of the Board of Managers that the establishment of underlying zoning will not create any restrictions or limitations on the use and occupancy of Country Club Townhomes, including the anticipated modifications, beyond that which now exist pursuant to the Snowmass Club PUD. E. Review Standards 1. Rezoning- Per Section 16A-5-220(e) of the Land Use Code the following review standards shall apply: a. Consistent with Comprehensive Plan. The proposed amendment shall be consistent with the Town of Snowmass Village Comprehensive Plan. Response: The Town is in the process of updating their Comprehensive Plan however the 1998 Comprehensive Plan is still in effect. One of the goals of the 1998 plan: "determination of a critical mass and the development of a build-out chart with residential growth projections" are not compromised by this minor amendment because no new dwelling units are being added nor does the minor amendment affect the balance between deed restricted employee units and the free market units in the project. Therefore the critical mass as established in 1998 or projected growth for residential units will not be altered by this amendment. b. Consistent with the purpose of the zone district. The proposed amendment shall be consistent with the purpose of the zone district to which the property will be designated. Response: The existing land use of the property is multi-family townhomes and is consistent with the proposed multi-family zone district. In addition, the existing conditions and proposed improvements are consistent with the dimensional limitations of the multi-family zone district as illustrated in the following chart: Application-March 2009 Page 6 Country Club Townhomes Minor Amendment of the Final PUD-Snowmass Club PUD Chart I. Schedule of Dimensional Limitations HMM 3'Oq:ft fL/'27 acre t3 867 sq fl"•%r27=aie ' 50' et;by adopted' .UDT lam - el`ti'adopCed1PUDPIan; Setb fadop[ed E D_Plao 38' . 32 32' ii i Jill 256,V 83°/n,' 83%u .:'. . 0. Parking: parling re 8: 0 1 prof c 8 olal ro' c IM 41 U113111 AOft abed oom I. ee a ro m r—C$TrtctedIunn3M c. Compatibility with surrounding zone district and uses. The development permitted by the proposed amendment shall be compatible with surrounding zone districts, land uses and neighborhood character and shall result in a logical and orderly development pattern within the overall community. Response: The surrounding land uses are dense multi-family developments surrounded by large expanses of improved open space such as the golf course or unimproved open space buffers between the roads, various neighborhoods or nearby hillsides. In addition. Anderson Ranch Arts Center, the Snowmass Chapel and the activities related to the Snowmass Club are also in the neighborhood. Rezoning the property to multi-family does not alter the existing character of the CCTH community or the adjacent neighborhoods. d. Necessary circumstances. The applicant shall demonstrate that the following circumstances exist: i. Error. Response: There was no error associated with the original PUD review of the project. The property was developed based upon a site specific plan not an underlying zone district. Planned unit development review established the project's land use and dimensional requirements. ii. Changed conditions. There have been changed conditions affecting the subject parcel and the surrounding neighborhood and justify the proposed amendment: Response: The Snowmass Club PUD was approved in 1980. A base zone district was not in place when the project was reviewed and approved. This was standard procedure in Snowmass Village for the development of large projects. Today, it is staff's policy to apply standard zone districts to existing and future development establishing land use parameters and use a planned unit development overlay when necessary. Application - March 2009 Page 7 Country Club Townhomes Minor Amendment of the Final PUD-Snowmass Club PUD c. Convnunity need: NA 2. Minor Amendment of the Final PUD— Per Section 16A-5-3119(3) of the Land Use Code the following review standards shall apply: a. Consistent with original PUD. The proposed amendment shall be consistent with, or an enhancement of. the original PUD approval. Response: The proposed amendments do not increase the number of dwellings units that were originally approved or the foot print of the buildings. The amendments attempt to memorialize minor changes over time and enable some interesting design additions in a manner that does not affect the character of the community nor measurably alter the living space of the development. The additional square footage increases the floor area ratio of the project from 0.21:1 to 0.22:1 and the maximum allowed in the Multi-Family zone district is 0.75:1. b. No substantially adverse impact. The proposed amendment shall not have a substantially adverse effect on the neighborhood surrounding the land where the amendment is proposed, or have a substantially adverse impact on the enjoyment of land abutting upon or across the street from the subject property. Response: The minor additions are proposed underneath existing overhangs and as stated above do not increase the number of dwelling units in the neighborhood or the existing footprint of the buildings. Within the CCTH community there is 83%open space, as defined in the Land Use Code, and 17% of developed land. c. No change in character. The proposed amendment shall not change the basic character of the PUD or surrounding areas. Response: The fundamental site characteristics of the project, residential multi-family surrounded by a large expanse of open space, will not be compromised with these minor amendments. d. Comply with other applicable standards. The proposed amendment shall comply with the other applicable standards of this Division 3, PUD, including but not limited to Section 16A-5- 300(c), General Restrictions, and Section 16A-5-310, Review Standards. Response: Section 16A-5-300(c), General Restrictions: This minor PUD amendment application seeks a comprehensive approval to enable minor expansions of the existing townhomes and to provide a mechanism for the review of converted living space to ensure compliance with health and safety regulations. It is important for homeowners to make improvements to their property in a manner that complies with applicable building codes. The opportunity to quantify future expansions and gain approval for future improvements encourages homeowners to seek building permits when small residential upgrades are considered. In addition, the Town staff and CCTH Board can expeditiously approve site specific upgrades that are consistent with this approval. Application- March 2009 Page 8 Country Club Townhomes Minor Amendment of the Final PUD- Snowmass Club PUD This amendment is also consistent with Section 16A-5-300(c). General Restrictions because. the existing land use will remain the same — multi-fami1v residential: the maximum number of dwelling units will not be increased: no nexv bedrooms are being added unless loft space comply with health and safety criteria ; no new lots will be created: and the dimensional limitations of the project comply with the multi-family zone district. Section 16A-5-310, Review Standards: The minor amendment and the proposed improvements comply with the following standards of Section 16A-5-310: i. Consistency with Comprehensive Plan. The property owners of the Country Club Townhomes seek to upgrade their dwelling units without adding significant square footage or substantially changing the site design of the property. As stated in previous sections of this application the CCTH homeowners have recently invested in significant exterior upgrades to their buildings. These investments in the existing infrastructure are consistent with the Comprehensive Plan goal of creating a world class resort becoming one of the top five resorts in North America and revitalizing the community. The 2008 update of the Comprehensive Plan is still being drafted and has not yet been adopted. However improving the quality of the dwelling units without significantly increasing the size of the buildings or adding more dwelling units is consistent with one of the draft goals: to upgrade and expand the built environment. As housing prices continue to soar in the Village, homeowners are looking for viable methods to improve their existing homes and upgrade older projects. ii. Preservation of community character. The proposed amendments are minor in nature and will not change the community character of the Country Club Townhomes or negatively affect the community character of the neighborhood or the Town of Snowmass Village. iii. Creative approach. Construction of the CCTH project began the early 1980's. Utilization of living space has changed since this was first designed and built. The proposed amendments offer improvements to the floor plan of this older project without forcing owners to seek more drastic remedies such as demolition and reconstruction. For example, minor additions to a front entry will allow more efficient use of the space. The improvements do not encroach into existing open space, do not reduce the amount of land area between buildings, or encroach into the buffer around the golf course. The improvements are negligible when viewed from public community spaces. iv. Landscaping. Because the improvements are proposed for existing overhangs no landscaping is impacted other than minor planting areas next to buildings or adjacent to the front door. v. Development Evaluation Standards. All existing infrastructure and services that support the project will remain in place and do not need to be upgraded as a result of this application. Application - March 2009 Page 9 Country Club Townhomes Minor Amendment of the Final PUD-Snowmass Club PUD vi. Suitability for Development. The proposed improvements will not affect the topography of the site or anv natural features of the site. The open space and natural area of the site will remain untouched. vii.Adequate Facilities. The proposed improvements will not change how the project is served by town services. viii. Spatial Pattern. No new public services or the extension of existing services are required to service this project. ix. Phasing. The proposed improvements may be developed over time. The purpose of this minor amendment is to ensure and memorialize the amount of square footage that could be added to individual dwelling unit's overtime. The timing of improvements will be at the discretion of individual homeowners. 3. PUD Amendment Application Review Standards— Per the development application the Planning Commission and the Town Council must find: a. Circumstance relevant to the request have changed, or were unknown, since final planned unit development plan approval: Response: The CCTH property is almost 30 years old and, typical of older properties in Snowmass Village, facelifts and new design features are desired as living and design styles change. In addition, as residential real estate costs continue to escalate more property owners are attempting to maximize their existing living space. Conversion of loft space is not uncommon in Snowmass Village and the CCTFI seeks to legalize these conversions and provide a mechanism for homeowners to improve their units. The purpose of this amendment process is to facilitate those improvements in a manner that is consistent with the CCTH design guidelines and Town standards. b. The amendment will not increase any of the maximum limits or decrease any of the minimum limits established in Section 16-175 of the Code; Response: NA c. The proposal is consistent with the efficient development and preservation of the entire PUD and does not affect in a substantially adverse manner either the enjoyment of the land abutting upon or across the street from the property in question or the public interest; Response: Conversion and legalization of lofts will occur within the existing roof line. The minor additions will occur within the foot print of the building. The amount of open space that exists will not be compromised because no new units will be added and the footprint of the buildings will not be increased. Application- March 2009 Page 10 Country Club'rownhomes Minor Amendment of the Final PUD-Snowmass Club PUD d. The amendment. if&ra III ed. will not alter the essential character of the locality. Response: The CC H community is surrounded by open space and the golf course. These amendments will not affect the relationship between developed property and undeveloped property. Conclusion In summary the applicant seeks to: approve a minor amendment of the final PUD to increase the amount of square footage in the CCTH community from 247,460 square feet to 262,303 square feet; rezone the property to multi-family; and outline a process whereby lofts may be used for living space and become compliant with health and safety regulations; reiterate the size of first floor decks and porches; define a design review process; provide a current snap shot of the existing conditions of the Country Club Townhomes that the Board of Managers and staff can rely upon for future land use reviews and improvements. The Board of Managers look forward to working with the Town Building and Planning staff in this land use review process. ATTACHMENTS 1. Area Calculations II. "Typical Sketches III.Deck Area Calculations IV.Existing Floor Area, Proposed Floor Area and Open Space V. Parking Count Application- March 2009 Page 11 Country Club Townhomes Minor Amendment of the Final PUD-$nowmass Club PUD Phase 1 Area Calculations New Building Unit Number UnitType Existing SF Loft SF Front Ad SF Back Ad SF Total Ad SF Total SF 1 1 A 3266 178 48 0 48 3492 2 C 2446 99 22 48 70 2615 3 D 2574 170 48 36 84 2828 4 F 1566 93 0 0 0 1659 5 G 1889 133 0 0 0 2022 6 D 2554 176 54 36 90 2820 7 1 6 2942 247 1 48 0 48 3237 17237 1096 340 18673 2 8 A 3266 168 48 0 48 3482 9 C 2379 145 22 48 70 2594 10 D 2594 171 49 36 85 2850 11 B 2804 246 0 0 0 3050 11043 730 203 11976 3 12 B 2984 290 0 0 0 3274 13 C 2379 181 22 48 70 2630 14 D 2554 174 49 36 85 2813 15 B 2942 255 48 0 48 3245 10859 900 203 11962 4 16 A 3266 164 48 0 48 3478 17 C 2379 122 22 48 70 2571 18 G 1864 225 0 0 0 2089 19 G 1864 141 0 0 0 2005 20 D 2554 161 49 36 85 2800 21 D 2554 163 54 36 85 2802 22 A 3266 142 0 0 0 3408 17747 1118 288 19153 5 23 B 2942 289 48 0 48 3279 24 C 2379 124 22 48 70 2573 25 G 1864 119 0 0 0 1983 26 F 1566 90 0 0 0 1656 27 F 1566 91 0 0 0 1657 28 F 1566 90 0 0 0 1656 29 F 1566 89 0 0 0 1655 30 B 2942 254 48 0 48 3244 16391 1146 166 17703 Phase 1 Total 73, 277 4989 1 1, 200 79466 March 2009 Page 1 Phase 2 Area Calculations New Building Unit Number UnitType Existinq SF Loft SF Front Ad SF Back Ad SF Total Ad SF Total SF 6 31 A 3345 155 0 0 0 3500 32 D 2554 154 48 36 84 2792 33 C 2379 150 22 48 70 2599 34 C 2379 157 22 48 70 2606 35 B 2992 220 48 0 48 3260 13649 836 1 272 1 14757 7 36 B 2992 253 48 0 48 3293 37 D 2554 174 48 36 84 2812 38 D 2554 166 54 36 90 2810 39 C 2379 143 22 30 52 2574 40 A 3266 140 48 0 48 3454 13745 876 322 14943 8 41 B 2992 259 48 0 48 3299 42 D 2554 164 48 36 84 2802 43 B 2992 246 48 0 48 3286 8538 669 180 9387 9 44 B 2992 254 48 0 48 3294 45 D 2574 163 54 36 90 2827 46 C 2379 1 139 22 48 70 2588 47 D 2554 162 48 36 84 2800 48 C 2379 129 22 48 70 2578 49 A 3343 147 48 0 48 3538 16221 994 410 17625 11 58 B 2992 249 48 0 48 3289 59 G 1864 181 0 0 0 2045 60 G 1864 146 0 0 0 2010 61 F 1566 109 0 0 0 1675 62 F 1566 147 0 0 0 1713 63 F 1566 120 0 0 0 1686 64 D 2554 176 48 36 84 2814 65 A 3266 169 48 0 48 3483 17238 1297 180 18715 Phase 2 Total 69, 391 4, 672 1, 364 75, 427 March 2009 Page 2 Phase 3 Area Calculations New Building Unit Number UnItType Existing SF Loft SF Front Ad SF Back Ad sF Total Ad SF Total SF 10 50 A3s 3203 0 55 0 55 3258 51 83s 2655 0 75 0 75 2730 52 C3s 2003 0 30 0 30 2033 53 C3s 2003 0 30 0 30 2033 54 63s 2655 0 75 0 75 2730 55 A3s 3215 0 55 1 0 55 3270 15734 0 320 16054 12 66 A3n 3314 0 32 72 104 3418 67 B3n 2585 0 49 35 84 2669 68 B3n 2585 0 49 35 84 2669 69 A3n 3311 0 80 72 152 3463 11795 0 424 12219 13 70 A3n 3290 0 80 72 152 3442 71 B3n 2585 0 49 48 97 2682 72 63n 2585 0 49 48 97 2682 73 A3n 3307 0 80 72 152 3459 11767 0 498 12265 14 74/ 75 A/ B3s 5920 0 0 0 0 5920 76 C3s 2045 0 25 0 25 2070 77 C3s 2003 0 0 0 0 2003 78 B3s 2655 0 28 0 28 2683 79 A3s 3203 0 25 48 73 3276 15826 0 126 15952 Phase 3 Total 55, 122 0 1, 368 56, 490 March 2009 Page 3 Phase 4 Area Calculations New Building Unit Number UnItType Existing SF Loft SF Front Ad SF Back Ad SF Total Ad SF Total SF 15 80 Ain 3301 0 80 0 80 3381 81 Ban 2585 0 49 48 97 2682 82/ 83 B/ C3n 4915 0 48 36 84 4999 84 C3n 2163 0 0 0 0 2163 85 A3n 3284 0 80 72 152 3436 16248 0 413 16661 16 86 A4s 3544 0 0 48 48 3592 87 B45 2723 0 60 44 104 2827 88 A4s 3406 0 36 48 84 3490 9673 0 236 9909 17 89 A4s 3359 0 60 48 108 3467 90/ 91 Cos 4413 0 36 50 86 4499 92 A4s 3359 0 60 48 108 3467 11131 0 302 11433 18 93 A4s 3359 0 60 48 108 3467 94/ 95 Cos 4413 0 36 48 84 4497 96 A4s 3359 0 60 48 108 3467 11131 0 300 11431 ase 4 Total Total Area Calculations New Existing SF Loft SF Add. SF Total SF Phase 1 Total 73, 277 4, 989 1, 200 79, 466 Phase 2 Total 69, 391 4, 672 1, 364 75, 427 Maintenance Bldg 1, 487 0 0 1, 487 Phase 3 Total 55, 122 0 1, 368 56, 490 Phase 4 Total 48, 183 0 1, 251 49, 434 Grand Total 247, 460 9, 661 5, 183 262, 304 note: " Existing SF" INCLUDES garage area March 2009 Page 4 ATTACHMENT I1 - TYPICAL SKETCHES i i i I I II I 8,_0° 48.00 sqi, `o I I I Type A I I I •` L r t I Unit A - 1 Plan Country Club Townhomes-PUC Guide Attachment 11 - March 2009 Page 1 ADDED AREA g Unit A - 1 Front Elev. V13" = r-0° Country Club Townhomes- PUD Guide Attachment 11 - March 2009 Page 2 BLf I I rL3 X,foal J ll \ I I l I V4 8 M Type B Unit B-1 Plan tra° = r_o° Country Club Townhomas-PUD Guide Attachment 11 - March 2009 Page 3 A5 MMT;i 5 LILLIBREILIE1 n woEO utEw U Unit B - 1 Elevation 119•• _ 1,-0- Country Club Townhomes.PUS Guide Attachment 11 - March 2009 Page 4 I Type C I 36.00 sgft-a' Unit C - 1 Plan V8" = 1*-0" Country Club Townhomes- PUD Guide Attachment 11 - March 2009 Page 5 r LIFF ADDEDAREA a Unit C - 1 Front Elev. 1:8- = r-0° Country Club Townhomes- PUD Guide Attachment 11 - March 2009 Page 6 ADDED AREAYi Unit C - 1 Back Elev. ve° = r-o° Country Club Towihomes- PUQ Guide Attachment 11 - March 2009 Page 7 441 Ill 48.00 sq k Type D 1""-0" 36.00 sq ft Unit D - 1 Plan 1/8° = r-o° Country Club Tonnhomes-PUD Guide Attachment 11 — March 2009 Page 8 5 nooeoAREA Unit 0 - 1 Front Elev.us° = r-o° Country Club Townhomes-PUC Gwde Attachment 11 - March 2009 Page 9 w T AREA 1 ryM1 y Unit D - 1 Back Elev. Val, = r-0° Country Club Townhomes-FUC Gu,Ce Attachment 11 - March 2009 Page 10 ATTACHMENT IIT - Deck Area Calculations Phase 1 Deck Area Calculations Exist. Building Unit Number Unit Type Existing SF Deck Area Deck 1 1 A 3266 530 16.2% 2 C 2446 335 13.7% 3 D 2574 295 11.5% 4 F 1566 221 14.1% 5 G 1889 273 1 14.5% 6 D 2554 257 10.0% 7 B 2942 431 14.7% 17237 2341.6 13.58% 2 8 A 3266 885 27.1% 9 C 2379 333 14.0% 10 D 2594 476 18.4% 11 B 2804 645 23.0% 11043 2339.26 21.18% 3 12 B 2984 544 18.2% 13 C 2379 412 17.3% 14 D 2554 418 16.4% 15 B 2942 649 22.1% 10859 2023.1 18.63% 4 16 A 3266 650 19.9% 17 C 2379 376 15.8% 18 G 1864 247 13.3% 19 G 1864 256 13.7% 20 D 2554 443 17.3% 21 D 2554 482 18.9% 22 A 3266 1008 30.9% 17747 3461.6 19.510/0 5 23 B 2942 486 16.5% 24 C 2379 445 18.7% 25 G 1864 327 17.5% 26 F 1566 116 7.4% 27 F 1566 206 13.1% 28 F 1566 203 13.0% 29 F 1566 203 13.0% 30 B 2942 399 13.6% 16391 2385.0 14.55% Phase 1 Total 73,277.0 12,550.6 17.1% note: "Existing SF" INCLUDES garage area March 2009 Page 1 Phase 2 Deck Area Calculations Exist. Building Unit Number Unit Type Existing SF Deck Area Deck 6 31 A 3345 853 25.50% 32 D 2554 485 18.99% 33 C 2379 487 20.49% 34 C 2379 392 16.47% 35 B 2992 665 22.22% 13649 2882.03 21.12% 7 36 B 2992 578 19.33% 37 D 2554 440 17.24% 38 D 2554 592 23.19% 39 C 2379 388 16.29% 40 A 3266 452 13.84% 13745 2450.9 17.83% 8 41 B 2992 551 18.43% 42 D 2554 491 19.21% 43 B 2992 455 15.20% 8538 1496.61 17.53% 9 44 B 2992 578 19.33% 45 D 2574 441 17.12% 46 C 2379 472 19.86% 47 D 2554 505 19.77% 48 C 2379 493 20.70% 49 A 3343 613 18.35% 16221 3102.3 19.13% 11 58 B 2992 474 15.85% 59 G 1864 287 1S.39% 60 G 1864 254 13.63% 61 F 1566 230 14.67% 62 F 1566 228 14.56% 63 F 1566 233 14.88% 64 D 2554 391 15.32% 65 A 3266 660 20.21% 17238 2757.15 15.990/0 Phase 2 Total 69,391 12,689 18.29% note: "Existing SF INCLUDES garage area March 2009 Page 2 Phase 3 Deck Area Calculations Exist. Building Unit Number Unit Type Existing SF Deck Area Deck 10 50 A3s 3203 523 16.33% 51 B3s 2655 453 17.06% 52 C3s 2003 312 15.58% 53 C3s 2003 45 2.25% 54 133s 26S5 559 21.05% 55 A3s 3215 672 20.90% 15734 2564 16.30% 12 66 A3n 3314 737 22.24% 67 B3n 2585 32 1.24% 68 B3n 2585 30 1.16% 69 A3n 3311 1 526 15.89% 11795 1325 11.23% 13 70 A3n 3290 43 1.31% 71 B3n 2585 32 1.24% 72 B3n 2585 346 13.38% 73 A3n 3307 54 1.63% 11767 475 4.39% 14 74/75 A/B3s 5920 1045 17.65% 76 C3s 2045 431 21.08% 77 C3s 2003 25S 12.73% 78 63s 2655 304 11.45% 79 A3s 3203 631 19.70% 15826 2666 16.52% Phase 3 Total 55,122 7,030 12.75% note: "Existing SF" INCLUDES garage area March 2009 Page 3 Phase 4 Deck Area Calculations Exist. Building Unit Number Unit Type Existing SF Deck Area Deck 15 80 A3n 3301 508 15.39% 81 B3n 2585 400 15.47% 82/83 B/C3n 4915 724 14.73% 84 C3n 2163 284 13.13% 85 A3n 3284 570 17.36% 16245 1 2486 15.30% 16 86 A4s 3544 467 13.18% 87 B4s 2723 63 2.31% 88 A4s 3406 83 2.44% 9673 613 6.34% 17 89 A4s 3359 80 2.38% 90/91 C4s 4413 31 0.70% 92 A4s 3359 156 4.64% 11131 267 2.40% 18 93 A4s 3359 81 2.41% 94/95 C4s 4413 36 0.82% 96 A4s 3359 152 4.53 11131 269 2.42% Phase 4 Total 48,183 3,635 7.54% note: "Existin SF" INCLUDES ara a area March 2009 Page 4 ATTACHMENT IV - Existing Floor Area, Proposed Floor Area & open Space Calculations Existing Floor Area Calculations EXISTING BUILDING FLOOR AREA PHASE 1 17237 2 11043 3 10859 4 17747 5 16391 73277 PHASE 6 13649 7 13745 8 8538 9 16221 11 17238 69391 MAINT. BLDG 1487 PHASE 3 10 15734 12 11795 13 11767 14 15826 55122 PHASE 15 16248 16 9673 17 11131 18 11131 48183 TOTAL:247,460 SQ FT EXISTING SITE AREA FLOOR AREA FAR 1,193,867 247 460 20.73% note: "Existing Floor Area" INCLUDES garage area March 2009 Page 1 Proposed Floor Area Calculations EXISTING Existing Proposed BUILDING FLOOR AREA Loft Area new area PHASE 1 1 17237 1095 340 2 11043 730 203 3 10859 900 203 4 17747 1118 288 5 16391 1146 166 73277 4988 1200 PHASE 2 6 13649 836 272 7 13745 876 322 8 8538 669 180 9 16221 994 410 11 17238 1297 180 69391 4672 1364 MAINT. BLDG 1487 PHASE 3 10 15734 0 320 12 11795 0 424 13 11767 0 498 14 15826 0 126 55122 0 1368 PHASE 4 15 16248 0 413 16 9673 0 236 17 11131 0 302 18 11131 0 300 48183 0 1251 New Total TOTAL: 247,460 9660 5183 262,303 PROPOSED PROPOSED SITE AREA FLOOR AREA FAR 1,193,867 262,303 21.97% note: "Existing Floor Area" INCLUDES garage area March 2009 Page 2 Open Space Calculations DEVELOPED BUILDING AREA PHASE 1 1 13870 2 11018 3 10924 4 15026 5 13155 63993 PHASE 2 6 11889 7 11202 8 6980 9 13244 11 13269 56584 MAINT BLDG 1487 10 12463 PHASE 3 12 9216 13 8798 14 12783 43260 PHASE 4 15 12741 16 8614 17 8755 18 9012 39122 TOTAL: 204,446 OPEN SITE AREA DEV. AREA SPACE L1,193,867 204t446 1 82.88% March 2009 Page 3 ATTACHMENT V - Parking Count Phase 1 Parking Chart Building Unit Number Unit Type # Bedrooms # Parkin 1 1 A 3 4 2 C 2 2 3 D 3 2 4 F 2 2 5 G 3 2 6 D 3 2 7 B 3 4 6 Guest Overflow 19 24 2 8 A 3 4 9 C 2 2 10 D 3 2 11 B 3 4 5 Guest Overflow 11 17 3 12 B 3 4 13 C 2 2 14 D 3 2 15 B 3 4 3 Guest Overflow 31 15 4 16 A 3 4 17 C 2 2 18 G 3 2 19 G 3 2 20 D 3 2 21 D 3 2 22 A 3 4 6 Guest Overflow 20 24 5 23 B 3 4 24 C 2 2 25 G 3 2 26 F 2 2 27 F 2 2 28 F 2 2 29 F 2 2 30 B 3 4 4 Guest / Overflow 19 24 Phase 1 Total 80 104 March 2009 Page 1 Phase 2 Parking Chart Building Unit Number Unit Type # Bedrooms # Parkin 6 31 A 3 4 32 D 3 2 33 C 2 2 34 C 2 2 35 B 3 4 4 Guest Overflow 13 18 7 36 B 3 4 37 D 3 2 38 D 3 2 39 C 2 2 40 A 3 4 6 Guest Overflow 14 20 8 41 B 3 4 42 D 3 2 43 B 3 3 3 Guest Overflow 9 12 9 44 B 3 4 45 D 3 2 46 C 2 2 47 D 3 2 48 C 2 2 49 A 3 4 5 Guest / Overflow 16 21 11 58 B 3 4 59 G 3 2 60 G 3 2 61 F 2 2 62 F 2 2 63 F 2 2 64 D 3 2 65 A 3 4 5 Guest Overflow 21 25 Phase 2 Total 73 96 March 2009 Page 2 Phase 3 Parking Chart Building Unit Number Unit Type # Bedrooms # Parkin 10 50 A3s 3 4 51 133s 3 2 52 C3s 2 2 53 C3s 2 2 54 63s 3 2 55 A3s 3 4 3 Guest Overflow 16 19 12 66 A3n 3 4 67 B3n 3 2 68 63n 3 2 69 A3n 3 4 12 12 13 70 A3n 3 4 71 B3n 3 2 72 B3n 3 2 73 A3n 3 4 12 12 14 74/75 A/B3s 5 6 76 Cis 2 2 77 C3s 2 2 78 133s 3 2 79 A3s 3 4 0 Guest / Overflow 15 16 6 Guest Overflow Phase 3 Total 55 65 March 2009 Page 3 Phase 4 Parking Chart Building Unit Number Unit Type # Bedrooms # Parkin 15 80 A4n 3 4 81 Bon 3 2 82/83 B/C3n 5 4 84 C4n 2 2 85 A4n 3 4 5 Guest Overflow 16 21 16 86 A4s 3 4 87 B4s 3 2 88 A4s 3 4 3 Guest Overflow 9 13 17 89 A4s 3 4 90/91 C4s 4 4 92 A4s 3 4 2 Guest Overflow 10 14 18 93 Ails 3 4 94/95 C4s 4 4 96 Ails 3 4 3 Guest Overflow 10 15 Phase 4 Total 45 63 Grand Total 253 328 Bedroomsj Parkin Ratio: 1.28 Parkin places per Bedroom March 2009 Page 4 3'• = 114, -,+rjs f,e: ..v-..__' III ^ 1. t p! 1 ,Qu7 1', • Ifs f{: ily-7 r lift N, 1 .pj V 1 i• //f p/{ Y 1 i 1' l 1• e L tT' r rD M booK q IFla 39 Final Planned Unit Development Plan Puryum [ o OrOln, vice ?' i, fl, falls, of : 910 Pare °[ SeI+ eala Pl life" 8, falls. IIGIL. D£ SCPIPTIOS xrPgt' AL THE SNOWMASS CLUB Bt: re, e, or ef, s . , [. a fa ase: w' 1T. 1!ved . Sn, a tinned Unit 1? CV; , C r . a): edaP ua. apPeove_ Ie1Y. P1ID pyv: e , tore I' tawr. a 1 ' ia. Sre1 anamf n! .. Crl Ora pare) eepce nee- R wit IYAO. PRRW COUNTY. COLORADO SHEET 10( 2 0l indl. 9 [ a tna sine. sve• n.a^ e: ul oval- ewe to me refers. wi den e•e ,• rr ono. C.•: w and Remid r ntr.. atJ. Cn1 o., 0.•. A stem ue. 1v/ ta DNlbpnr, plprMi] Parcels i lnrvurA 3 ate 7 r[G : 3 en LC inr saes win er. e fvwe ! are . R.a., " reeveh rlr" r The SrrOwItIBSS CMrvdgh LW Diallm W01\ i1pp. 11C. parch: 13 in 11 ., a rarer., i; " I2 el • else 51310MUM Nab aRS$ prrQ Sl/ M swan• rn u"ve sneer.', aler.:. c',a. t.` Ili,[ esn s( Om[ Ipa Vlea¢. e[ Wa00 458NI, CAFpadp nee dins Ferrel Eeenr duc' G), in a '' 6a Tnan' C: erY. Qw. r r "- 303. W34500 30] 9n Mil z nereY:. Anchita 5: N wn tnc IOrRtYP anCrr. errs Jn I, Iwl led p Steve W, odic , bcJtiIK15 ) rObM, 51M! llfpl. dRpr. NC, nu+ l ern TiM re Led units YNII CErtitI GT[ Oi PI11.' G 1• nfr P.D. IjIP 1031 IQ/ s BpOdareY• SyIlYP600 in on Now foopment acneeule p ettn ins developmentof of u Pas. Ca forestal Tn Anal Puu r p nl a [ r' " J! y"' •. Designs, faloraao faced ands. Onteax otherwise e of 0/ 545]- SZe1 r_= f; Ltof 303' 62J2A0 119 a refs upon the the ToeP eM Y Y . the Cora nee Peee viii be, 1- boR T i Pass 1 r.a' 1900 1491 1901 1963 1994 Total Pill.. fair D 30 10 r, Of. it.. if--. r. ba-• . CIUO Villas E E B E ! a0 Jr( rin COYn[ YC eik lent. 14vn rT.fr f General Notes: Sent., - 5. 1 iD 1; 4] Il 15 le I'd Parcel' Pa In e. afr. " foots the yo,.. li. 1 . aY. regfet.[ t. nl ins One: reel Three: nr t proposed construction actfvlcs. ens 9feelaeef shah p°[ nave inr v ra8e urn size rm thee. l;D u en rirtea [ onto- ore u.i . 1009 }.[ loaf will ... WO. Ir< eirloxea uvila) e drill rw e} vefd 1, R00 . dote ... fv ftsnapplrpvee durst vlu° na under construction at saw one tiled. VRPCSTRICILD AVSILtCf DRIT slut Il' sassy hurler of Pont. . . n. 11 re 11d R.5 uv lave . greater vgreer ti ., proved . 1 the gone. or Treat DRRi. RZgRmATEYa g. per u0}[. > be urea Re square [° Ot, P Off patlr0lar Av Inereaee Shalt be all°..' on: v fl he a " o o1. a30 anerstrfcted Ypef anall aqua rr . dosages µ. s t0 31 restricted units fa wlntelnM. Ap9 uelti Mfv uortnt for parllcuLt , leer. e[ no tpe P] annrd L" nit 1 t cow. In the .... Village Ewpus: ov shalt Oe IaAeo In30 COVTISIY CLlie pileall ittEMGI :' YIT 111, LF.a'< l spores plot. o ecru 9 r the perwse AVEMCE UffT sl n unitlr. agraph. In the" hall a consider. cr lTt d EE Tea e - 2. 2onlnq tine Now [ o " home unite t0 ell kw Celle e` nv paragraph. . nI until be considered c bee, Oc d davinim) O lot it a der construction if [`" Shed m M tax 900 D9, fx. ounail o pin Mals• , M - Aril,, t Aencn• 5. camF% e ed pv' [ M pruJer: , reni[ ect. 1 bearoovs ft. T bMem e)s 1200 his 13. 1 cN u ru nept [ e,: aent, a ore, me a Reat Oe . prole d1 riser o J beard® LSRS 9. ft- antrp I . df t ° alY d . rediew eI.. hvfe+ of Snit geed ( See ( S) jeer P.U. D. ap" 11" J Md: wrm ISDD sq, fx. nit loidT. , n its . . nee tads- ` arse , te.. f a on s b> tn. T. .. soe. maa v311. Re rleml. r, le,a awi .[ cure vltiv erre` eol louirq enr, tl doss: Pull T, Epmt. ttgl age[ b! Lora of Trustees Orin- Iatd Arza: JS JD and Tb: shover. firm>, Ltd.. for s rat- of 10 0.> a he churin, M ch of] 1> reviews SoR a '_ Dub of Rh1 of Ya>: 1- 1` a< M. lap: rca. I to 1900. ] bl v pets of CM a® ml rrviev 1t toss Wad 4 : p7, zp FfT Tara Area'- lo. 1e a + 1) 1. 14. the [: rei 6C dale of r- Ladle to provide a ehentr for CWt1nw[ fpn and public 91. 41 of toT:. S.Y xea liy: roa_ t Ytola 4e. Spare= 6.9 Sfa 1. pow . at lees tea 9Yt: p8 ibe = Seat ppro v( [ nR Policy a( 10( nt ,. sprint vM, Sel Land Are. See35ecree So fm Darla. vRR, Ca Dr: rCc, w,., r 1]0 4., e'.! p 1 3 n eq let Tears. ecifieallr, to. Y] amz ry K ' a on } 11 ell I( as ' tn a as Yaal wv 9utlEl C a Ia' to l D d • Itp a 1) Ignore cmtlnuee Cwell... e> Ntb the 4asv a pa is l Ga D ruses- G e - era acres 36' ace old . uvO r ` tP e attle. Ii- iLLti 1. - .. e c _ _. panels. and reef lee. 1 e Of [ il! IleDitl Y - Yore. ` 1P owning aP r ey' Marerrn Yaalfase 8 Ill t- Fa Shall llrq la parYy' g[ eop t Plan. Y] tat'pe f Par", p p e / tai: fume I' Ctme' g-.- rya enl[< ei,d T red 1 lI ( o) pn I n e on Y le pal lf Pn fR SM1 eda' 13 : rvt aMVV Sat n.a. f:a.v a ai g1a, t ( 11 a re ul perf° e 7) A.. I,,. developnenu [ hat me> he- taken ter t. teE r OD F dV a I see! rental , Sri.. eelo8 pal lac over the past at Sn tM critical d B r`o elttea` a ual. e`c` IDes< n} anal] be Heidi of nerq me writer ratbb ln_" n a c", num r ! g.:;' ru ul_ ;" s ed deed r aeletM in oo(° rrme herealtn. a . ell as` Prole: conomic` and social 3•v o..."• rl tree ry nca`[] ue, Villupalia4al: auto dnr, p• toe"Its m . alt . sahebs crW}[ N sedate cmeitlonv .. [ he, relate to c en ane W-- I Yeager e' Inny; fir JD dI. J pl yea- actin I ref least G\' elopeYe + Ilntmvt of a re [ rf 6ea rotor* . U.O. , tam foe emirlivierhcutlin nl first tM fast .: O . LaYa` - sale- transportation, vdevl nit vale Ordlnuw l0.` Serlea i co refsl and r Y 1971. tan.. fsetll[ lea. leeotmmip Poor Ili... e re N: let reafaee[ fal - it a: re and . 1. neeque o K: naneatV •: dent Salt II Msi uhf tt sold o .. at contact and Other eieuent. a m[ 1tl to the a Ja• indwif I- I a4n S ( r/. tint . ale uMe [ ne ' Gave le) ! 11 ° n- e[ °( tM project far he Mu[ Y.1 les a[ hwag' so s e.l' t n outset pe.. fit of both pa tine. aeu{ un,- S Sell- ane . a5 bona at tM eonfl ur... °! tN epp3 i- I wit cal perinea u ai]) reen, me ro e1 1]o a.. prf- sale Pa, 1Yd. U) Consider Dpeciu[ om\> r mot* u[. el act" r ° uY pow o10 for pow tent r dare" aw] to the P.V. 0. prep ua b1 members of [ hen Parcel TWC- r . in lfar: oLi, If rrw yvrmutee a. a... wP au:.: nee, a; reel [ See , mint. e vi inooi Now 11 else , wepo' leaf. planning and anc. L epmri. alon . nee [ nee owe, L lane area: :. 0z a a Ive ..- cif:. A1[ maure. ti. n tSrls, rr • a.: ore! 111 ' onto animm. , x O[ lease snoem. et Cgrnanv. LtE. Yer Woe Areu . P4 serer be otters[ r elJ ' x sal na:' it, of z J0 dq sM ! sane e. Lein ;` t week to .. i period r Il0 Eay Fre- aa; e xri Ina. .... ld Pill: ak re . 1 plc cin bErnq op° ted c"le" ars to [ M1< eporo,• td five ( 5) tOM apyl: e. Ole 30 or 1]: e p pre- swill, per, . act pervi tba`. w uil Ilnf ea x sold anal. Year P.U. D. reau3tGry. from xfie] oint Flmnin[ be uCe a iap: e ritMOt • T< . rare ) ICrtat Se- r M e owele anon sal , tire of 50e tW Aturnal we s aM tlllunul tn! 11 eiicoYn[ In tree sale oa lfytYtll iI. M.Rna Yl, nm m wntry {/ WUraamn. n. Series r•a 19Jntueni under oraiaan[ v tnr Ib» d`o.' Trw[ wer Iles all d eloper n, setts. a1 19Ta. Or rd faci. Otaa w A11. u ol... L and spa twerar Ne afvelo. of not s"" rl' of vino 1 15. . .. ' load i.e a One luii> aevelt: n9• tic..... _ umtl t" Son' - in: rs unit- vitn: n the Club il7., Ill ti Oldie I.1 1'., Sezlu r .." 1 15. 0. S be I fl lie. lit b. ildi ertl uan. Viltu . edit re creaftM tinware the 1979, al unreDtraCtM iota. a-- aIns In 11. tp1n F.C. D." alll pow creelted ties: 9 e,I toga ra : pr LTP vapreva Yfar el l0tvml uwam at.° tarns of u[\ ieatrictM co. epvinf; ea rvMer the Leta p: Oriln. nrr III. e• e! : P:a 11) goal raerw fx. the pmvialmt• p xWbit 1 Ordrnanse 17. 6e: tows o1 190! Tne , resale , china am P, bee pine • rit: an G u this-` he keerlatlmir bee .. o ales eilxe st be Bevel may t0 n Trout- 4> d tulles teaeacepree R1. n toe ed line; shall owe . apse tree p. 9 n - - ---- -- -- - - -- 9aalill balll be c: aril wore v1[ nfn' tbe clan f h. itew .. c6 Yneil be !.,. . ied wE .,, tree[ before each OeWss< a fins; D1at appmva:. prlw a lure v PrM! pitee. Vlllta . tool d• [[ edited t ari wa aPpL Cant' i nv r {' a pone ] fee Oifer: nR" allrtaent or feat acted reinstallt diner. te Are. sled p. W raqulreenta: loos}. q urffer Lbe pro, of° prdi r. r 17. Maule t frlast. 31 be Credited i + yrrC\' a'_ vests , pare 3. Yaeoly true perce. x ,: ides owe:!. I is. . Ore:. aco .\\ lie S. nee a: t^ tB, r for wa in.- was: he . steed as soft= C. de far : y. es per whir of unit rce' ley peeve Par o• 15T ••••_-• tepees 0• ane a<••.•^•_•••• Fab::.. EDe E:,t Viiiea i :: . y - apes r whistling rGIC @I FOUf. spree pow ants it a Tp PYl M1 P!'F: 1". WJ • r1` PYP` J°Fl1` rP!'F • A resets• Pa[ Rirgwat...• ned y. clew fill 1 mi to 1 r ] dtlr Tae Re ' Cr Prap° Its a of inr vIVG feel. i:t eMI: moral dployw eoasf n9 19J9 0 16 a Z1 9 - 15 - - 0 M . clef plea tV 3n. au ma" tees rPaeminie vend as eY. mK 199L 6 toes Pioneer of ° f1- street 1. Ore WUCe 1l, 5mriee n: 191'. Cvwttn[ lacfltt: rt o• uv wfnE IU . 1'n. Nval oplT- na11 n- -- is Ic: trees. sea approve! pY ane r 11 9 - 1$ 19:p' el tat+ lvtlf viralf loom see In na' tutor ut rlJ rrnni erica. SubJe[ t rlaaea. 8 a 2velv8- f eslDelen a inr 4ere Ot Trustees of 195: 16 fi 1D J parara9 . yard per awlyim top see suMixtiv' n rrwtu Ions nr t . Twn- IN anneminr. cl[ tt] oe ST..,- t l5, Ip1. add "' Pteaner Is esen Seat there. Stew the mitt Per Oeareae f t4 1rMRf yprm rd- AGquaisnprava a: ore shall M all b> nee prattle ! or we follDa. e PetYa - I Lr] caM ngrai. R (.- be our 961 16 a IE ] - - 1.1- Sftbacl. lee all Calls Aa fatntlf, ee ° r. ta, order to . . Ina the probl. 11I. n .{ aide, a - al., 1ar' fi] ttea ul. Ee. mtalae nd . 00i- lee: r gal sup t e , efts the e e torah Jf spa .] rf . a` et of I' ll sine enta Inr 9eJ 16 e - _ _ ro u - eve ad and ' he'up. -. epos au a:.[:. • or Oeaad mill Inert owe 8 p nna. pin wit eels Pr d T Oev rce` salr rrt ma rental price. all par. z. Tn. Swo• auee masse. cup+. et. Ar.. a`. nnf nr a `. nfcn re rrelrer). Clun`: uMlvtefVn. rutei ion to al", tread shall owe dHIted all such aM Ir In. e of ttlwa It9 pr o . o.. n LI] n}i: nn i's" the I sal ran eo r an ad.... e.. Yr UU f mrarr+ pe ! i]`< O JO SO 00 ID 30 0 30 10 tna Ima Or11WR e. Teri I1 l ptrimm Yn1af ol8lnii: 4 atoll be ode. rrer, te u." sire antllrbs 450 square 1rIt. If 9wtritted Csdg1. o Iba [ qn - Teri Reattl lilts. IM total Mrrlue. twNgwe unit. vltnis W Ill , nee ....... dote ctw wv t to M v t iv te 9pCmasa Clup t9 sn+ t! M C3R6 Yeleei, wMea. yr Rtrten err. t [ OYna` Y the wa .,.,.. a ill ov r c50 an.... f nee 110 utau ls.. vle] v9 wll lcl eel deun< e [ teal pl. t approvge Jm lkwsignal,`a- Rai" m Yueper of lowell} nr UaL S: w Ordt° awef 17 ae5 Ir Ill- jet,. u u . ul pop zed mO. r IN iX aeirl' peP evyT of Ito proper t.a for carts ricted to rentr: ctrd ` riu sngl tr[ ewK; altl twe d mono building height: 7E' • yr n- nt one[ In , litter 1. ml. c the no over. n< signing t swe t Nnt tr' repo Wm ire.- M. tH ua. 1a et 1prt6 fv Orpfv, eCe 9c. ]:.° Gar lea o} I1975. e,[ nouslrgreNer [ M pra. u' so! OralMrrce ] l. Pvblfe Rrr. i of sap 0.0 acres E[ b10It I, roll .. 0) tad anal, . a, sacs" If each Prolecl the sell.. of 1979. Politicians floor IYI lrrgi n9' ratio w yet 1p v'® rnlwable Re, Lane ^ rat 1p. p] . e vC: Iflb club Ibesa 3C- 11. troublele bug nit dll v. iDia CM erl. 1wi loot are,. JO, a ewes Ysalnu. swoul of D• r111nR lent ia- 7c yndBeRm+ f 5 Yeate, c acvpor e( , retinae!- 7d r1It Y: last 4o 11) bubble ma . court./ ntaber ch eleven row of and dints I. ao 30 t1) svtaaor tint. sores r. .' each tin. sq. fee ane here® n Nact lD i xhe proposes tneoer [ data tee ew- crncea. ands. n9 Na. 116 ant. 90l boo.. geese B00% Q P4 ti o Final Planned Unit DeveloQment Plan pal1"' of Orain. nre Rv a serlm. f 60. a.• - taco n( eto. . a .... a,. 2dln.. en. e THE SNOWMASS CLUB PITKIN COUNIY. COLOPADO SKEET 2012 I'1 Yacicve eatlal,{ Groune C111tore: fEp e< re ea Parcel Eleven: ff- a— n. aepYy aaa 9a . eaap .. pane epeeraye z.s . 1 M, iYpun. nuxE e: a: p, ckl nF S,. ces Zoo apace, a...... \ uvner V( p,' al. a 9pe« avot B9acpareY Ps Grans land Are.,. 62 1 , ifnvm 6v, idl nF Hefe6t: SpJ] ¢ ¢ ed i< fee[ . Dore v tural {[ 9ae Ae: Land 111. 12.."' fl' Calev, mr Suck , mc1 m end a rvrm. nee Lars A. er Ltn u«n.. acne nerciaed u.... He. nn ve- Mhf} t1c Ciue LOlI Laucc, t toe. spot. Se". 1, li Reap ] neF, Rmeml. e+m•f Qf CRDI e. e Parcel Five: trp, al. m nre.: z. ns . crea r• inet L. ae seer z. es .< eea Rlalnum Wil in- G pa': 1, 39 veee• r 9+ Wslmuv Oulldl, ead Dve' Cax, Gee: . 6F a I— F. na,{ a safe[.., e. l meet.{.' . po . ere. Seed• Apap I e, rpe. iny seam: 1 Spar,/ Des., Parcel Twelve: gpp 7ege Yfvlmm NuDee of p. rtfn{ IPC4" Y vp• eea/ u, ll r4caw R ] dla{ Ref fit:_. B• a3. yHpt, eac% ep 33 LNI • na. e neivral ¢ reae p.. mit[ ea O ., aam. Otla R.: I'd Onf u' 4rvaa 1• na Art,: . J ; e s 4sivm R® v t ] hall ivt i W1: ] 6 at Lava Are.: 9.F . c cen gym Rekticted emdminl® vniti uftEln Ufe parcel per.. f[ tea Inca: leaer%. vt Eap. natus Rewovatfv, nai ne arealtea m.{ ra 9Te . dp' t . < t ." coca tour,. fate.•. nleeant pr re• tnlaee par..,.,[ . exrae op Gavife9 f III the vrp. f. Lana of orainva xa. n. traua 6erf e, of 19t•. Re[ re. taa M E_ bYen N l 1 , Parcel Six :LTiRESTFICROa16AAGE i: ATT ] lzE 1 nN___ RAgCII i0N11M) USES xMtACE " IT SIZE TLTrL comas na aal t ued- teas • a. Ii Parcel Thirteen: Parcel Fmv 1, 7 Jn" rapv zuc w. t[. Lro lanati 4 Van Op p e . 9. Gated:® Lucare of 4. 6E4 se Oaf t. NI f. Sf R 1101 FC 0 tree O, ea e1 a 6p0 , tea Yaa M - 14 G C 119 Ret en 4. 694 crea i 9-' d o ILf61 I Il; f nt ' a-c' va nr._• Y, af p I ¢ 4rOUVe Co, erv{ e 1 65 A d 11e 0 ] M lliep Waa ' n"'. vd Rrl. ec. a Cv. e . F 2 profeY510sa1 Otfl 0. Y,sl R Ee 1 pvrklnF ] p•< ea I p / 0 drOV urn, un t Par.. p[ sgce.. z TG3Tp l0( ld!! e • aeta— jec • Sao eb Sf" 4Spproa.) J 94ee Wss ! e of 9e, fni so. 1! n na 32 fr. t . L' er.. ca. rraae ttif 1e 411, 1,•< atn( e p. act.• want l: ae eon teex JL Revaen[: 1 fcatS I.v PUOe d, el any unft, 0 20 11." i letee C,--' o.e. lnP rower, R. if , tree 10 Reeiri ciee el, ue¢ veee prof., Sinn,: cl! ICea Parcel Three MeLtd... tea eavaafni® volt, " Me Ni. parse] k411 to tedit" ta+. ea rn. {„ eY•... ca.w• nT. Parcel Fourteen' Ltd... . flet•• nt tar re.< rir[ ed pYrn. nnt . Me. ve vela. .. [ M pe.. l, im• v of Orain•.. to ne." IT•• LrO, v Lnna A: rva' 1 YL.—, J Safes of 1970. Aet i, na :. 6e.' I •. Wa: = Dee ] qaee' . f: era. Parcel Seven: WYlam¢ m. eaa. . zp ,<..., PaQI TI— — W ernt n, rk: n{ -- I pelt-.,. G- par.. Parcel Orr. W . . pmleinP eefpY. saw:. a.. ,. .. dFSz f<^- ar Grva, i. ava , re, i,] 0 aGx Dane. aatur, i • race FM sea l. ae Are, 3. w , crea De- p,:: ee . era alt.., 1.< anle, Drrm: n< a tees Oprvv Speve WOpaSYOSaI o(9E T; al] S EAl et lnF Doll San[ • fcote[•' ^. Om , a f: ell a/ Parcel Eight: F < a...... Ha .. n 1[ le n"• t. tpae tfa• t _ fh._ a_ poll.. n: far - only Wpk lnpR ° n1;• 8 pv 0.0'1c er ed— t . , epao of l," fpr Inns IDle eeeac' ad p of cI, — 1• tftiof e. ISM ea 1 vnfred Y, ne, the aravf. fav of oreananpee 391e. E. nf nit :. n. a u Grpec Irene Are,: 3- 66 vote, Re _ and , rt, 3. 86 acres t'•e, n : Parcel TM le.. 11: fe• C a> se/ S Apprua. •[ Im e Opecl^ Yrc rasa 14L aps Parcel Nine: 1\ ero s Lana Are, :. w acre Net "', d Ares vt6 crea v_ e. Der• ted see•: open sq< Ya Pavel Nine T , a1, v Parcel Ten aaaea' tee 94 . peace. fe oeam, tee to I- rnpitee to ro, cl nYe p apei. i• ae"" at• tip, I PaFCBI SI) L arof. • au ropve tuof. y e . e e Parcel Ijll rort tea. aevi. tlpnn se tro , mar at rote. Seam Re.- c 1 aaRle .. . ream[ pr r. 9a. ed • 1 tek.[ lpa. need"'.. sere em fgprOV•_-. enter. rev l. ea A...: sat. TG . ern I b Not Iaad ' I.. ] M. 16. cen PetalRea Ex... Lpl: mnrf art. rtb e< Phase 1 Area Calculations Phase 2 Area Calculations Bupam unit nu mee. unll i e. btin $ F Lon 5r ae 5F . 4(k Ad5F 111. 1s6 Si al5F un8: n wnit num ee. Vm 1 E.: fen si lon sF asF 9aa Re sF 1e1n1 s6 9F aISF 3266 1:8 n+e O 5 T 3ao2 3: 3345 Its G 0 731. I D 1 a la+ n4 1 L 911 2792 1 reen line D s]a 1:0 aB Pa : 6j6 JJ I C I C3: 9 IN, -- I + P 1 JO } 593 A 9J 0 0 0 It59 Y C .• J79 ISi a8 0 } 6IX. ANCHITICtS 5 G IBeo 133 O C G p2: R : 992 ;: O aP 0 a0 R5p 6 0 j5N 1]1. N 90 2620 I 0 29x2 247 46 aE '_: J: 1 1 1 17649 836 172 1475) 17237 1095 IJ. 1e6J3 J 36 0 2S+ JE 0 a0 32n3 8 F1. 168 JB G a] D 25.7 174 a6 36 6a 2812 e 348: I 3E D : 55+ ]^ 6 Y J6 98 2810 65 NOtlh 4fM1 StreEL guile 5 9 C 2119 la5 ae O 2aot 1 3o C D7a la3 JO 52 25J4 Carbondale. Cdaaoo 81627 10 0 259a 171 36 65 2B5p Jo 3266 loo < B D 46 NN 970 0616689 0 u e 1904 246 0 G 0 3050 1 970. 963. 0265f 1245 n6 332 1943 110a3 730 103 11976 8 al R 1 11792 759 48 0 48 ) 299 12 0 2984 290 O p 0 3274 42 p 1 2554 1" 48 36 04 2802 IJ C 2379 ] fil 22 ae 70 j630 13 1 2902 246 48 0 48 3206 14 D 2554 124 a9 36 85 2813 IS B 9a} 255 48 0 JB 3245 BSIB 669 ISO 9367 10859 900 2.3 11962 Y 44 0 992 254 48 0 48 3294 45 D 2514 163 N 36 90 2821 6 a 2bfi 164 48 0 ae 3478 as C 2379 139 22 48 70 2588 17 C 2379 ] 22 47 D 255a 162 46 3. W 2BW 18 G 186' 225 0 0 O ID89 40 C 2379 129 22 48 70 298 19 G 1064 141 O 0 O 2005 a9 A 33a3 147 48 D 40 3538 O 20 0 25N 161 49 M 85 2800 21 0 2554 163 5a 36 05 2802 16 211 994 410 17625 VI^' U 22 3266 142 0 0 O 1+ 08 D ll 58 B 2 N9 48 O 48 3289 I77a7 1138 288 ] 9153 59 G 1. 181 0 0 O 2015 60 G 1864 146 D O 0 A10 O ( 6 5 23 0 N42 289 48 D 48 3279 61 1 1566 109 0 0 0 1625 0 2a C 2379 124 21 40 10 2573 62 F 1566 141 0 0 O 1]1] 25 1 G 1864 119 0 0 0 1983 63 1 I 1566 120 0 O 0 1686 26 is. 90 0 0 0 1656 6a p 25H V6 48 M M 28) 4 fn 3J IS- 91 0 0 0 169 65 324 169 48 O 48 3483 N 28 F 1566 90 0 0 0 1656 O t 29 F 15. 89 0 0 0 1655 17238 1297 1 294 T2.4 80 18739 CC 30 B 2 254 4B 0 49 Phase 2 Total 69, 391 4, 672 1, 3W 1 75, 627 e-s O> 16391 146 166 1770) C Phase 1 Total 73, 277 4988 11200 ] 9465 QU C Phase 3 Area Calculations Phase 4 Area C Iculatiwls 2 eM O U Black Number UnnT a Ea: itin SF Left 5F ntAd SF Back M16sF Tetal A45F Vol alSF BuilOin Unit NUm6ee Vnni Eal3 i0 Sr Len Sr r- rd SF 6xlIW SF iafai 145F Tat. 1 sS IS 81] Ran 2301 0 80 0 BO 3BB1 U ( n lO 51 . 1, 3203 0 55 0 55 1258 el BM 2595 0 49 48 97 2EA2 fn 51 Bx 2611 0 15 a 75 271. 83'03 BCl n 915 0 0 36 0 2939 6 52 Cis 1., 0 3o p 30 2033 Ba C3n 3163 0 O 7 0 2163 C 53 Cls 2003 0 30 0 30 2033 Hs 3zeJ 0 80 rz uz 3qe G` 52 Bx } ass o 5 0 7s 2. 30 16146 0 us 16661 5 ss Ax 32i5 o ss o ss mp 1573473n. 0 n0 16054 16 86 M 354. 0 O 4e 3592 1 9] Ba: 21j3 0 6O a la 2827 I2 61. qn 3314 0 Jz R 104 J41B 88 3206 0 36 48 8a 3. 90 67 83n 2585 0 49 35 ea 11.69 9671 0 236 » M 68 Ban 2581 0 29 31 64 j2W Ain 3311 0 80 72 152 P9 3350 0 M 46 lW 3W7 2. 90191 Cas 413 0 J6 50 B6 3359 0 60 48 1® 3467 I3 0 AM 32 0 SO 72 152 1171 O 302 1133 71 Ban 2585 O a9 48 97 72 Bin 2585 a 29 28 97 IB 93 3'9 0 6O ae 1® 3467 73 qn 3307 0 e0 72 Is2 9195 Car 4411 O 36 ae 8a 91 11767 O 498 96 3359 0 d 46 108 3a6] 11131 74175 Bas 5920 0 0 O x O 77 Cas . 3 0 0 O 0 78 835 2655 O 28 0 8 79 a3s 3203 0 25 45 73 1626 O 126 35952 Phase 3 Total 55, 122 0 1, 368 56, 490 Total Area Calculations ne.. 067E E, ILUn Si 3eR$ F O ION A60. SF Tea Si 1016W AATHD,, Phase 1 Total 3, 277 4, 988 1, 200 79, 465 124400 BEVIG OA CATION 34549 TC. riU6M1G$ ION, Phase 2 Total 69, 391 4,6] 3 1, 364 ] 5, 42] Maintenance Bldg 1, 48] 0 0 1, 487 Phase 3 Total 55, 132 O 1, 368 56, 490 Phase 4 Total 48. 183 O 1, 251 49, 434 Grand Total 247 460 9 659. 5 5 1H3 262, 303 Charts and Data PHASE 1 PHASE 2 PHASE 3 PHASE 4 i BUILDING 1: UNITS 1- 7 BUILDING 6: UNITS 31- 35 BUILDING 10: UNITS 50- 55 BUILDING 15: UNITS 80- 85 a BUILDING 2: UNITS 8- 11 BUILDING 7: UNITS 36- 40 BUILDING 12: UNITS 66- 69 BUILDING 16: UNITS 86- 88 N PU D- 2 BUILDING 3: UNITS 12- 15 BUILDING 8: UNITS 41- 43 BUILDING 13: UNITS 70- 73 BUILDING 17: UNITS 89- 92 e BUILDING 4: UNITS 16- 22 BUILDING 9: UNITS 44- 49 BUILDING 14: UNITS 74- 79 BUILDING 18: UNITS 93- 96 a BUILDING 5: UNITS 23- 30 BUILDING 11: UNITS 58- 65 Q NOTE NO UNIT NUMBERS 56 8 57 @ SHEET 4 M4! VhStr t. Phase 1 Deck Area Calculations Phase 2 Deck Area CalculationsEkAr Deck Ar a- aa; n9 unit Numbed Unit Type E, itr4 Sr Deck Area Dea«% Building Unit Number Unit Type Existing SF Deck Area Deck% 6 31 0 3355 E53 1 1 A 3165 530 16.2% 32 D 255- 485 I6_o- Ic 2 C 2511 335 13.7% 33 C 2379 587 20. a9te 3 D 2531 295 ILS% 31 C 3:° 392 16a: 4 a F 1566 221 14. 1% 35 B nag 665 d o 86 5 G 1889 273 la5% 36x9 2882. 03 21. 12v, Carbondale. 3668 tl08162. T. 6 D 255a 257 10. 0Bb 0. 967. 6689p 7 B 29,12 531 15.7% 7 36 8 1- 42 575 M33" e 9709610265t IR3] 2341. 6 13. 58% 37 D 2554 440 17.24^ e 38 D 255. 5a' 23. 194 2 8 A 3266 885 27. 1% 39 C 2329 386 16.29% 9 C 1 2379 333 Ito% 40 A 3266 1 a52 13.64% 10 O 2594 a76 IB.a% 13745 2450. 9 . 7. 83% 11 8 2804 6a5 23.0% 11043 233936 21. 18% 8 41 8 2902 551 1B43% 42 D 2554 491 1421% 3 11 B 298a 544 18.2% 43 B 2992 455 1520% fl 13 C 2379 412 17.3% 8538 1496. 61 17. 53% r 14 D 255a 418 16.4% 00 15 B 2942 649 22. 1% a4 B 2- 92 538 19.33- 1 10859 2023. 1 18. 63% 55 D 2574 441 17. 12% O a6 C 2379 572 V. Mck 4 16 A 3266 650 19.9% a] D 155, 1 505 19-77% D U 17 C 2379 376 15.8: 1 48 c 2379 493 20. 70te IB G 1864 247 13.3% a9 A 33x3 613 18.35% 19 G 1854 256 13.7% 16221 31023 19. 13% O @ 20 D 2554 443 173% 21 D 2554 482 18.9% 11 58 B 2992 a74 15.85% 22 A 3266 1008 30. 9% 59 G 1865 287 15.39% 17747 3461. 6 19. 51% 60 G 1864 25a 13.63% 61 F 1556 230 14.61% N 5 23 a 29x2 486 t6.5% 62 F 1566 228 I.. 56% 0 M 24 C 2379 445 18.7% 63 F 1566 233 1.. 88% C 25 G 186, 1 327 17.5% 6a D 2554 391 15.32% 26 F 1566 116 7.4% 65 a 3266 660 1021% D F 1566 206 13.1% 17238 2] 53. 15 15. 99% y{ 0 28 F 1566 203 13.09', C 29 F 1566 203 13.0% Phase 2 Total 69, 391 12, 689 18. 2916 in 30 B 2942 399 13.6% U 16391 2385. 0 14. 55% 0L Phase 1 Total 73, 277. 0 12 550. 6 17. 1% rL. Q O U U N Phase 3 Deck Area Calculations Phase 4 Deck Area Calculations 6 F E. bA- Building E. 9- Building UratNumber UmtTyp, Eaistin SF Deck AreaArta Deck% 8u15 Unit NUmbe UnA3 pe Eiilfi33 Sf Deck Arta Deck the 15 80 83n 3501 508 35. 3946 0 10 50 A3s 3103 523 16.33% 81 83n 1585 500 15.43% C 51 83s 2655 453 17. 06% 8> I03 8C3n 4915 725 5173% to 52 Cis 2003 a5 1. 58% 85 A3n 2163 284 1313% 53 C35 2005 45 2.05 BS Ain 3285 530 13. 36% 55 035 2655 559 21. 90% 16245 2H6 153P6 672 55 A3s s73 56 26. 30ffi 15>] 4 2564 16. 30% 16 66 Aaa 3523 13. 35% 63 B] Bas 1713 63 231% 12 66 Ain 3315 32 22. 2a%4% 88 Aas 3506 1 2. m% 61 Ban 2585 32 1. 15% 3 613 68 83n 1 2585 30 1. 16% 69 Ain 3311 526 15.89% p 89 cat 3359 80 130° e 11795 1325 1133% 90191 cat 4313 31 0. 70% 92 A41 335- 156 3. 634 13 O Ain 2590 43 1.31% 11131 26> i40% 71 B3n 2585 34% 72 B3n 2585 3446 13.38% IB 93 Aas 3359 el 2.q% 73 A]n 3303 7 1. 63% 9 Cat 3313 0.82% O 11] 63 S 4. 39% 966 A4z 1359 1552 2. % 11131 369 2. 032% l4 7-6 Us 5920 1055 1L65% Jfi Ci 2045 4ll 21. 08% P aye 4 Tola 1 77 CU 2003 255 12.13% pa1E I DESCRIPTION 78 Bat 2655 304 II. a5% t09101YA) CATION 79 A31 3203 631 10 12flNfL IFEYEED PF4, ICATION 15826 3666 1619. 53%% A 3A.PJ IT.C. SUBNISu^ ION. Phase 3 Total 55, 122 7, 030 12. 75% I ICharts and Data auz3a PUD- 3 a SHEET 5 Unit Types: Phase 1 Parkin Chart Phase 2 Parking Chart I Building UnitNumbet unit T Re 4 Bedrooms oParKin2 1 1. 1tNumber UnitType 4 Bedrooms n Parkin B A: 3BR 6 31 A B: 3BR 32 D D 3 2 33 C 2 2 C. 2BR F 2 2 34 C 2 2 D: 36R G 35 5 3 0 3 7 4 riest IO' ern." 65 North 4th Sri" t. Suite 5 F: 2BR 6 3 13 9 Carbondale. Coltrane 81623 6 Guest/ Overtlo v 9:0. 963. 6689 a G. 3BR 19 24 7 36 e 3 4 9%0. 963. 02551 3: D 3 2 2 6 3 4 38 D 3 2 C 2 2 39 C 2 2 10 D 3 2 40 A 3 4 Unit Types: i B 3 4 6 Guest I overflow 5 Guest Overflow 14 20 PHASE 3 11 IJ Ln A3: 3BR 3 12 B 3 4 8 a2 D 32 B3: 3BR 13 C 2 2 43 B 3 3 m 14 D 3 2 3 Guest I Overflow C3: 2BR 15 B 3 9 12 Q 3 Guest Overflow 11 IS 9 44 B 3 4 n/s= north facing garage I south facing garage 45 O 3 2 4 16 A 3 4 46 C 2 Z IJ C 2 2 42 0 3 2 O IO is G 3 2 48 C 2 2 19 G 3 2 49 A 3 4 Unit Types: rn 20 D 3 Z 21 D 3 Z 5 Guest Overflow PHASE 4 22 A 3 16 21 Q N A4: 3BR 6 Guest Overflow 11 58 B 3 4 E 20 24 59 G 3 2 B4: 3BR 6o G 3 2 3 5 23 B 3 61 F 2 2 O C4: 2BR 24 C 2 2 62 1 F 2 2 25 G 3 2 63 F 2 2 1 n/s= north facing 6 F 2 2 64 D 3 2 g garage/ south facing garage 27 F 2 Z 65 A 3 4 i 28 F 2 2 5 Guest Overlie. 2a F 2 2 23 20 U 0 e 3 4 Guest Overflow Phase 2 Total 73 96 19 24 O U Phase 1 Total 80 104 U fn1n30 Phase 3 Parking Chart Phase 4 Parking Chart C:U) Building Unit Number UnitType 4 Bedrooms MParking Building Unit Number Unit Ty" N Bedrooms & Parkin 10 50 A3s 3 4 15 80 A4n 3 4 51 83s 3 2 61 eon 3 2 52 C3s 2 2 82/ 83 EVC3. 5 4 53 Cis Z 2 84 Con 2 2 54 035 3 2 85 A4n 3 4 55 A3s 3 4 5 Guest Ove 3 Guest Overtlow 16 21 16 19 16 86 A4s 3 4 82 Buts 3 2 12 66 Ain 3 4 88 Ms 3 4 67 B3n 3 2 3 Guest Oved 68 B3n 3 2 9 13 69 Ain 3 4 12 12 12 89 A45 3 90/ 91 Cos 4 a DATE DESCRIPTION 92 A4s 3 4 10411, 01, Tb" 13 28 Ain 3 4 2 Guest Overno 1MNeV0I RENSEBAPPIILATr0N 21 03n 3 2 10 14 34A9 Ta StIBMIS51pN. 72 B3n 3 2 73 Ain 3 4 18 93 A4s 3 4 12 12 94/ 95 Cos 4 4 96 A41 3 4 14 74175 A/ B3s 5 6 3 Guest Overflow 26 C3s 2 2 10 5 72 C3s 2 2 Phase 4 Total 45 63 78 Bas 3 2 79 A3s 3 4 Charts and Data 0 Guest/ Overa" Grand Total 253 328 is 16 Bedrooms n Parkin 6 Guest Overflow 1 Ratio: 1. 29 Parkin laces per Bedroom U Phase 3 Total 55 65 ZaaN PUD- 4 02 SHEET 6 greenAWCHITICTS 65 North mn Street. Srnle 5 Cartoodale. Colorado 81623 970. 963 6689 D 970. 963. 02651tI7rp Existing Floor Area Calculations Proposed Floor Area Calculations O en Space Calculations EXISTING EXISTING E. mtinq Proposed BUILDING FLOOR AREA BUILDING FLOOR AREA Loft Area new area DEVELOPED 0 BUILDING AREA PHASE 1 11233 PHASE 1 1 11233 730 340 U 2 13059 2 11043 330 203 PHASF 1 1 13818 E 3 10859 3 10859 11 203 3 11018 5 11397 A 17351 1118 288 3 10925 O lD 5 16391 5 16391 1156 10 5 15026 73211 732> 7 9988 1200 5 1315563993 6 13649 PHASE 2 6 13649 836 272 N 7 8538 J 8538 836 322 PHASE 2 6 11889 m 8 622 8 8538 669 180 J 312o n 1 17238 1 157238 1297 180 9 N 3 69391 69391 4672 1364 11 13269 0 MAINT. BLDG 1487 MAINT. BLDG 1487 56581 C PHASE 10 15734 RPHASE 10 15734 0 320 HAINT BLDG 1487 U 12 11795 12 11795 0 524 13 11767 13 11767 0 498 10 12563 14 15826 14 15826 0 126 PHASE 3 12 9216 r 55122 55122 0 1368 13 8798 14 12783 7 PHASE 15 16248 15 16248 0 413 43260 O / l 16 9673 16 9633 1 0 1 236 1 V 17 11131 13 11131 1 0 1 302 1 PHASE 4 15 12741 18 11131 18 11131 0 300 16 8614 O 48183 48183 O 1251 17 8755 EDC 8 9012 G TOTAL: 247 460 SQ FT New Total 39122 3 TOTAL: 247, 460 1 9660 1 5183 262, 303 0N SITE AREA FLOOR AREA TOTAL- 204, M6 FAR pROPoSEO PROPOSED 1, 193. 867 247, 460 1 SITE AREA MOOR ARFA FAR OPEN 1, 193, 867 262, 303 1 21. 97% 1 SITE AREA DEV. AREA SPACE 11193. 8W 204, 446 1 8238% DATE DESCRIPTION 10000011 APPLICATION INSIOe flEVI$ EO PPPLICATKKI 14TP TQ SIAMI56pN. Charts and Data 17iaa PUD- 5 a SHEET 7 i 65N° etfl Ie. OtrE $ 81165 Carlwntlale. C6 689 p 81623 970. 963, 02 9f 9709113. 0266 iCL if------- J PHASE 4 V\- CDCDCo- - - d ° m 1 PHASE 1 i. - , /• E PHASES \ 3_ 30 m ( n 3 73 PHASE 2 r, - ofD K, SITE AREA: 1, 193, 867 SO FT. ( 27. 4 Acres) y DEVELOPED AREA: 204, 446 SO. FT. DEVELOPED AREA PERCENT: 17. 1% OPEN SPACE AREA: 82. 9% Site Plan 1- = 100' N°It: TMy yle[ Un° M31M fpNdJe a LIVey. aN 61p 6tnttil lelttellfL MM- tl6 Iql n1t14e0IO Mu5¢ tlIq IN laq e, rtie\ jfN. finp3. laltlNdpt Itd1uR3. Nab p eny sel0acks. rgMaLwaY. a Cue1rcM. Vicinity Zoning Map OATS DESCRIPTION 13( U60 REVISED MPUCATION r w I ai Site PlanPUD- 6 N SHEETB t \ 65Nomal Colorado 51ite5 CarboM019 36689 p81623 970 963. 02691 9i0963. 02E51 0' EE LJO 1t rCOU R En ILI 5L y Y O ftli'- b33, 26 f 3 U) G5 PQ— 23 , g fl, - U c e u: i o 1 D 0) 29 28 w wn own. az 3Gu gSold.. 5 c 1 F c nwn V Parkln95wms 6 G 180 0 • n PHAS ' > tt a n cwn a6 e, aa / / C1 a T 3?_ A own 7O u , x m y Parlur Swces F BUILDING 1 30 0366 SnO. uuss Clue Circle BUILDING5 A \_ U. 1,1.7 N67 s ` blurs Club CwG Unns 2130_ lcueurovemvn w 22wn t 1 10 6 Gur,. V 01w 55 s Pa BUILDING2 AVg cares N06 Sm ass Cub Circle F T 1Di 4. Own N08 047E DESCRIPTION 102 APRICAT- zs r Y 1 O 1W.- R 14 EGA—. C-T.- 1S own _ - r— B D - 1 22 bw PHASE PLAN A 21 20 19 18 36wn BUILDING 0 17 Os< eS... CWO Cede /- jA 0 G G 16 UNts 12- 15 PHASE a L 36w can own own ' — — nwn Phase 1 i FH4E BUILDING 05DD Snlemass Clw Code Es o N d PUD- 7 PHPSE2 i SHEET 9 l j I 65 North 41h Street Sale 5 Caroonaale. Colorado 81623 0. 96366690 970. 963. 0265f a Gu, nVOveiRox \ Parhin so.. ED00 2 31 BUILDING 11 \ 33 D2 A U) 01, 5H desmn Green ae ann e 1q O n Units W65 35 34/ own own 6GUVellOmrfbx uwn BUILDING C OaP n ParFilg sP: ea \ 1 uw n 0024 Harlesmn Dean ,/ Z 59 58 t/ wh 1 as 6 6 1 ° 4ewn i U 64 cn ti A aw. PH E. 2 36n 4ewn • II e' ® 3p 1 , BUILDING T\' / O oast Ha e . e eeN C CueaVOverOUw Pah rg SCaGee i 38 36. veranq snxe _ / ewu 39 J A f'. SGUeavCvnmow I Parairg$ Dazes 48wR a1 j I j e I BUILDING 8\• / PHASE 2 PLAN 0096 Green DATE I DESCRIPTION 42 U M4143 J IWOFOn MPLICATION awa D I] 2ugq FEV45EO APPNCATION 43 3ew11 jewa PMASE4 wI 49 411 47 4a 45 44 A— c D Ic D D I ; . ' — Phase 2 y_. sawn ww, 4ewa aewn BUILDING 9 u 0124 HarlemnGreen J Umta 44-49 N y PUD- 8 da SHEET 10 F-1 74 75 76 77 — 78 79 BUILDING 14 F e c c e A W2351units 7a. i5: c . 9 C' sxe p 35 s9n 35 Zan ] 5 e n Q Osa n 65 on 1IM1$ Irpel.$ Uit¢ 5 yCn•—I • ® _._ ® Carbantlale. Comaop 61623 970. 963 M65p 910967. 02651 I 00 66 u S a9 O{ C) n W y eow 67 n \ Unib6 x. ? s 69 6ssenn ass9n rno 7z ASE 3 U U BUILDING 13 x 70 008651. Andres Ct NU 6 1 — n 7 ap a 72 P VC) 7zx BUILDING 10 i 5 Hanesz Green Um 50-55 O SQ PHASE3PLAN 51 MTE DESCRIPTION 6 pn lela9® I PPl10ATION 52 ] Spit ln1 RE' NSEDAPhK: AT* N 54 30wn A 5, ft syq"; 4 /• ' C g,,,+,,,, PHwSEa Phase 3 u 3 GmsW M. 7 PU D- 9 N y MUSE y 1 SHEET II 65 Noun atn Sveef. Stile 5 ee Carear 61623 n I 9709636689P 9]0. 963. 0265 f 86 87 _ I e 88 I Ja gn 605aM1 A i I 89 spn T A 8s I n I n J% w w 9x91 v m Mile A 3 GuesVCverPaA• ®® 6pw n 01 Parking Spaces i N 93 O m BUILDING i sgIt C: I 0701 Snvemass Club rde 2 GueavOvemow 9a- 95 N Unns IsS W Parking Spaces ®® ' n U O In I I 6wn A E- BUILDING 17 OC 0]2] Sn_ Urvts 6492 n Circle U) tS', 3 GuestlOverflp. ® wMgss v Pan% ingspace6 s1x. j" a• BUILDING 18 C 10 Ug' 0761 S . it. Ck. eCede J C C` F uam ease O U H U N P ` S 4 v 9 CID 5GuestrtAerflanParlcng Spaces W n BUILDING 15 I 80 84 85 Oi OOSro. mass COe Cede I A 1 A Upits saes 6 82/ 83 C — I 36wn BROS WTE DESCRIPTION I0i769! APPLICATION ILIJAI! RENSED APRICATgN SNDW NSS C` Ug Pse a r ! " Phase 4 PHASE sya+ az HA9E 1 p PHASE PLAN N PUD- 10 n NASE E SHEET 12 65 NDR ale Street. Suite 5 Garoontlale Ccla 61623 970 o63 66699pp ovco s 970.- E3 D2651 ymm1 n MJ F_ Imo-- I I I 7w: ir- •—._ •. r-1' — II' it . toED00 Unit D- 1 Front Elev. vB- = 1•.0• Unit C- 1 Front Elev. va• . 1•-0• Unit B- 1 Front Elev. Its- = ra- Unit A- 1 Front Elev. Its- = r-o- O O Uai BLI m i - ------- - - — — - — - - O mm b- 1 N 1111111 oC O 0 Unit D- 1 Back Elev. I,$' = tw- Type B Unit C- 1 Back Elev. ve• = rn- U 1n@ J — Type L- LI1 0 24SB3A '' n3_ I1 Unit B- 1 Front Elev. va- = 1'n- UnitA- 1 Plan 1nr = 1• I z soft DATE I DESCRIPTION Type D Type D B2a9E A CATIDN 11r4m REVISED APP IWION PHASE a Typical Additions 1z•- o- h PH 1- 2 Y x= o FWSE 36. m 4 r I iN PUD- 11 Unit D- 1 Plan Its- 1•a- Unit C- 1 Plan tub• = ra- m 6nS SHEET 13 Proposed Peak/ Shoulder Season Dates The day after ski The Last Day tha season ends Chili Pepper& Brewfest Independence Day Celebration Labor Day Balloon & Wine Festivals Asphalt Paving is Thanksgiving Allowed b TOS 4/ 13/ 2009 through 6/ 4/ 2009 through 7/ 1/ 2009 through 9/8/ 2009 through 9/ 21/ 2009 through N, 1011512009 through 11/ 25/ 2009 of Days Between Dates 53 days 27 days 14 days 24 days 41 days Critical Construction Activities Precast Deliveries Precast Deliveries V_ oodjRoadjR(% VjlNoyk Wo_ odjRoad1RO: UVjWork Approximately 600 workers on site Approximately 400 workers on Approximately 500 workers on site Approximately 600 workers on site Approximately 600 workers on site Escalator Construction Concrete Deliveries Steel for Nell & Viceroy Peak Season Landscaping & Finish Work in ROW Escalator Construction Plumbing Deliveries Concrete Topping Slab Concrete for Nell & Viceroy Drywall/ Studs Delivery Crane Removal Stone Deliveries Scaffolding/ framing materials Furniture & Equipment Ductwork Deliveries Dirt haulin Escalator Construction Landsca in Near ROW